Experience brought into Think Spherical · Fortune 100 consumer business
Five markets were telling one product story five different ways.
This four-month transformation was completed before Think Spherical was established. Different journeys, systems and teams across five European markets had fragmented what should have been one coherent customer experience.
The measurable result
- −30%Monthly churn
Measured over three months against the starting baseline.
- 5Markets aligned
On one shared customer experience model.
- 4 monthsTransformation
From evidence to market adoption.
The business had scale. The customer journey did not.
Five European markets were each responding to different commercial needs, marketing expectations and local operating pressures. Their journeys and technology had developed separately, even though customers needed to understand the same brand and product story.
The fragmentation reached the customer as missing or inconsistent information. People could not understand the product well enough to take the next step. It also reached the central team, which had to curate dozens of journey variations instead of improving one connected foundation.
The evidence had to work across markets.
- First-party data
Showed what converted, what did not and where customers left the journey.
- Existing research
Added product, brand and customer knowledge from across the wider business.
- Market teams
Exposed the local constraints, frustrations and workarounds that central reporting could not show.
A common model only works when local teams can run it.
Adoption was not a communication exercise at the end of the programme. It was part of the design. We asked each market what it was trying to achieve. We asked where the existing model got in the way, and what they were afraid of losing. The case for consistency had to outweigh the operational freedom they were being asked to give up.
One CRM-led journey, connected across channels.
- CRM
The common foundation for a more consistent customer relationship across markets.
- Point of sale and QR
Connected physical material with the next useful digital step.
- Website and app
Aligned product information and key handoffs across owned digital channels.
- Loyalty
Connected where a local programme already played a meaningful role in conversion.
The foundation was harmonised, not every local decision.
The common customer model and technology stack were aligned with the central digital team. Local markets retained control of language and the handoff points that had to reflect regulation in each country. Consistency covered the parts that benefited from being shared, without pretending every market operated under the same conditions.
The shared foundation remained with the business.
The central digital team took on the shared technology foundation. The market teams kept the local customer decisions that were theirs to make.
Monthly churn fell by 30% over the following three months against the baseline established at the start of the programme. The local teams carried less duplicated effort. The business could improve one connected journey instead of maintaining dozens of separate versions.
Where it starts
Where has local complexity become customer friction?
We connect the evidence, the systems and the people around one operating problem. The decisions that genuinely need to stay local, stay local.
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