Facility Source

The secret

Start-up FacilitySource had an innovative and creative technology solution for retail facility maintenance management. The question was, how do you put this new company on the retail map?

DISCOVER: FacilitySource had a prime opportunity to introduce themselves to their target audience with a fresh
and unique message reflecting the innovation of their company’s services.

DEVELOP: With the leading industry annual trade show being the most efficient and effective awareness opportunity for the desired target audience, we developed a plan to blitz the event to create unprecedented buzz.

DELIVER: The launch theme was “Retail’s Secret Weapon.” The ultrasecret black box booth was designed to create an air of exclusivity and actually keep uninvited guests out – atypical of tradeshow marketing. We mailed out cool kits to top prospects of FacilitySource. They contained a special booth access card and sunglasses.

RESULTS: The booth won the National Retail Federation Best Booth award and was a huge crowd pleaser – a turnout of 60% invited. More importantly, FacilitySource launched its brand with a bold statement and in two years has now converted many top retailers into customers including Abercrombie & Fitch, Bath & Body Works, Wendy’s, Darden Restaurants, Victoria’s Secret, Domino’s and many others. They are now the big player in this industry and growing at triple digit speed.

Tween Brands

Everything in between

Tween Brands (Justice and Limited,Too stores) was interested in reconnecting with their consumers. By gaining a deeper understanding of the dynamic between the “girl” (8-12 years old) and her mother they would better understand the consumers’ decision-making process.

DISCOVER: We used a combination of in-home ethnographic research, in-store shop-alongs and elicitation exercises to explore the complex relationship between girls and their mothers.

DEVELOP: Our strategic insights revealed that girls face enormous social pressure to conform – to be one of the “cool” girls. Clothing and accessories are an important part of the social code of these young girls and their mothers.

DELIVER: The powerful insights into the world of the girl and her mother were captured on video, and were delivered in a creative, engaging, and informative presentation.

RESULTS: The videos and “The Girl’s scrap book” are now mandatory viewing for any new associate at the company.

Wayne-Dalton

 

Opening the door

How do you create a brand in an unbranded category?

DISCOVER: Our consumer in-home interviews and telephone surveys with consumers and dealers revealed that homeowners had no idea who manufactured their garage door. It was a low-involvement category. Even though it represents the key point of home entry and up to 33% of a home’s exterior – consumers typically rely on a dealer to decide on a brand.

DEVELOP: First things first, place a metal Wayne-Dalton brand plaque on the back of every garage door. Next, to support brand and product differentiation we created marketing materials that infused each garage door model with a unique consumer-friendly brand personality — helping the dealers and builders upsell the product.

DELIVER: We created a program to engage dealers and builders while increasing demand from consumers. This included print ads, new collateral, sales materials and an online Garage Door Design Center to boldly demonstrate the visual benefits of a new Wayne-Dalton garage door.

RESULTS: Major homebuilders overwhelmingly selected the Wayne-Dalton doors as the preferred brand for their new homes, which pleased the supplying dealers. Builders also agreed to add the garage door openers and the new home controls systems in many of their homes – opening doors to a whole new product category for the company.

Big Lots

The Big Question

How do you align store operations and marketing to optimize the brand and convert Hesitator shoppers into fanatical customers?

DISCOVER: XRS researchers conducted 60 shop-alongs in 20 Big Lots stores in 5 different markets throughout the United States. Approximately half the shop-alongs were conducted with Hesitators and half with Cores. We compared and contrasted both groups and were able to determine the differentiating factors between the two groups’ in-store experiences.

DEVELOP: Our research findings demonstrated that store operations, performance standards, policies, and in-store marketing issues were significant barriers in creating a shopping experience that delivered on the brand promise and resonated with both Core and Hesitator customers.

DELIVER: We made numerous operational suggestions to enhance the shopping experience. We also uncovered opportunities to engage the customer in product categories previously underperforming.

RESULTS: Test stores were unveiled deploying the recommendations and ideas we proposed. Follow-up shop-alongs revealed a successfully enhanced shopping experience, yielding higher sales. Same store results are up 26% and some product categories are up 41%. Chain-wide changes are planned to reflect the new standards and policies.