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

Holzkern’s email programme ran on Brevo. And on Brevo, two things were consistently difficult – data storage and filtering. Customer information was hard to hold on to and even harder to put to use. Those data gaps showed up directly in segmentation: the team could not segment their audience on the attributes that actually mattered to them.

Put those together and you get a marketing team that knows exactly what it wants to say to a particular kind of customer, but no reliable way to work out who that customer is. Which means, in practice, that everybody gets roughly the same email.

For a brand whose entire proposition is that no two customers are alike and no two products are alike, this was a contradiction sitting in the middle of the marketing plan.

The team had three clear objectives: generate more leads, lift engagement, and build a customer journey that felt seamless rather than stitched together. All three ran straight into the same two constraints.

Worth being precise about what kind of problem this was. Holzkern wasn’t buckling under email volume, and platform performance wasn’t the issue. This was a growth-stage constraint – a business that had become more ambitious than its tooling. The limit was on what they could do, not how much of it they could send.

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:

Most campaigns were being delivered, but weren’t reaching where customers would actually see them.

This meant emails were technically sent, but lacked 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.