What does this case study show?
Sabro could not reliably produce a weekly newsletter in-house. The collaboration covered regular campaigns, segmentation and offers for existing customers. In the interview, Erk Wiese describes time saved and a VIP sale; the revenue statement is a client account without an independently published measurement report here. Put the VIP sale statement in context.
The problem
Sabro already used email marketing but could not reliably produce a newsletter every week. Erk Wiese describes the work involved in ideas, copy and imagery: some newsletters simply did not go out. The in-house team had limited time and expertise.
Our solution
Rügamer & Steiner took over day-to-day delivery. The client highlights customer segmentation and more personalised communications. Regular newsletters were supported by campaigns for existing customers, including a VIP sale in a closed-access store and Black Weeks promotions.
The result
Erk Wiese reports significant time savings and less involvement in day-to-day delivery. He says the VIP sale generated more revenue in one day than in the previous month. This statement refers to the promotion discussed in the interview; no independent measurement report is published on this page.
What this means for your email marketing
To learn how to interpret newsletter campaign results, read our guide to email marketing metrics. It explains how to assess revenue, clicks and orders together, and the limitations of revenue attribution.
Dog beds, existing customers and limited time
Sabro offers dog beds and accessories for dogs. In the interview, Erk Wiese describes a product that customers use for a long time. Regular communications for a range like this need relevant reasons to get in touch, even when customers are not currently considering a new dog bed.
His bottleneck was ongoing production: ideas, copy and images needed to come together every week. As a result, some newsletters did not go out. The purpose of the partnership was to take over that production and make communications more relevant to different customer groups. This case therefore concerns an existing email marketing programme whose day-to-day management was not sufficiently reliable.
What the partnership involved in practice
| Task | Described in the customer account |
|---|---|
| Produce newsletters regularly | Ideas, copy and images needed to be ready regularly. Rügamer & Steiner took over the production; Erk Wiese reports that he needed to spend far less time on it. |
| Make customer communications more relevant | The account highlights distinct customer groups and more personalised copy. The segment rules used at the time have not been published. |
| Support promotions for existing customers | Erk Wiese mentions a VIP sale with restricted shop access and campaigns around Black Friday. The specific sending sequence and access criteria are not documented on this page. |
When describing the partnership, Erk Wiese particularly highlights the reduced workload and reliability. Anyone facing a similar capacity problem can visit Newsletter management to see which tasks ongoing production involves. The following sections consider his statement about the sales promotion separately.
Putting the reported VIP sale into context
According to the client’s report, the specific occasion was a promotion for existing customers whilst the shop was closed. Erk Wiese cites a daily revenue for this VIP sale that exceeded that of the previous month. Neither absolute revenue figures nor the exact time period, discount levels or a breakdown by touchpoints are published on this page. Consequently, no general revenue forecast for another shop can be derived from this.
The interview also highlights an organisational issue: some newsletters were missing because ideas, texts and images took time to produce internally. The reported reduction in workload is therefore a separate aspect of the case. Regular implementation, a more targeted approach and a special sales promotion are different aspects of the collaboration.
What questions does this raise for your own planning?
Before launching a similar campaign, the target audience, access to the offer, timeframe and success criteria would need to be defined. What qualifies a customer for a VIP campaign must be appropriate for the shop in question; the specific Sabro segment rule is not documented in the interview. The Segmentation guide helps to formulate clear criteria.
Record orders, discounts and the measurement criteria used for later analysis. The Guide to Klaviyo/GA4 reconciliation explains the preparation. Our Annotated campaign example.
