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Attribution : Renault optimizes its media mix with Fifty-Five

Published on by Sabine Roy - updated on

The Fifty-Five data company and the Renault group together worked on the allocations channels to improve the media mix of the french automotive giant. This One to One Monaco conférence focuses on this work and the results achieved as part of this collaboration.

How Renault is optimizing its media mix trough the various attribution channels ?

How to reconstitute the customer journey and define the allocation levers ?

Generally, the cars of the Renault group sell very little online because the purchase takes place more within the concessions. Initially, the data relating to the customer journey were separated between online and offline. The media mix management tools were different for each channel (display, social, emailing, pay search or lead management within car dealerships).

All these tools remained indispensable, but they were also very different. It was therefore necessary to recreate the link between the different types of data, to recompose the customer journey: this is called attribution, which defines the channels that contributed to sales. The attribution offers the possibility to exploit the data to serve the marketing strategy in several axes:

  • Better understand customer journeys by distinguishing the most virtuous. This allows re-balancing the different channels, and within each of them, to detect the least effective.
  • Optimize daily: Renault wanted to give teams the means to work on a daily basis with a more complete vision of the user journey, in order to improve investments.
  • Combine online and offline data to identify users, and fine-tune targeting through specific audiences.

The goal was to understand the customer journey in a global way, in order to have a centralized view of conversions.

What were the difficulties encountered and the stages of realization?


As a multinational group, Renault has numerous subsidiaries in different countries. This diversity generates as many special cases as there are countries. In addition, as mentioned above, the company also ran into silos between online and offline channels. The architecture of the data processing has been built on the basis of different tools.

In addition, operational teams needed to be able to work with the data on a daily basis. This meant reviewing the existing media strategy and the processes to measure its impact. The goal of the fifty-five collaboration was to shift the attribution model from last click to multi-touch attribution, or MTA. This work was done in several stages:

  • Project scope: define the media channels used by the country, as well as the proportion of expenditure between the digital and non-digital channels.
  • Collection and integration: set up the different tools in order to make them homogeneous on the one hand, and unify the nomenclature of advertising campaigns on the online side and on the offline side.
  • Define attribution models: Renault has chosen to implement a dozen attribution models.
  • Measure: The group collected enough data to identify large families of use cases.
  • Iterative optimization: to improve more finesse each media campaign.

Focus on use cases aiming at optimizing the media mix


Three major use cases have emerged from this collaboration between fifty-five and Renault, namely the "look alike", the reallocation of resources and the understanding of the customer journey:

  • The "look alike" is to identify customer segments that have gone to offline conversion. To do this, it is necessary to project these segments within Google's media purchasing tools in order to define which ones are most effective. It is also possible to proceed by exclusion, for example by avoiding proposing advertisements for new cars to a customer who has already bought a new vehicle there is little.
  • Traditionally, media campaigns rely on the arrival in the concession and on the actions that take place there. An MTA view shows that there are routes that generate a lot of leads, but few conversions, and conversely, channels generating fewer leads but favoring conversion. This makes it possible to reallocate the budget optimally.
  • It is possible to improve the customer journey only after having understood it perfectly. For this, at each stage of the journey, one must ask what would be the most relevant action that a prospect could do. Then you have to be able to offer this action for the next step, either online or offline.

Working on the levers of allocation with fifty-five allowed the French automotive giant to significantly optimize its media mix.

Indeed, according to Laurent Le Fers, internalizing this knowledge of the data has allowed to benefit from "more transparency, independence and intelligence". The Renault group is now able to give a relevant opinion on its media mix, with the aim of being able one day to build its own attribution models.


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