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retail marketing

branding, marketing communications & retail

challenge:

Create a simplified, integrated retail marketing communications and branding strategy for the AT&T retail network of more than 5,500 stores nationwide.

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insights:

Upon entering, consumers found the retail environment to be somewhat overwhelming and difficult to navigate.  Through qualitative consumer research several issues were uncovered.  First, navigational cues, also known as way-finding, were difficult to recognize and read.  Next, stores were segregated by device manufacturers, creating excessive categorization.  Finally, the messaging/marketing communications were far too numerous and often inconsistent.  Consumers wanted things simplified; "I want to self shop, learn about and try out select devices, make my purchases and leave."

approach:

The task was clear, create a new retail messaging strategy focused solely on the customer experience.  First, decrease the number/volume of messages presented to the consumer.  Next, insure all in-store messaging is fully integrated within the retail environment as well as across all AT&T customer-facing communications (i.e., web, direct, radio, television, etc.).  Finally, create an easy to navigate way-finding system, logical in design and focused solely on creating a best-in-class customer shopping experience.

results:

  • Following the changes, more than two-thirds surveyed felt the right level of information was given regarding price, products and plans.

  • The volume of in-store communications was decreased by nearly 50%.  Of the remaining communications, they were said to be purposeful and direct.  Consumer verbatims like, "Less confusion, if you're reading over five or six messages it used to be very confusing", "These newer messages are easier to grasp and remember" and "It's simple, direct.  Telling you what you can do with your phone without going overboard".

  • The new messaging strategy called for a greatly simplified messaging hierarchy with a primary message and minimal support points thereafter, within the POP.  In instances deemed appropriate, the new strategy allowed for simplified secondary messaging, which was laser focused and  far less complicated.

  • Organization and merchandising by operating system proved to be invaluable in the consumer shopping journey*:

    • clarity of product information scored 79% (up from just 48%**).

    • right level of information regarding purchase incentives scored 71% (up from just 38%**).

    • right level of information on ability to save money on service plans scored 72% (up from just 46%**).

*   as measured by ranking attributes of the JD Powers Satisfaction Drivers

**  follow-up quantitative and quantitative consumer research

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