taylorblinds.co.za

T
he challenge:  A 56-year-old family-owned business was sold to new owners.

Our task was to breathe new life into the brand – to showcase it in a fresh, modern way – without losing the trusted heritage it had built up over the years, along with:

1. Create a new brand image and implement it through the line and into the trade .
2. Introduce and implement a  marketing plan with a complete new strategy from ATL to BTL  and including a customer service and sales strategy .
3. Increase awareness for the brand in Gauteng .
4. Overhaul our aged website.
5. Introduce a new ATL campaign.
6. Provide new sales tools for our newly formed project division

We needed to renovate existing structures, strategies and systems in line with this vision – and also strategically shift the brand’s majority weight of share from the Western Cape to Gauteng.

The solution:

We needed to help the Taylor Blinds brand push ahead of the pack.

But to do so, we had to take a few steps back and address the very fundamentals of the brand:

1. How was it getting its message across?
2. How effective was this?
3. Were their efforts measurable? Sustainable?
4. Did they succeed in pulling in new customers?
5. How did the company compare with its competition?
6. Was the time right for change – and just how much?

Essentially, we had to review and renovate the basics, to give the Taylor Blinds brand space to stand out. It meant:

• re-developing the business’s website,
• refreshing its gallery of images,
• changing its advertising strategy (we focussed on radio, print, online & outdoor),
• adding online quoting software;
• and updating brochures, trade material and point-of-sale devices to enhance customer experience.
• Drive relevancy with project market (interior designers & architects)

To keep up with market trends: we adapted the visual language, tone, and behaviour of the brand – and expanded its arenas.

We supported the sales team with new tools, new hardware, new opportunities and new ways to be effective.

We focused less on the short-term fix and more on sustainable, quality solutions that raised the long-term public perception of the brand.

It meant taking risks, leaving comfort zones and changing perspectives – and it paid off.

The Result:

• We met the objective in year 1 by doubling the growth of the Gauteng region, whilst maintaining market share and growth in the other key regions.
• We increased online engagement and queries by over 55%,
• Penetration and Awareness of the brand rose by 80%.
• Delivered on all our objectives: rebrand, relaunch, improve recency, improve relevancy

We look forward to what year 2 onwards brings.

What Taylor Blinds & Shutters have to say:

Taylor Blinds and Shutters  appointed Restless Brands in December 2014 to handle the complete marketing budget/function for our company.

I personally have had extensive experience working with Kate in past projects and felt her and her team would be what we needed  to “relaunch “ the Taylor Brand .

We were looking for a fresh approach with a marketing team which had strong insight into consumer behaviour ,trends and a strategic strength  in our ever changing landscape. It has been an enormous undertaking  in a short time in a very demanding and competitive industry.

I am proud to say that Restless Brands has achieved way beyond our expectations. All our stakeholders have commented on the great improvement in our marketing. There is greater awareness towards our brand and this is reflected in our Sales numbers.

Our Gauteng branch is thriving under the new marketing strategy. Kate has always been passionate but professional in all that she tackles .

Anthony Mederer,
Managing Director: Taylor Blinds & Shutters