A food supplement barely known in France, an average order value above €600, and tight communication constraints in a near-paramedical field. The engagement combined commercial development with customer experience, including the creation of a personalised follow-up programme. In one year, sales volume went from 20 to 95 — a 375% increase.
The engagement had to work within those constraints and find a commercial approach that matched the customer's reality.
In that context, the experience built around the product was a relevant way to stand out: the quality of contact and the continuity of support could add real value to a committing purchase.
The approach took three dimensions into account: customer expectations, communication limits and available resources.
The commercial presentation had to account for the product's low awareness and respect the limits of what could be claimed.
Support had to give continuity to a high-value order on a sensitive subject.
The limited budget led to favouring an approach suited to the customer's needs and the nature of the product.
I designed a programme to support customers after their purchase. At the time this was still uncommon in that environment. It gave the relationship a place over time and enriched the experience around the product.
Support was treated as part of the offer. It connected the level of commitment asked of the buyer to the quality of the experience provided, and placed e-commerce growth within a logic combining acquisition and retention.
The engagement respected the limits inherent to the product and its positioning. The programme delivered concrete service value without relying on amplified commercial promises.
Personalised follow-up extended the interactions beyond the transaction. It gave the customer a continuity of support suited to the nature of their purchase.
From 20 to 95 sales in a year
Volume multiplied by 4.75, a 375% increase.
An average order value above €600
The growth concerned purchases representing a significant financial commitment.
A personalised follow-up programme created
The business gained a post-purchase support programme, designed around a lasting relationship and retention.
Growth on very little
The result was achieved despite low initial awareness and a limited capacity to invest.
With a tight budget, every pound spent had to justify itself against immediate visibility needs.
The follow-up programme was a choice: giving room to the development of the customer relationship.
What could be claimed was constrained by the product's positioning.
Support enriched the commercial proposition with something tangible.
The high basket committed the buyer well beyond an ordinary e-commerce purchase.
It justified rethinking the whole relationship, from understanding the product to the follow-up after the purchase.
