Going beyond the regulator to build trust
DCWW’s performance was plateauing after years of double digit improvements. They needed to reset and realign employees around their ambition to ‘earn more customers trust’, moving away from a world in which they’d unwittingly only been striving to satisfy regulators. DCWW’s performance was plateauing after years of double digit improvements. They needed to reset and realign employees around their ambition to ‘earn more customers trust’, moving away from a world in which they’d unwittingly only been striving to satisfy regulators.
Harvey Nichols was at the height of fashion in the 80s and 90s. However, they failed to recognise or act on changing customer needs and expectations, and by 2014 they had found themselves in steady decline with number of customers and brand affinity falling monthly. The challenge was to revisit what the brand was all about in an attempt to reignite the organisation’s success.
By speaking to colleagues, customers and designers we uncovered that:
Many potential customers were intimidated by the brand’s ‘fashion sheep’ stance
What really mattered to them was to be considered stylish and unique
What they needed were products, inspiration and motivation to be the best version of themselves – not peer pressure to follow the fashion crowd
We believed ‘inspiring fearless style’ was something Harvey Nichols could own given fearlessness was in their DNA from their category-busting advertising to their exclusive new designers. Evolution rather than revolution was needed; a return to their roots and a refocus on the customer not the products.
We defined the brand in terms of a ‘Customer Promise’ (to inspire customers to stand out, be unique and be ‘fearlessly stylish’) in order to keep customers front of mind at all times.
To build belief in the idea and give the team confidence to move away from ‘fashion’ we made sure they heard the insight directly from the designers and influencers they respected most.
To make the promise tangible we broke it down into 8 ‘Experience Promises’ (for example ‘A welcome worthy of a 5* hotel’). Each of these was defined in terms of an ambition, a KPI, current performance and plans to improve.