We future-proofed our client with a new business model and in-house capabilities

Task

FastMora’s client was one of the fastest growing players in the broad natural sleep market in the U.S. Its sound sleep machines the category and are considered created part of modern Americana. Under new ownership, the Company capitalised on this legacy and aggressively expanded its product portfolio and market coverage through acquisitions.

The result was a seemingly disparate offering with disconnected products that created confusion at all levels of the organisation: an identity crisis jeopardising the Company’s US$100MM 5-year growth plan.

Pilot

We redesigned the Company as a direct-to-consumer (DTC) brand with full in-house marketing capabilities. We worked with the C-suite on a detailed audience analysis to define new corporate values and behaviours for each business unit. We evaluated the product portfolio and built a new purchasing ecosystem with customer segmentation to match.

The new brand strategy guided redesigning operating systems and the corresponding work-streams. A renewed focus on consumer data gave way to a technology-enabled people data centre that now connects the product development, marketing, e-commerce, and customer care teams.

With the new capabilities and tools in place, we designed a pilot DTC project to test the new strategy. A single product vertical in the United Kingdom was selected to generate evidence in support of our strategic plans for the Company.

Transformation

Our client regained its leadership position and successfully expanded into categories at the intersection of sleep wellness. Product innovations receive robust marketing support and generate data to grow the portfolio. Earned media qualitative and quantitative metrics have tripled and its Amazon strategy expanded to include franchises and white labelling.