Real Brands. Real Gains. Real Proof.

The Business Situation & Understanding the User

DeeMoney’s user base is not homogeneous. Indian expats send once a month, driven by SIPs, loan EMIs, and family support. Filipino expats send every 15 days, often aligned to the 15th-and-last payday structure common across OFW households. High-volume senders who had experienced delays were the hardest to re-engage, the financial stakes of trusting again were simply higher. In a market where a competitor is one tap away, rebuilding trust had to be sequenced carefully, not broadcast broadly.

Where the Gaps Emerged

The challenge wasn’t broken campaigns – it was the absence of a precision-led growth engine. Six critical gaps surfaced:

• Campaigns optimised for reach, not relevance – same message to everyone
• No behavioral segmentation by nationality or transfer pattern
• No insight into what drove churn or what triggered return
• No predictive capability – unable to act before users went inactive
• High CAC – acquisition without targeting precision was expensive
• Fragmented channel strategy – no orchestration across the user journey

Ahead of Women’s Day, Miraggio set three objectives for the campaign:

• Convert high-intent shoppers – website visitors, product viewers and cart abandoners – before they left without completing a purchase
• Re-engage a large segment of 2023–24 buyers who had become inactive
• Deliver timely, consistent communication across WhatsApp and SMS through a short sale window

The gap: one message for a base behaving in different ways

Miraggio’s customers engaged unevenly across channels, and its earlier campaigns went out broadly rather than in response to individual behaviour. That approach wasn’t designed to send a message minutes after someone abandoned a cart, or to treat a dormant 2023 buyer differently from a first-time browser. Generic re-engagement had already been attempted with the dormant segment and had not translated into repeat purchases.

What was at stake

A handbag is a considered purchase. Someone comparing two totes on a Tuesday evening will keep comparing – on another tab, on a marketplace, in a store – unless something brings her back while the decision is still open. On a sale weekend, that window closes in minutes.

The dormant 2023–24 cohort carried a quieter cost. These were customers Miraggio had already paid to acquire, and who had already chosen the brand once. Leaving them inactive meant paying again, at current rates, to reach people already on the list – and each generic re-engagement attempt that missed made the next one easier to ignore.
From the customer’s side, the gap was one of relevance: a woman who bought a work tote in 2023 and a first-time browser were getting the same message on the same day.

The inbox was the real ceiling

On paper, the usual areas seemed to need attention:

• Email list growth had slowed.
• Most campaigns were sent to the entire database.
• Email creatives had become repetitive.

EaseMyTrip worked on improving each of these. But despite these efforts, email performance barely moved.

The real challenge was something far more fundamental:

Over 90% of campaigns were landing in Gmail’s Promotions tab instead of the Primary inbox.

This meant emails were being delivered, but they weren’t getting the visibility they needed. Even the best content and targeting could only deliver limited results when customers rarely saw the emails in the first place.

EaseMyTrip’s mandate for the email channel was straightforward to state and harder to deliver:

• Deliver a minimum 5X ROAS from promotional email campaigns
• Do it profitably and at scale, without burning through the existing subscriber list
• Move email from a broadcast cost centre to a channel with clear, attributable revenue

Every day, millions of Malaysians log on to Unifi. They stream, browse, manage their connections, explore upgrades, and interact with a digital ecosystem that spans broadband, mobile, entertainment, and smart home services. As the consumer brand of Telekom Malaysia, Unifi doesn’t just power connectivity – it sits quietly inside the daily digital habits of an entire nation.

From the outside, everything seemed to be working.

Traffic was strong. Digital adoption was high. The self-care app and website were well-used. Customers were discovering add-ons, clicking into smart devices, and spending time across journeys.

But when Unifi looked closer, a different story emerged.

Customers were arriving – but not converting.

They explored. They considered. And then, often, they left.

The problem wasn’t interest or demand. It was what happened in between.

When Growth Creates Its Own Friction

Behind every digital interaction sat a complex reality: customer data spread across systems, multiple product lines with different eligibility rules, and engagement powered largely by static segments and manually run campaigns. At this size, relevance was hard to sustain.

Inside the business, teams worked harder. More campaigns were launched. More messages were sent.

• But the results didn’t follow.
• Campaign-led growth had reached its ceiling.

Unifi realized that scaling the same approach would only create more noise — not more revenue. To move forward, the brand didn’t need more communication. It needed a different way of engaging altogether.