Aerre

THE APPROACH

How the engagement was structured.

The first move was to map the real customer journey against the data we actually had. The list split into three clearly different groups: people who'd never purchased, one-time buyers who hadn't come back, and a smaller core of repeat customers loyal to a specific scent. We rebuilt the segmentation model around that behaviour rather than recency alone, separating self-purchasers from gift-led browsers and giving the loyal repeat cohort its own track entirely.

Lifecycle then became the centre of gravity. Sends moved off a database-wide blast cadence and onto proper segmentation, cutting volume to inactive and already-converted subscribers and protecting deliverability. Post-purchase was rebuilt from a single thank-you email into a sequence with real content: care guidance, and a natural nudge toward a second bottle rather than nothing at all. Lapsed and inactive cohorts moved into a dedicated win-back programme built from scratch, segmented by original scent interest, with creative built around getting a customer back to their signature scent rather than a blanket discount.

Creative ran alongside the lifecycle work, not behind it. Lifecycle creative was treated with the same rigour as paid: hook discipline, format diversification, a steady cadence of new assets so the highest-value cohorts never saw the same message twice. The measurement layer was tightened so we could read genuine repeat behaviour rather than channel-attributed noise, and budget shifted toward the segments growing fastest.

Throughout, the brand sat across retention and creative as one programme rather than two reporting lines. Decisions were made against repeat rate, second-purchase windows and contribution per cohort, not opens or sends.