Ralph Lauren (RL) found great success in the 90s and expanded rapidly in APAC through a licensing model. When they began buying back licenses in 2014, control was dispersed and conversations with customers had become scattered.
They needed a strategy that would help secure and sustain future growth. Having considered CRM as part of their VIP loyalty program (which focused disproportionately on a monetary-only view of a customer), they were sceptical that CRM would be able to directly drive and influence sales. A team was appointed to develop a customer engagement strategy and translate data insights into action that impacted the business. Their mission was clear: to re-own the customer.