An online language-training company had a solid presence with universities and schools. Growing with individual learners required rethinking its marketing, its offer and its customer experience. The engagement covered building the B2C go-to-market, selling a subscription offer, and reorganising customer service around Customer Success. In seven months, revenue grew by more than 250%.
An institution bought a solution for a group of users. An individual had to recognise their own need, understand the path on offer, and decide to commit personally.
B2C growth therefore engaged marketing, sales and the product experience at the same time.
The work covered the whole journey: discovering the offer, understanding its value, subscribing, using it and being supported.
The proposition had to answer an individual buyer's motivations, with courses, plans and subscription value presented accordingly.
Marketing and sales had to carry a SaaS offer sold with e-commerce mechanics, including the CPF dimension.
Customer service had to move towards Customer Success, with indicators that track the experience and needs of users.
I reworked the marketing approach for growth with individuals. The work covered how the offer was presented, how its value was expressed, and how its sale was supported with this new audience. The company's long-standing expertise had to become clear and compelling at the scale of one person's project.
I worked on reshaping the online language-course offer and on its B2C launch. The model combined SaaS subscription with e-commerce selling. That combination demanded coherence between the content of the offer, the plans on sale, and the way the customer made their decision.
France's CPF training-funding scheme was built into the work on the offer and its sale. It introduced specific steps in the journey that had to sit alongside the teaching and commercial proposition.
The engagement also covered a significant transformation of customer service, introducing a Customer Success approach. Support was placed in continuity with the sale: the quality of the experience after subscription was part of growing the business.
Indicators were revised to track the customer relationship better and support Customer Success governance. This strengthened the place of user experience in reading performance, beyond the act of purchase alone.
In this model, commercial performance also depended on the customer's ability to get value from the service they had subscribed to.
+250% revenue in seven months
Revenue multiplied by more than 3.5 over the period.
An approach rebuilt for individuals
The offer was reworked to support B2C growth for a company historically strong with institutions.
SaaS sold with e-commerce mechanics
The work brought together subscription, online course offer and selling journey, including the CPF dimension.
Customer service reorganised around Customer Success
Support and tracking indicators were strengthened to govern the relationship after subscription.
The credibility built with institutions was an asset, but it spoke in institutional terms.
Translate it into benefits an individual could understand, measured against their own goals.
The service combined training, subscription and funding arrangements.
Work the offer so the whole could be presented coherently, without losing clarity.
B2C growth called for a customer relationship the existing organisation could not yet carry.
Run the Customer Success rebuild as a component of the model, alongside marketing and sales.
