Case Study: Brand Health
The Challenge
A national white goods manufacturer was struggling with stagnant market share despite strong product and marketing investment and wanted strategic guidance in how to grow share over next 5 years.
Our Approach
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Full brand health study understanding first the health of the brand as a product and the health of the brand as a retailer
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Mapped customers path to purchase to understand where brand was losing buyers on their journey from advertising to purchase
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Understood needs and choices of brands 3 buyer groups – end consumers, specialist trades (kitchen installers) and volume builders
Insights Received
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Calculated share with all three segments and identified share was significantly stronger with volume builders who bought direct and weakest with small trades who bought through retail channel
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Modelled key differentiators that resonated with 3 target segments: identifying Brand Trust and Customer Experience mattered most to Volume Builders, Price to Kitchen Installers and Brand Trust and Value to Consumers
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Revealed the brand as a product had clear market preference, driven by advertising, but buyers were lost on the path to purchase to retailers more famous for value
Clarity Delivered
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Reassured team that advertising was successfully delivering against the objectives in creating brand preference.
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This brand preference, coupled with market leading B2B CX, was winning Volume Builders. Their end customers were more likely to choose them as a builder when they trusted the white goods they installed, and feeling confident in the brands sales team and logistics meant Volume Builders were loyal to the brand
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The brand preference with consumers also meant consumers were much more likely to specify the brand to their Kitchen Installers as part of a renovation. But when it was a stand-alone purchase customers went to retailers who offered a range of brands because they were unaware of the brand as a retailer. Once they were in these multi-brand stores, they saw other brands as better value
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Meanwhile kitchen installers were competing with their peers on price, with white goods forming a large part of the install budget, but a small % of their margin, they sought to buy white goods at lower prices and would never install the brand unless it was explicitly specified, and the customer was willing to increase budget.
Business Outcomes
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Insights were used with Volume Builders not purchasing brand today to demonstrate the positive power on home sales when this white good brand was offered.
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33% of product marketing investment was redirected to building awareness of the retail brand with consumers.
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A lower cost product line was sourced from brands overseas team and offered exclusively to Kitchen Installers through a loyalty program
