Overview of this campaign
With more than 250.000 new subscribers coming in every year, engagement and churn in the starting phase of the subscription period is a critical challenge for our brands to solve.
Between the start of 2017 and 2018, the renewal rates from our new subscribers from campaigns dropped by almost 7%.
In april 2018 we started a project to cope with the challenges of churn in starting phase of the subscription, called Project Onboarding.
The objectives in the project was to:
- Increase engagement and reduce churn from new subscribers through delivering an improved onboarding experience
- Improve the collaboration between the newsroom, product & technology and commercial teams
- Build a common process and methodology for how we can work across disciplines to solve customer experience challenges
By establishing a project group across the newsrooms, product & technology and commercial teams we were working towards an improvement in renewal rates from our new campaign subscribers, by making sure they leveraged and engaged with their new product.
Results for this campaign
In the starting phase of the project we workshopped our way to a total of 42 different ideas on how to improve the onboarding process for our new subscribers. We had to cut that list in half to make it possible to test and implement across our news media brands, but in a total of 5 months we were able to carry out 20 tests. Most of them with good results in both increase in engagement and decrease in churn.
The main results for the project are:
- 14 of the implemented tests resulted in a significant improvement in engagement and/or churn
- At the most we achieved a 5 % decrease in churn and 30 % increase in digital engagement in various target groups. We are now seeing positive developments in churn from our new subscribers
- 12 of the 20 tests implemented were in collaboration across 4 different news media brands and across the newsroom, product & technology and commercial teams - in only 5 months
- The project has gained a strong foothold within Schibsted, and the project group for 2019 gathers an even more diverse competence than in 2018
- By using common work processes and tools across the departments, we were able to share procedures and results effectively