With an established online presence and stores in a number of wealthy UK towns our client had built a loyal customer base. However, as the median age of customers began to rise they were purchasing less frequently and from an increasingly narrow selection of the range.
Aspiring to reach new customers the client invested in developing a number of new product lines. Despite being very much ‘on trend’, the new direction didn’t resonate with their existing client base or find the new audiences previously they were designed for.
They needed a new plan to recruit their future customer base without alienating their loyal fanbase.
Whilst the client believed they knew who their “new customer” should be we quickly identified that they had a brand perception challenge that needed to be understood and be managed both online and in store.
In order to do this we undertook a behavioural science research project to help uncover the hidden complexities behind their brand challenge. By segmenting their customers based on their psychological needs we identified clear differences in buyers. This was overlaid with product selection in order to develop a plan that not only identified different buyer types but crucially how to best communicate with them.
Off the back of this we rebuilt their segmentation across both customers and prospects and developed a true multi-channel strategy to fit with each group.
The results were transformative – with a 28% increase in customer engagement rates and crucially a 56% uplift in sales of the new ranges without any budget increase whilst still seeing a modest increase of 18% conversion rate against their traditional buyer base.
Crucially we established a new tone of voice and channel plan for the client to use to attract more new customers to the brand.
