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A new kind of creative
agency focused on
unlocking value in
shopper behaviour
Ben Stobart & Philip Slade would like
to introduce their new agency; Path Worldwide
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Founders Ben Stobart and Philip Slade both have award winning
backgrounds in international shopper marketing.
They f...
We clear crowded paths
for legacy brands
We build new paths for
brand launches and new
audience segments

We shorten exist...
5	
  
“Companies must now be designing the entire
story of how individuals encounter a brand, and
the steps they take to e...
Own Brands
Building new paths

We have been appointed to
help the UK’s largest retailer
build a portfolio of powerful
owne...
We’veonlyevermadeonething,toys.
Toysthatstretchtheimaginationandopenupnewpossibilitiesfor
creativity&invention.
Greattoyst...
8

Modern Discernment
Clearing a crowded path

Refining brand pillars and
product messaging for
one of the world’s
favourit...
CONTEXT
ghd : Retail base of stylish
independent beauty salons.
These are owner-managed
business’s with their own ideas
ab...
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www.PathWW.com
Ben Stobart
+44 7557 443789
Philip Slade
+44 7956 685615
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Introducing new agency Path

A new kind of creative agency focused on unlocking value in shopper behaviour
Founders Ben Stobart and Philip Slade both have award winning backgrounds in international shopper marketing. They formed Path as they believed an Omni-channel world demands a new approach to unlocking value in the path to purchase

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Introducing new agency Path

  1. 1. A new kind of creative agency focused on unlocking value in shopper behaviour
  2. 2. Ben Stobart & Philip Slade would like to introduce their new agency; Path Worldwide 2  
  3. 3. 3   Founders Ben Stobart and Philip Slade both have award winning backgrounds in international shopper marketing. They formed Path as they believed an Omni-channel world demands a new approach to unlocking value in the path to purchase. About Path
  4. 4. We clear crowded paths for legacy brands We build new paths for brand launches and new audience segments We shorten existing paths for brands with disjointed digital strategies Method “Engaging customers today requires a redefined marketing organisation” McKinsey Quarterly 2014. 4   We are championing a creative hot house model using multi-discipline creatives in groups of six to create the type of innovative ideas needed to make the most of the changes in shopper behaviours.
  5. 5. 5   “Companies must now be designing the entire story of how individuals encounter a brand, and the steps they take to evaluate, purchase and relate to it across the decision journey” McKinsey Global Institute 2013 Recent Work
  6. 6. Own Brands Building new paths We have been appointed to help the UK’s largest retailer build a portfolio of powerful owned brands. Our work ranges from brand TV to digital innovations. 6  
  7. 7. We’veonlyevermadeonething,toys. Toysthatstretchtheimaginationandopenupnewpossibilitiesfor creativity&invention. Greattoysthatarethelaunchingpadforpure,uncomplicatedfun. We believe that no matter what the toy, no matter how much it costs, a great toy should invite the owner to make up her own stories. In this increasingly processed world, we believe it’s time for more ‘openplay’. It’stimefortoysthattakeittothegardenaswellasthelivingroom. It’s time for toys that encourage children to explore uncharted territory. It’stimetofanthesparksoforiginalityandcuriosity. It’stimetofeedthefiresofexperimentandadventure. It’stimetokeepalightthesacredflameofchildhood. It’stimetoplay. Time to Play Re-establishing purpose One of the UK’s most iconic toy brands needed to reconnect with families We re-established core credentials of open play and helped mum find ever more fun ways to engage in imaginative activities with her children 7  
  8. 8. 8 Modern Discernment Clearing a crowded path Refining brand pillars and product messaging for one of the world’s favourite champagnes We spent 4 months investigating the luxury drinks market in the UK We interviewed key stake holders, trade influencers and tracked drinking habits from boutique festivals to 5★ star hotels
  9. 9. CONTEXT ghd : Retail base of stylish independent beauty salons. These are owner-managed business’s with their own ideas about promotion. ghd marketing collateral is centrally produced guided by leading figures in the beauty industry ISSUE There was a lack of clarity on the true nature of the shopper path. As such there was no real view on the appropriateness or effectiveness of in-store communications. Sales team data and social chatter only gave part of the answer THE BRIEF We needed to know more than just whether the POS was being put up. We needed to know how people shopped the products and how consumers interacted with salon staff SOLUTION We recruited student fashionistas with strong views on personal image. These recruits mystery shopped over 100 stores in six major UK cities. Recording their experiences with photos and words. We correlated the findings with existing sales data and social media Geo activity 9  
  10. 10. 11   3   10   8   9   6   11   6   12   13   9   9  9   3   8   10   9   4   0   2   4   6   8   10   12   14   Birmingham   (n=16)   Croydon   (n=6)   Glasgow   (n=19)   Newcastle   (n=16)   NoCng  Hill   (n=20)   Sheffield   (n=17)   Number  of  salons  that  scored  ‘achieved’   Addi7onal  informa7on  on  GHD  (n=94)   Did  staff  give  any   addiJonal,   unprompted   informaJon  about   the  ghd  range  or   promoJon?   Did  the  staff  member   ask  if  there  was   anything  else  you   required?   65% 71% 68% 58% 74% 65% 54% Average (n=94) Birmingham (n=16) Croydon (n=6) Glasgow (n=19) Newcastle (n=16) Notting Hill (n=20) Sheffield (n=17) 0% 10% 20% 30% 40% 50% 60% 70% 80% Cities Total average overall score (%) The total average of the overall score by city (n=94) 1   1   0   2   0   4   4   8   10   9   3   11   6   10   11   11   5   12   14   17   16   12   5   13   0   5   10   15   20   Sheffield  (n=17)   NoCng  Hill   (n=20)   Newcastle   (n=16)   Glasgow  (n=19)   Croydon  (n=6)   Birmingham   (n=16)   Number  of  salons  that  scored  ‘achieved’   Availability  and  quality  of  GHD  product  display  (n=94)   Were  any  ghd   products  on  show   in  the  salon?   Of  the  ghd   products  you   could  see,  were   they:  in  clear   view?   16   4   15   15   16   11   15   6   19   14   17   14   15   6   16   16   14   11   15   6   16   16   19   13   14   6   19   16   19   15   16   5   17   16   20   16   15   4   10   13   13   10   9   3   7   12   8   7   0   5   10   15   20   25   Birmingham   n=16)   Croydon  (n=6)   Glasgow   (n=19)   Newcastle   (n=16)   NoCng  Hill   (n=20)   Sheffield   (n=17)   Number  of  salons   that  scored   ‘achieved’   Compara7ve  score  on  key  aEributes  (n=94)   Q1.1a   Q1.1b   Q1.1c   Q1.1d   Q1.1e   Q1.1f   90   56   59   83   4   38   35   11   0   10   20   30   40   50   60   70   80   90   100   Was  the  salon  clean,   Jdy  and  liXer  free?   Did  you  see  any   evidence  this  store   was  adverJsing  or   promoJng  GHD?   Were  any  posters  /   adverts  up-­‐to-­‐date   and  neat?   Were  displays  clean   Jdy  and  well   presented?     Number  of  salons   Presenta7on  of  the  salon  (n=94)   No   Yes   RESULTS A clear understanding of the ghd shoppers path to purchase We found striking regional differences in store that had a relationship to social media and ultimately sales success. We found store manager and key staff more pivotal than printed collateral to fuelling social media chatter NEXT STEPS A refocus on creating seamless messaging that forms a continuous loop of contact with salon owners Reconsidering relevance of industry norm touch points 10  
  11. 11. www.PathWW.com Ben Stobart +44 7557 443789 Philip Slade +44 7956 685615

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