— Case Study · Experian

From a -15% decline to +12% growth in under 10 months.

Experian's $57MM TEC division was shrinking every year. A customer-centric growth strategy reversed the decline — and turned it into a growth engine for the company.

Situation

A $57MM division shrinking -15% a year.

Experian's $57MM Telecommunications, Energy and Cable (TEC) division was shrinking at -15% annually. The business unit offered risk, direct marketing, and directory assistance products inside a large information services company.

Task

Turn decline into strong growth.

Turn the shrinking division around and put it on a strong, positive growth trajectory.

Action

A customer-centric growth strategy.

We developed and implemented a comprehensive strategic growth plan to accelerate revenue growth to 45% per year — redefining the target customer set, priority application areas, product lineup, and product-development roadmap.

Key moves

Repositioned the division as a customer-centric solution provider, integrating consumer credit and direct-marketing capabilities.
Secured senior-management approval for a marketing budget 2× the traditional spend.
Pioneered the approach as a model for reorganizing the entire enterprise around the customer.
Identified a major new opportunity: data-integration solutions combining online and offline data into a customer analytics platform for acquisition, retention, cross-sell, and upsell.

Result

-15% to +12% growth, under 10 months.

We successfully turned around top-line growth from -15% to +12% in less than 10 months — and transformed the TEC division into a growth engine for Experian.

The outcome

-15% → +12% top-line growth.
Under 10 months to reverse the decline.
A growth engine for Experian — and a model for reorganizing the enterprise around the customer.

From a -15% decline to +12% growth in under 10 months.

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