Orbis Inc.
Orbis Inc.
Turning Customer Understanding into Results: Orbis's Customer-First Approach and Ptengine for In-House Ad Operations
Turning Customer Understanding into Results: Orbis's Customer-First Approach and Ptengine for In-House Ad Operations
How Orbis Turns Customer Understanding into Real Operational Results
How Orbis Turns Customer Understanding into Real Operational Results
Amid intensifying competition in the beauty industry, Orbis Inc. began strengthening its in-house advertising operations about two years ago to improve operational efficiency. The results have been significant—the improvement in landing page creative iteration efficiency was cited as a key factor in achieving the company's 2024 budget targets.
While many companies emphasize the importance of "customer understanding," why is Orbis able to truly translate this concept into day-to-day operations? We spoke with Ms. Terui, Head of the New Customer Acquisition Department; Mr. Imai, Assistant Manager of the Advertising Operations Group; and Ms. Sasaki, Creative Team Lead, to learn their practical approaches and insights.
Amid intensifying competition in the beauty industry, Orbis Inc. began strengthening its in-house advertising operations about two years ago to improve operational efficiency. The results have been significant—the improvement in landing page creative iteration efficiency was cited as a key factor in achieving the company's 2024 budget targets.
While many companies emphasize the importance of "customer understanding," why is Orbis able to truly translate this concept into day-to-day operations? We spoke with Ms. Terui, Head of the New Customer Acquisition Department; Mr. Imai, Assistant Manager of the Advertising Operations Group; and Ms. Sasaki, Creative Team Lead, to learn their practical approaches and insights.
Summary
Summary
Orbis’s key initiatives
Orbis’s key initiatives
Orbis’s key initiatives
Turn the company guideline "Customer First" into action by combining qualitative and quantitative data to build a comprehensive understanding of customer needs
Create clear internal communication channels and establish a continuous improvement cycle based on customer insights
Results Achieved with Ptengine
Results Achieved with Ptengine
Results Achieved with Ptengine
Turn the company guideline "Customer First" into action by combining qualitative and quantitative data to build a comprehensive understanding of customer needs
Create clear internal communication channels and establish a continuous improvement cycle based on customer insights
Systematize Customer Understanding and Build an Executable Foundation with Ptengine
Systematize Customer Understanding and Build an Executable Foundation with Ptengine
Q: Many companies emphasize the importance of understanding customers. How has Orbis translated this into actual business processes?
Q: Many companies emphasize the importance of understanding customers. How has Orbis translated this into actual business processes?
Ms. Terui: Orbis has eight behavioral principles to ensure the realization of our brand vision, one of which is "Customer First." This means always thinking from the customer's perspective. We believe that the deeper our understanding of customers becomes, the clearer the value Orbis should deliver and the messages we need to communicate.
While product descriptions are subject to restrictions under Japan's Pharmaceutical and Medical Device Act (PMD Act), and advertising methods have certain limitations, a deeper understanding of customers allows us to identify potential audiences and expand our reach. At the same time, it helps us form a clearer picture of our existing customers. Ultimately, this enables us to design more concretely what message should be delivered and to which customers.
Ms. Terui: Orbis has eight behavioral principles to ensure the realization of our brand vision, one of which is "Customer First." This means always thinking from the customer's perspective. We believe that the deeper our understanding of customers becomes, the clearer the value Orbis should deliver and the messages we need to communicate.
While product descriptions are subject to restrictions under Japan's Pharmaceutical and Medical Device Act (PMD Act), and advertising methods have certain limitations, a deeper understanding of customers allows us to identify potential audiences and expand our reach. At the same time, it helps us form a clearer picture of our existing customers. Ultimately, this enables us to design more concretely what message should be delivered and to which customers.
How Ptengine Helped Us Visualize Customer Understanding Through Quantitative and Qualitative Data
How Ptengine Helped Us Visualize Customer Understanding Through Quantitative and Qualitative Data
Q: What specific actions have you taken to better understand your customers?
Q: What specific actions have you taken to better understand your customers?
Ms. Terui: To better understand our customers, we approach it from three perspectives:
1. Quantitative data we can directly confirm internally, such as operational data from our own advertising campaigns.
2. Externally obtained data, including market research, one-on-one interviews with both purchasers and non-purchasers, call center inquiries, and direct conversations with VIP customers at face-to-face events. We collect information from both qualitative and quantitative perspectives.
3. Our own LP behavioral data that we hadn't fully utilized before. Ptengine has become a powerful tool for analyzing and applying this data.
Mr. Imai: With Ptengine's heatmap feature, customer behavior that was previously only inferred can now be visualized through color. We can analyze why certain areas appear red and why some content isn't being read, allowing us to build more precise hypotheses for further analysis. In particular, insights from face-to-face interviews and other qualitative information greatly improve the accuracy and depth of hypotheses derived from heatmap analysis.
Ms. Terui: To better understand our customers, we approach it from three perspectives:
1. Quantitative data we can directly confirm internally, such as operational data from our own advertising campaigns.
2. Externally obtained data, including market research, one-on-one interviews with both purchasers and non-purchasers, call center inquiries, and direct conversations with VIP customers at face-to-face events. We collect information from both qualitative and quantitative perspectives.
3. Our own LP behavioral data that we hadn't fully utilized before. Ptengine has become a powerful tool for analyzing and applying this data.
Mr. Imai: With Ptengine's heatmap feature, customer behavior that was previously only inferred can now be visualized through color. We can analyze why certain areas appear red and why some content isn't being read, allowing us to build more precise hypotheses for further analysis. In particular, insights from face-to-face interviews and other qualitative information greatly improve the accuracy and depth of hypotheses derived from heatmap analysis.
The Evolution of Orbis’s Marketing System with Ptengine: From Mindset Transformation to Efficiency Gains
The Evolution of Orbis’s Marketing System with Ptengine: From Mindset Transformation to Efficiency Gains
Q: What kinds of changes have you observed as you moved toward in-house operations?
Q: What kinds of changes have you observed as you moved toward in-house operations?
Ms. Terui: In the past, when all advertising was managed by agencies, most improvement initiatives were led by them. Our role was mainly limited to making small adjustments, so we rarely took the initiative to check heatmaps or identify areas for improvement ourselves.
Now, however, our in-house advertising team manages the planning and production of LPs and banners independently. As a result, opportunities for discussion and idea exchange among employees have increased. I feel that a culture is gradually taking shape within the company where employees think more deeply and create creative content from the customer's perspective.
Mr. Imai: The number of members involved in advertising operations has grown from just one person at the beginning to a team of six today. We initially started with search advertising, and as operations gradually stabilized, the team's overall confidence increased. Additionally, after strengthening our operational structure, the latest insights—such as changes in user age demographics—can now be shared immediately during meetings. This has improved both the freshness of information and the speed of decision-making.
Ms. Terui: In the past, when all advertising was managed by agencies, most improvement initiatives were led by them. Our role was mainly limited to making small adjustments, so we rarely took the initiative to check heatmaps or identify areas for improvement ourselves.
Now, however, our in-house advertising team manages the planning and production of LPs and banners independently. As a result, opportunities for discussion and idea exchange among employees have increased. I feel that a culture is gradually taking shape within the company where employees think more deeply and create creative content from the customer's perspective.
Mr. Imai: The number of members involved in advertising operations has grown from just one person at the beginning to a team of six today. We initially started with search advertising, and as operations gradually stabilized, the team's overall confidence increased. Additionally, after strengthening our operational structure, the latest insights—such as changes in user age demographics—can now be shared immediately during meetings. This has improved both the freshness of information and the speed of decision-making.
How Ptengine Delivered Significant LPO Efficiency Gains
How Ptengine Delivered Significant LPO Efficiency Gains
Since introducing Ptengine in September 2023, the company has continuously expanded its use in scope and depth, strengthening marketing operations and delivering significant efficiency improvements.
Since introducing Ptengine in September 2023, the company has continuously expanded its use in scope and depth, strengthening marketing operations and delivering significant efficiency improvements.
Q: How does Ptengine support your New Customer Acquisition efforts?
Q: How does Ptengine support your New Customer Acquisition efforts?
Ms. Terui: I believe it is indispensable. If the conversion rate (CVR) increases by 5%, the number of new customers will also increase by 5%. That is why investing in this area is extremely important. In fact, one of the key reasons we achieved our 2024 budget target was improving the efficiency of our landing page (LP) creative optimization cycle.
Ms. Sasaki: For example, we converted a static image in the LP's hero section into a video. Simultaneously, we adjusted our messaging to address seasonal skin concerns and designed pages that reflected the seasonal context, then conducted A/B tests.
With this initiative alone, we commonly saw CVR improvements of 110% to 120%. Improvements of 105% to 110% occur frequently, and in some cases we've achieved gains of 120% to 130%.
Ms. Terui: I believe it is indispensable. If the conversion rate (CVR) increases by 5%, the number of new customers will also increase by 5%. That is why investing in this area is extremely important. In fact, one of the key reasons we achieved our 2024 budget target was improving the efficiency of our landing page (LP) creative optimization cycle.
Ms. Sasaki: For example, we converted a static image in the LP's hero section into a video. Simultaneously, we adjusted our messaging to address seasonal skin concerns and designed pages that reflected the seasonal context, then conducted A/B tests.
With this initiative alone, we commonly saw CVR improvements of 110% to 120%. Improvements of 105% to 110% occur frequently, and in some cases we've achieved gains of 120% to 130%.
Run Up to 30 A/B Tests in Parallel by Accelerating the PDCA Cycle
Run Up to 30 A/B Tests in Parallel by Accelerating the PDCA Cycle
Q: Why has Ptengine become such an important tool for advancing advertising operations, landing page optimization, and in-house management?
Q: Why has Ptengine become such an important tool for advancing advertising operations, landing page optimization, and in-house management?
Ms Terui: Having this tool has helped create a team culture of "try first, then adjust." At the same time, it has established a process for clarifying what should be validated, allowing this workflow to become embedded within the organization. This has been extremely important.
Ms. Sasaki: Previously, we created separate landing pages for each verification item, and our tool at the time only allowed about three tests to run simultaneously. As the number of landing pages increased, the workload for management and production became enormous.
However, after adopting Ptengine, each team member can operate with significantly more freedom and almost no restrictions, greatly accelerating the PDCA cycle for landing page optimization. Currently, we run around 30 A/B tests in parallel, making it an indispensable tool for us.
Additionally, after introducing Ptengine, we now validate ideas through A/B testing before deciding whether to increase the number of landing pages. By identifying potentially effective content before formal production, we reduce unnecessary work while improving overall management efficiency.
Mr. Imai: Tests such as replacing the hero image on the homepage are very easy to run. Even someone without prior experience can quickly understand the process after trying it once and easily complete an initial validation.
At the same time, as we continue building our internal operations, there are still areas where we are exploring and learning. When we encounter questions, we can consult with dedicated staff and receive immediate assistance through chat support. This kind of support is extremely valuable to us and serves as a trusted advisor.
Ms Terui: Having this tool has helped create a team culture of "try first, then adjust." At the same time, it has established a process for clarifying what should be validated, allowing this workflow to become embedded within the organization. This has been extremely important.
Ms. Sasaki: Previously, we created separate landing pages for each verification item, and our tool at the time only allowed about three tests to run simultaneously. As the number of landing pages increased, the workload for management and production became enormous.
However, after adopting Ptengine, each team member can operate with significantly more freedom and almost no restrictions, greatly accelerating the PDCA cycle for landing page optimization. Currently, we run around 30 A/B tests in parallel, making it an indispensable tool for us.
Additionally, after introducing Ptengine, we now validate ideas through A/B testing before deciding whether to increase the number of landing pages. By identifying potentially effective content before formal production, we reduce unnecessary work while improving overall management efficiency.
Mr. Imai: Tests such as replacing the hero image on the homepage are very easy to run. Even someone without prior experience can quickly understand the process after trying it once and easily complete an initial validation.
At the same time, as we continue building our internal operations, there are still areas where we are exploring and learning. When we encounter questions, we can consult with dedicated staff and receive immediate assistance through chat support. This kind of support is extremely valuable to us and serves as a trusted advisor.
Continuous Optimization Through Heatmap Analysis and A/B Testing — Team Collaboration and Operational Structure
Continuous Optimization Through Heatmap Analysis and A/B Testing — Team Collaboration and Operational Structure
Q: After introducing Ptengine, how have the team’s discussions and analysis methods changed?
Q: After introducing Ptengine, how have the team’s discussions and analysis methods changed?
Ms. Sasaki: Opportunities to discuss banner ads and landing pages (LPs) within the team have increased, and we're spending more time analyzing from the customer's perspective. We closely analyze how LPs are read using heatmaps, examining which banners drive users to them, which elements capture the most attention, and identifying any areas in the first-view section that might create friction. We then compare these findings with various creative assets for further analysis.
Mr. Imai: Now we can see the overall connection between advertisements and LPs at a glance. If an ad banner's intent doesn't align with the LP's first-view content, the team discusses it frequently. Therefore, ensuring strong consistency between the two has become critical.
Ms. Sasaki: Opportunities to discuss banner ads and landing pages (LPs) within the team have increased, and we're spending more time analyzing from the customer's perspective. We closely analyze how LPs are read using heatmaps, examining which banners drive users to them, which elements capture the most attention, and identifying any areas in the first-view section that might create friction. We then compare these findings with various creative assets for further analysis.
Mr. Imai: Now we can see the overall connection between advertisements and LPs at a glance. If an ad banner's intent doesn't align with the LP's first-view content, the team discusses it frequently. Therefore, ensuring strong consistency between the two has become critical.
Frequent Review and Creative Generation
Frequent Review and Creative Generation
Q: How do you turn analysis into creative initiatives and take action?
Q: How do you turn analysis into creative initiatives and take action?
Ms. Terui: Because we can now run a large number of tests simultaneously, it is essential to create an environment where ideas are constantly generated. We hold several all-hands meetings each month to brainstorm together. In the past, we sometimes prioritized initiatives with relatively small impact. Now, we first define the topic, then discuss its potential impact and implementation speed, and adjust priorities accordingly.
Ms, Sasaki: I facilitate these meetings. I begin by setting the agenda around "the area we want to improve this time," and then we move into creative discussions. Each team member is required to prepare at least one idea beforehand, and we move forward from there.
Ms. Terui: Because we can now run a large number of tests simultaneously, it is essential to create an environment where ideas are constantly generated. We hold several all-hands meetings each month to brainstorm together. In the past, we sometimes prioritized initiatives with relatively small impact. Now, we first define the topic, then discuss its potential impact and implementation speed, and adjust priorities accordingly.
Ms, Sasaki: I facilitate these meetings. I begin by setting the agenda around "the area we want to improve this time," and then we move into creative discussions. Each team member is required to prepare at least one idea beforehand, and we move forward from there.
Understand Your Customers Better with Organization and Tools
Understand Your Customers Better with Organization and Tools
Q: What conditions or adjustments would be necessary for other brands or industries to apply these initiatives?
Q: What conditions or adjustments would be necessary for other brands or industries to apply these initiatives?
Ms. Terui: Without a successful experience, it may be difficult to develop the willingness to "give it a try." In our case, interviews with customers were a particularly important turning point. Hearing customers' voices directly often leads to moments of realization, and those learnings translate into tangible results.
Once you have that kind of experience, a natural desire emerges to understand customers even more deeply. As for validating ideas, what I find especially meaningful is that it's not about me instructing the team to "do this." Instead, each team member deepens their own understanding of the customer and turns the ideas that emerge from that understanding into actual initiatives.
Ms. Terui: Without a successful experience, it may be difficult to develop the willingness to "give it a try." In our case, interviews with customers were a particularly important turning point. Hearing customers' voices directly often leads to moments of realization, and those learnings translate into tangible results.
Once you have that kind of experience, a natural desire emerges to understand customers even more deeply. As for validating ideas, what I find especially meaningful is that it's not about me instructing the team to "do this." Instead, each team member deepens their own understanding of the customer and turns the ideas that emerge from that understanding into actual initiatives.
Ptengine: The Infrastructure for Customer Understanding
Ptengine: The Infrastructure for Customer Understanding
Q: Finally, how would you describe Ptengine in one sentence?
Q: Finally, how would you describe Ptengine in one sentence?
Ms. Sasaki: In one phrase, it's an "essential tool for LPO."
Mr. Imai: An "indispensable presence." Even when we face challenges with our initiatives, reviewing the various measures we've implemented with Ptengine often sparks new ideas. In that sense, it could also be called a "creative tool." Going forward, we hope to continue leveraging Ptengine to deepen our understanding of customers and translate those insights into tangible results.
Ms. Sasaki: In one phrase, it's an "essential tool for LPO."
Mr. Imai: An "indispensable presence." Even when we face challenges with our initiatives, reviewing the various measures we've implemented with Ptengine often sparks new ideas. In that sense, it could also be called a "creative tool." Going forward, we hope to continue leveraging Ptengine to deepen our understanding of customers and translate those insights into tangible results.