Market Mapping identified a significant disparity between the customer and shopping occasions the retailer was currently targeting and its areas of maximum growth potential. In short, it was wasting resources trying to sell to customers with very low propensity for its brand and product offering.
Our work showed how, by isolating and focusing relentlessly on a selected group of shopping occasions with highest potential for their brand, our client could in effect, create a sub-category where its potential for growth was greater than all competitors. This became the client’s new Growth Sweet Spot.
Armed with insights from our implicit research tools we worked with client buying, marketing and stores teams to construct, validate and embed a growth strategy to maximize appeal to the identified Sweet Spot customers.
This work was transformational for our client, not only opening up significant new areas for growth, but also resolving internal conflict on strategic direction and focusing corporate resources in the most productive areas.