Active Super Customer Lifecycle Strategy & Journeys Case Study

Project Overview

While business fundamentals were strong, engagement trends presented an opportunity for Active Super to enhance its lifecycle and engagement strategy to mitigate churn and increase member lifetime value.
Our challenge? To change the conversation around superannuation, making it more relevant for Active Super members at all lifestages.
By enhancing the customer experience, Active Super would be able to better drive engagement and nurture advocacy.

Customer Objective

Help equip me to build a better future that I have control over and understand through demonstrating competence, education to enhance my financial literacy, and nurturing my interests.

Business Objectives

Increase engagement and mitigate churn across the lifecycle by driving member lifetime value.

Active Super

Starting out as the super fund for NSW local government employees, today Active Super manages $13.5 billion in assets on behalf of over 84,000 members across Australia.

Industry:

Financial Services - Superannuation

Company size:

100+ employees

Collaborated with T&H:

2023 - ongoing

T&H Services:

Strategic development
Frameworks & roadmaps
UX design

Approach

The project consisted of three phases:

Discovery: We began with data analysis and further discovery of the current state and existing engagement model. Through this process, we identified existing member behaviours and pinpointed future opportunities for members to engage with the superannuation fund. A key priority was identifying opportunities for reducing churn and enhancing member lifetime value.

Lifecycle Strategy: Building upon the insights gained, we developed a comprehensive end-to-end lifecycle strategy. This strategy encompassed the creation of both a customer value model and a customer lifecycle model. These models were carefully designed to foster engagement, minimise churn, and enhance the overall lifetime value of customers.

Journey Development: In the final phase, we focused on crafting prioritised member journeys supported by a robust engagement framework. Using the new customer value model, we identified key strategic customer segments to target to maximise value for both the business and the customers. These journeys were purposefully designed to prompt action, nurture desired behaviours, and foster long-term engagement.

Results

With whole business validation, the strategy is currently being rolled out through the build of initial prioritised journeys.

We are continuing to work with Active Super to implement the strategy framework by developing further member journeys that will enhance the CX and drive member lifetime value.