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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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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 formed Path as they believed an Omni-channel world demands a new approach to unlocking value in the path to purchase.
About Path
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.
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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.
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“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
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.
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We’ve only ever made one thing, toys. Toys that stretch the imagination and open up new possibilities for creativity & invention. Great toys that are the launching pad for pure, uncomplicated fun. 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 ‘open play’. It’s time for toys that take it to the garden as well as the living room. It’s time for toys that encourage children to explore uncharted territory. It’s time to fan the sparks of originality and curiosity. It’s time to feed the fires of experiment and adventure. It’s time to keep alight the sacred flame of childhood. It’s time to play.
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
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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
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
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8 9
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12 13
9 9 9
3
8
10 9
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0
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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) N
umbe
r of salon
s tha
t 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%
Cit
ies
Total average overall score (%)
The total average of the overall score by city (n=94)
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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
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15 15 16
11
15
6
19
14
17
14 15
6
16 16
14
11
15
6
16 16
19
13 14
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19
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19
15 16
5
17 16
20
16 15
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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
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0
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20
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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?
Num
ber o
f salon
s
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
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www.PathWW.com
Ben Stobart +44 7557 443789
Philip Slade +44 7956 685615
