The client is a national retail chain operating in the hard goods space.  

Our retail client recently established strong growth targets for their controlled brand portfolio across eleven key lines of business. With dozens of national and private label brands at play across the retailer’s extensive Housewares division, the team required a customer-centric approach to brand architecture.  

Segmentation was critical to understanding how to best align shopper needs to the appropriate brand across a diverse set of categories. We began by engaging shoppers with online qualitative research to unearth key motivators and needs in the category. This phase informed a robust questionnaire which unearthed differentiated psychographics, behaviours, brand affinities and shopper insights to inform the segmentation. Dig developed impactful profiles to socialize and embed our new shopper understanding across a diverse stakeholder set: merchandising, marketing, store design and agency partners. Key take-outs were organized into compelling one-page summaries which were included in strategic planning to drive change.   

Ultimately, primary and secondary targets were established for each of the retailer’s brands, allowing the team to build a customer-centric strategy to win with the customer at the right time with the right product and the right message. These segments enabled the development of clear guardrails for the brand’s style credentials, messaging and pricing strategy across ten lines of business.

A cross-category portfolio strategy illuminated opportunities to differentiate the retailer’s controlled brands, reduce redundancy, clarify competitive set and identify areas to grow each brand within the assortment.