Perry: working on brand growth after new start
As a retail brand, what do you do if you have been in existence for over 150 years, while the streetscape and online world change almost daily? On whom do you focus if you have various brands and customers of literally every possible age? Perry approached Blauw with precisely these challenges and questions.
Since its bankruptcy in 2016, Perry Sport is actively working on an impressive comeback. Under the flag of the English company JD Sports, it is making a new start and is really busy working on a new website and flagship stores in the major cities, actively putting Perry back on the map.
Brand Tracker based on actual consumer behaviour
Based on the theory of Byron Sharp, we developed a simple, consistent approach, whereby organisations convert Sharp’s ideas into daily operating methods and management information.
As a sports retail chain, Perry is active in three categories:
- Sport (including football, hockey, tennis)
- Adventure (including camping and winter sports)
- Lifestyle (including sweaters, sneakers, sunglasses)
As a result they have a great deal of competition. In the outdoor category, Perry is in the same market as, for example, Decathlon and Bever. In the sport category, they focus on the same target group as Intersport, but also for example as Zara, which currently has an extensive sports department. For Perry, a 0-measurement was taken for their distinctive brand assets (DBAs) and category entry points (CEPS) based on qualitative research. The unique thing about this is that we started from actual consumer behaviour arising from recent purchasing behaviour. We asked these consumers questions in each category. We also asked at what times they played sport, with whom, in what specific situations and what they thought about it.
Step 1: How recognisable is my brand? (DBAs)
We sought out truly distinctive brand characteristics. Which elements (colours, fonts, symbols) of the brand are actually iconic for Perry and not for the competition? Which elements do most consumers recognise/know and how straightforward is this process?
Step 2: Do I have sufficient and strong hooks for my brand? (CEPs)
We investigated the extent to which a category entry point (a situation or moment) is linked to Perry in the mind. An example of such a CEP for Perry is the change in seasons.
So, in October, November, you’re on your bike, say. It’s chilly and you notice that you have cold hands. You need gloves! When you get home you start looking for them, but where have they got to? I’ll have to buy some new ones...
At a moment like this, Perry should be the first brand that comes into your mind. You know that’s where you have to go for gloves. This is called brand salience: The likelihood that, as a brand, you come to mind in a decisive (purchase) situation.
You find out at precisely what times consumers ideally can or should think of your brand. We also look at the brand itself and its competitors, but also at the frequency/relevance of a CEP. Imagine there is an element that is strongly linked to Perry and is distinctive in respect of its competitors But what if such a situation only occurs once every five years? Should you then respond to it?
Blauw is advising Perry on this.
Establishing your starting position
The 0-measurement: on the basis of which brand elements is the brand actually recognised and in what situations is the brand actually thought of? If it appears that a brand element is attributed uniquely to your brand, but is not so familiar, that brand element has the potential to make the brand more ‘salient’. To do so, it is necessary to draw more attention to that brand element.
On the basis of scores allocated to the various category entry points tested, you can get an accurate picture of which angle your brand strength is lacking or where it is strong. By implementing campaigns or marketing activations in these specific purchasing situations and triggers, the brand becomes more ‘salient’. The intention is that as many consumers as possible think about the brand in as many relevant situations as possible. With constant and consistent communication, you can build on your brand’s position in the mind.
Step 3: Where is the scope for brand growth and am I still losing money?
What is distinctive about this form of brand research is its principle of the inverted funnel.
You start off from recent purchasing behaviour and not from a purchase intention.
- Have you purchased anything from the lifestyle/outdoor/sport category in the last few months?
- Where did you buy it?
- Which stores and websites did you also visit?
Perhaps consumers think about you, but do not buy from you. This shows you exactly where you (as a brand) are losing money.
Guaranteeing brand strategy using a brand monitor
You do not achieve brand growth within a few weeks. You therefore monitor the DBAs and CEPs periodically (by month, by quarter or by (half) year) in relation to the brand and for a large group of consumers.
This helps you to take focused steps toward the building of your brand. For example, the great thing about continuous measurement is that you see immediately the effect of an advertising campaign or other activation within your target group. The potential effects of competitor promotions or unexpected discussions in the media can also be indicated as a result. Need help finding opportunities and growth potential?