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Nov 20 2024
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Why digital shelf analysis is the key to Black Friday success

After another year of squeezed personal finances and lacklustre sales, retailers and brands are hoping for the biggest Black Friday ever to boost sales and profitability.

Last year, consumers spent £3.45bn over the Black Friday weekend, with 66% of purchases estimated to have taken place online. With fierce competition for a share of the Black Friday pie, brands need to ensure that their digital footprint is shipshape before the frenzy begins.

Getting your house in order

While pricing is important, it is not the only thing that brands need to consider – particularly if they have big-ticket items on offer. For brands that work with multiple third-party retailers, the chaos surrounding Black Friday means that ideal positioning, product descriptions and images can fall by the wayside – but this can lead to a disjointed experience for consumers.

When consumers are faced with multiple deals and a wide range of product options across multiple retailers, consistent presentation in digital merchandising is critical for avoiding confusion. Trying to compare different but similar products – or the same products across different websites – becomes much more challenging when descriptions, specifications and images are inconsistent, potentially losing sales to brands or products which are better aligned across platforms.

Certain elements, particularly description and images, are also critical for search, so it is important to ensure that your digital merchandising is on point so that potential customers find your product in the first place.

But, for brands working with multiple retailers, reviewing and tracking how products are presented manually can be a huge – arguably impossible – undertaking, so finding a digital shelf analysis or web-scraping service that can automate part of the process can significantly help when it comes to getting your house in order.

By tracking, collating and analysing data on your products, brands can identify where standards may have slipped or information vital for consistency and searchability is missing, and approach their account managers in good time – before the Black Friday chaos begins in earnest.

Thinking beyond the self to the wider shelf

During this discounting period, competition is fierce. When it comes to analysing your brand’s digital merchandising performance, it is critical that you think beyond consistency, stock levels and presentation, and consider the whole shelf.

If you are already undertaking analysis of your brand’s positioning, consider the value of analysing the whole shelf. How do your products stack up against your competitors? Maintaining your own marketing strategy is critical, but at a time when prices are constantly changing, it is important to know where you stand.

This is where digital shelf analysis that tracks not only your own products, but the competitors can really come into its own, helping you to create a real-time competitor strategy. Combining data from web-scraping with retail expertise will enable you to respond to competitors’ activity with your own at the right time and across the right platforms.

Staying one step ahead

Third-party retailers are juggling data from all their brands, and relying on their feedback could leave you behind the pack. Everyone wants a piece of the Black Friday pie and when the chaos hits, you’ll want to be armed with real-time and past data that can help you stay consistent and searchable and reactive to competitors.

Based on an analysis of data from GWS, our proprietary analysis tool, retailers started discounting from mid-November last year – and some of the biggest deals for consumers hit before the Black Friday weekend started. Equipping yourself with actionable information will allow you to be competitive when it counts, allowing you to cut through in an increasingly fragmented and challenging environment. 

To read the published article by Toby Stupples, Client Delivery Director please visit PMW

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Oct 25 2024
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Reaching the Peak

The Golden Quarter for retail is upon us and hopefully, by the end of the year, the figures will be reporting a successful Christmas period for retailers and pointing towards an even rosier outlook for 2025. Since the last retail peak season we have had a change in government and there is noise that the intention is to introduce economic policies designed to boost disposable income, including raising the minimum wage and public sector salaries. The potential increase in spending power for some is offset by the worry for many that increased taxation will mean the cost of living crisis will continue to leave its unwelcome mark.

Alongside this Labour has also pledged to reform the business rates system, which is a major burden for physical retailers. Their proposed new system of business property taxation aims to reduce costs for high-street shops, levelling the playing field between brick-and-mortar stores and online retailers. This is expected to reduce operational costs, allowing businesses to invest more in customer experience and competitive pricing.​

Focus on revitalising the High Streets will be very much welcomed, whether through the aforementioned reduced taxation for brick-and-mortar stores or measures like introducing banking hubs and cracking down on shoplifting by increasing police presence. These efforts are designed to create safer, more vibrant shopping environments, which could attract more foot traffic and increase sales for local businesses​.

The reality though is that it’s too early to say what impact the new government will have on the fortunes of the retail sector in the UK, so retailers need to focus on maximising the opportunities that the peak season presents, seeking wherever possible to boost sales and leave a positive lasting impression with customers. The challenge is tough. While high inflation is perhaps not the worry of 12 months ago, rising living costs are still very much having an impact and then there are factors such as staffing challenges and store closures. To ensure a successful golden quarter, retailers must take a strategic approach. By prioritising adaptability, customer engagement and operational efficiency, retailers can stand out and remain competitive, even as consumers potentially cut back on spending.

Success during this time also demands careful planning, strategic insight, and perfect execution. Without proper preparation, retailers risk missed opportunities and unhappy customers. To make the most of the peak season, it’s essential to start planning early. This involves setting pricing strategies, organising promotions, staffing, launching marketing campaigns, and making any necessary operational adjustments, such as embracing digital transformations or strengthening supply chain resilience.

First and foremost, adopting an omni-channel approach that seamlessly blends online and offline shopping experiences is essential. Offering customers the flexibility to research, purchase and receive products across multiple channels ensures a smooth and convenient shopping experience. This should be viewed as a long-term strategy, not a short-term solution, as it creates a strong foundation for attracting, converting, and retaining customers. 

Another overlooked strategy which has caused a lot of customer irritation for many retailers and online stores during a Black Friday or an event is website load capacity. We’ve seen it countless times where websites have crashed on the customer due to an overwhelming amount of traffic to the site, this in turn can cause a spiral of negatives, ranging from loss of sales, loss of customers and negative reviews. It’s 2024, there shouldn’t be a situation where the website is overloaded and subsequently crashes due to traffic load, this is a recurring theme for many businesses and sites and needs to be taken seriously in the planning stage. 

Investing in technology is key to enhancing the online shopping experience for your customers and it can also provide a significant advantage for retailers. Improved website functionality and optimised mobile responsiveness can help create the seamless omni-channel experience retailers aim for. This combined with the website reliability/stability that comes from investment, will set your website apart from the crowd. Additionally, emerging technologies like AI-powered assistance, virtual try-ons, and AR options can further elevate the experience by allowing consumers to visualise products in their own homes.

Offering targeted promotions and discounts to drive sales during the golden quarter is a proven strategy, but it’s crucial to know when and when not to discount. Retailers might consider bundling products, offering exclusive deals, and leveraging loyalty programmes to encourage repeat business, these promotions are by far the most common ones implemented, however, there’s been a rise in alternative promotional discount incentives such as tiered discounts, which are seen more and more with the basic concept being progressive discounts to entice customers to spend more, e.g. 10% off for £50 spent, 20% off for £100 spent. Another seemingly popular promotion is the flash sale. These limited-time discounts create a sense of urgency, which can generate excitement and increase traffic. You’ll see a lot of these flash sales with Amazon and their Prime Day, where offers can last up to an hour or until stock runs out. However, as much as these promotions can boost demand, it is essential to plan ahead and ensure a strong, stable supply chain to avoid disruptions. Building supply chain resilience is key to meeting customer demand, so where possible, consider diversifying suppliers to safeguard product availability.

Retailers offering online sales will have already put careful thought into their delivery and returns policies. However, as peak season approaches, it may be time to reassess. Were there any lessons from last year? Free returns are highly valued by many shoppers and could give you an edge over competitors. As we’ve seen recently, there are countless businesses that are charging for returns now, usually in the form of passing the postage cost over to the customer, which re-emphasises how much customers value free returns and the edge it can give you over your competitors. However, managing the increase in orders can strain customer service teams. Whatever approach you take, it must be clearly communicated to customers and streamlined to ensure a smooth, integrated returns process.

Effective customer service is essential, and it’s crucial to equip staff with the skills needed to deliver outstanding service both in-store and online. Well-trained employees can significantly improve the shopping experience and foster lasting customer relationships. In the world of the internet where all information is at your fingertips many shoppers will have already researched before entering stores, so simply repeating what’s on the display POS won’t be enough. Empower sales advisors to impress customers with their expertise, advice, and recommendations, making the customer feel like they’ve made the correct decision in coming into the store. Moreover, taking care of your team and ensuring they feel valued at work will not only improve retention but also lead to more positive customer interactions, enhancing the overall shopping journey and encouraging repeat business.

Finally, retailers should explore the support their suppliers can offer. Many brands are keen to assist with a range of activities such as product training, promotional efforts, or additional brand ambassador staffing, in-turn it not only boosts sales of their products but also benefits your business in the process.

As we know, consumers will have no shortage of options for where to spend their money, so it is pivotal that retailers go the extra mile to stand out. Whether this is through engaging marketing— through store representatives, training, or merchandising— all of which can help ensure customers know who you are and why they should choose your products. Once you’ve captured their attention, loyalty and long-term success will follow, extending well beyond the holiday season.

To read the published article by Dan Todaro, Gekko Group CEO please visit ERT

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Aug 19 2024
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First Impressions Count

Experience is everything and our research has seen that if you capture the imagination of the consumer and embrace them through the customer journey, 81% of consumers are willing to shop or spend more for experiences that take traditional store shopping to the next level. In simple terms, for a shopper to make a trip to your store, it has to be worth their time, effort and expenditure, creating an experience that exceeds merely the convenience of simply buying online from the comfort of their home.

In these tough economic times, yes it’s hard for both retailers and customers. Retailers can’t necessarily create the experience they’d prefer for their consumers and for the shopper, no one wants to be hard sold a product they don’t like or need, especially during distress purchases, such as the replacement of a large appliance. 

There are some retailers that unscrupulously look to charge brands for access to their doors, which is something many brands refuse to do as it squashes margin and only serves the retailer and not the brand. However, for those more willing retailers, inviting brands into your store is a start in the process of enhancing the customer experience. Create zones that enable a branded product expert to sell directly to the consumer and show your staff how it’s done. A recent report from Westfield showed that 60% of consumers are expecting over half of any given retail space to be driven by these kinds of experiential services. Driving knowledge through an expert enables the customer journey to be elevated, enhancing the possibility of closing more sales and increasing your average basket value through selling up through a range or creating opportunities for attachment sales. 

Think about your store layout and the customer flow. When the consumer bestows the honour of entering your store, yes it’s an honour, they aren’t doing you a favour, think about what greets them. Is it enticing, does it naturally lend itself to making them feel comfortable and can they find what they are looking for with ease. Ask if they require assistance and give them space and let them know that you’re there to help when they need it. 

I’m about to be a judge at the ERT Awards and my pet hate is seeing stores piling it high. Microwaves displayed atop washing machines, dishwashers and cooling. How many of those microwaves do you sell? Is it a cornerstone product that you rely on to generate revenue? Probably not. So to make them stand out like that isn’t, in my opinion, a pleasing aesthetic, more so an eyesore. So why do it when you could make your store look visually stimulating and clear of clutter to enable the consumer to see immediately what you range without having to fight through the riot of product and noise.

If I’m looking to spend some serious money in your store, I want to know that you’re the kind of store that cares about how I’d like to spend it. Listen to what the consumer needs and their budget. Keep it relevant to them and not you. No one likes a bore or someone who clearly doesn’t listen because they want to talk about themselves. The key area of focus within your store to really think about is in making it an immersive environment that your customer feels comfortable in and encouraged to explore and play. 

Enhancing the senses of consumers with your store can be done through very simple things like light, sound and smell but also interactive displays that make the consumer feel connected to the brands that are ranged in your store, enhancing the retail experience for both. Displays aren’t just about enticing shoppers to come in-store. They’re about drawing attention, displaying information and setting products apart from the competition. In the world of considered purchases, integrating tech effectively into display systems can add to the experiential and immersive experience that shoppers increasingly expect from their high street visits, helping to excite and engage consumers.

Personalisation is another factor to consider and one that is increasingly more critical in the customer journey and I hope that what you sell and the brands you range speak to target audiences. McKinsey research has shown that successful personalisation strategies, driven by customer data and increasingly AI solutions, can mean up to 10-15% revenue growth. Is what you sell and the manner you display it and sell it relevant to all and done in a manner which heightens the senses and creates an emotional connection that enhances the experience.

In 2024, the consumer’s purchasing decisions are, it seems, heavily influenced by a product’s ability to resonate with their identities and aspirations, this need can surpass mere cost considerations enabling a potential increase in basket value. This change reflects a departure from older generations’ perceptions, increasing the importance of aligning brand values and the retail approach in line with a consumer’s priorities in a competitive landscape.

Make the consumer feel listened to and important and enable them choice of not only product but also payment terms and delivery. Did you know that 43% of sales are abandoned due to delivery charges or concerns. This is relevant both in-store and the online customer journey, which leads me to your Omni channel experience.

While you might think that younger generations shop online more, actually for considered purchases such as CE, 63.5% want to shop in-store. However, this does not mean that the e-commerce opportunity is any less, especially when it comes to socials. So how does your retail experience translate online through your website and social media? With more and more consumers searching online to research the next considered purchase, do you hold your desired audience and compel them to continue their experience in your store.

It’s also understood that four in five consumers follow brands on social media, with an impressive 95% saying that their purchasing decisions are influenced by what they see and read on social media. It’s therefore important to consider the percentage of consumers that still prefer to shop in-store when shopping for high-ticket items, the future shopper and customer journey will increasingly be based around the online and social media experience. Therefore the importance of getting both right in the context of the customer journey and overall experience, are critical for a retailer’s success.

Core drivers to consider for enhancing the experience for consumers and enhancing that customer journey for both your store and the brands you range spanning an omni-channel approach are; 

  1. The online presence of your store may be the first touch point for your customers, therefore making it enticing and motivating enough to bring the consumer to your door is crucial, especially if you’re looking to attract that younger 63% that want to shop in-store. 
  2. Create theatre that immerses the consumer through lighting, sounds and clear navigation of your store with clearly defined zones that encourage the consumer to dive in and feel invited to play. 
  3. Engage with consumers in a knowledgeable and supportive manner through your staff and continue the customer journey with clear, impartial and knowledgeable advice that is relevant to the consumer, not just merely you or your opinion. 

To read the published article written by Dan Todaro, Managing Director please visit ERT

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Aug 15 2024
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84% of parents ready with results day rewards

  • 56% will buy a gift or reward regardless of results, but 28% will only celebrate if their child does well
  • Parents who will buy rewards are planning to spend an average of £309.30 on secondary school age kids and £301.60 on those at sixth-form or college
  • Clothing tops list of rewards for younger teenagers, while those aged 16-18 are more likely to receive cash

With a flurry of exam results expected over the next two weeks, more than four in five (84%) parents of 11-18-year-olds are preparing to deliver on promises made to incentivise their children.

According to new research from retail marketing consultancy Gekko, more than half (58%) will buy a gift or reward regardless of results. More than a third (36%) will buy a bigger reward if their child receives particularly good results, while an additional 25 per cent will only buy a gift if their child does well in their exams.

Children are in for quite the payday, with parents planning to buy rewards expecting to spend an average of £309.30 on secondary school children and £301.60 on those at sixth-form or college*, with the spend being split between physical items, money or gift cards and experiences.

Parents are most likely to reward their 11-16-year-olds with clothing (39%), spending an average of £124.50 per child, but for older children (16-18-year-olds), physical gifting gives way to cold hard cash with 41 per cent of parents expecting to spend an average of £132.10. Parents will be spending the most on tech, with 25 per cent prepared to spend around £290 per child.

Parents are also keen to celebrate with their children, with more than a quarter (27%) taking them out for a special dinner and a similar proportion (28%), with some spending as much as £166.10 (see Fig 1 for further details).

While two in five (37%) parents agree that there is no need to buy gifts for exam success, 87 per cent believe it is important to celebrate exam results when your children have worked hard. However, close to half (47%) of parents admit there is pressure to compete with other parents on gifts, which is challenging for those feeling squeezed by high costs. Half (46%) agree that they will struggle to afford gifts to celebrate exam success.

Daniel Todaro, CEO at Gekko Group, said: “Children have put a lot of time and effort into their exams, and parents are keen to celebrate their success, but there is a lot of pressure at a time when many families are already struggling. The additional spending could be a boon for retailers after a difficult summer, but ultimately rewards do not have to cost the earth. Parents should spend only what they can afford and don’t get swept up in this new exam gift phenomenon.”

Aug 06 2024
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Parents set to spend £1.25bn on back-to-school tech

  • Parents will spend an average of £243.60 per child on tech products before September
  • 44% of parents have not been provided with any guidance for buying laptops, leaving them adrift in a world of possibilities
  • 19% will rely on in-store or specialist help to select the right tech for their kids

Technology products now account for more than half of parents’ back-to-school spending, with parents set to spend £243.60 per child before the start of the next school year – the equivalent of £1.25bn across the UK. 

According to new research from retail marketing consultancy Gekko, parents are prepping to spend a total of £452.40 per child, with 53 per cent of the total back-to-school cost being allocated to tech products like laptops, mobile phones and air tags. 

With three quarters (76%) of schools now expecting pupils to have access to their own laptop or tablet, parents are faced with finding extra cash at a time when the cost of living is squeezing incomes. Nearly a quarter (23%) of parents of school-age children expect to buy a laptop or tablet before September, at an average cost of £511.40. 

A lack of technological know-how is making buying laptops and tablets for their children even more stressful for parents. Only 13 percent of schools have suggested specific products, leaving parents to get to grips with the technical specifications they have set (18%) or completely at sea without any suggestions or specifications at all (44%). 

One in five (18%) say they find it hard to understand variances between different laptops and tablets, while 17 per cent do not know enough about the technical specifications to make good purchasing decisions. To support these decisions, a quarter (27%) would value clearer information on specifications and features of technology, but ultimately one in five (19%) rely on in-store or specialist help to select the right technology for their kids. 

Around one in five (17%) parents will also buy new mobile phone for their child, spending an average of £459.20, which suggests that many will be opting for smart phones rather than something more basic. Seven in 10 (70%) parents agree that balancing what their children need with what they want is challenging, with one in five (21%) concerned about the impact on their child if they choose entry-level options. 

Daniel Todaro, CEO at Gekko, said: “Technology is a relatively new addition to the back-to-school bill, adding an extra challenge for parents both in terms of the cost and the technical specifications. Tech brands and retailers can ease some of the pressure parents are facing by anticipating their needs and ensuring that in-store teams are equipped with great product knowledge so that they can support the parents who will inevitably rely on them for advice.”

Jul 19 2024
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Understanding Gamification: Enhancing Customer Engagement

What is Gamification, specifically in terms of Enhancing Customer Engagement? In simple terms, it’s the process of changing customer behaviour via game design, such as turning the process of completing undesirable tasks into a game. In turn, it helps instil loyalty and provides a rewarding customer experience. Numerous brands are utilising this tool to revolutionise their loyalty schemes which in turn has generated more customers and brand advocates. 

There are numerous use cases for Gamification such as:

Increased Engagement: Gamified elements make marketing campaigns more interactive and fun, encouraging customers to spend more time engaging with the brand.

Enhanced Loyalty: Reward systems and achievement levels can build a sense of loyalty among customers, as they are motivated to continue interacting with the brand to earn rewards.

Behavioural Insights: Gamification can provide valuable data on customer preferences and behaviours, allowing marketers to tailor their strategies more effectively.

Viral Potential: Well-designed gamified campaigns can encourage social sharing, increasing the brand’s reach and visibility.

Gamification in marketing can dramatically boost customer interaction. For instance, integrating game-like elements such as points, badges, and leaderboards into campaigns can increase customer engagement by up to 100%​ (Adact)​. Companies that employ gamified loyalty programs see a 22% rise in customer retention​ (Mambo Enterprise Gamification Software)​. Additionally, users spend 30% more time on websites or apps that utilise gamified elements​ (Adact)​.

Here are a few examples of Gamified loyalty schemes or apps that are used today:

Nike+ Run Club: Nike’s running app incorporates gamification by allowing users to set goals, track progress, and compete with friends. The app rewards users with badges and achievements for milestones, fostering a community of engaged and motivated runners.

Starbucks Rewards: Starbucks has successfully implemented a gamified loyalty program where customers earn stars for purchases, which can be redeemed for free items. The program includes challenges and double-star days to keep customers engaged and returning for more.

Duolingo: The language-learning platform uses gamification to keep users motivated. Points, streaks, and levels encourage learners to practise regularly, turning the process of learning a new language into an engaging game.

Gamification to enhance customer engagement has proven since its implementation for a variety of companies that it will be here to stay if anything, further development and wider implementation by more businesses looking to create a more engaging experience with the brand.

Article written by Callum Puffett, Marketing Executive

Photo from Technology Advice

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Jul 15 2024
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How can retail recruitment face down the gig economy threat?

With consumer finances feeling squeezed amid high inflation and a stalling economy, the retail sector has faced a difficult year – with an average of 39 bricks-and-mortar stores closing every day. This, along with increasing product choice, particularly when it comes to big-ticket items, is making it more challenging for brands to stand out from competitors, with customer experience becoming a focus for driving differentiation.

One way of achieving that customer experience is to play to the strengths of physical retail, offering something that the online world will struggle with: the human touch. People buy from people, and the use of brand ambassadors to focus on positive customer experiences, is a win for brand, retailer and shopper alike. A successful campaign of this nature very much hinges on the team you put in place, which means finding candidates with the personalities, skills, attitude, and experience to work in the retail sector.

In an ideal world, you will be bringing in trained experts with experience of working in the sector – but the talent pool is shrinking with the rise of the gig economy. That, compounded with low awareness of the opportunities available, means that retail recruitment is becoming increasingly difficult. So, what can brands do to draw in their ideal talent?

Competing with the appeal of the gig economy

According to research by the CIPD in 2023, just under 500,000 people are part of the gig economy, from private hire driving and food delivery to web development or translation, and with the rise of platforms like Taskrabbit and Fiverr, workers have even more opportunities.

Despite some significant downsides, workers are being drawn to the flexibility and autonomy offered by these platforms, and as a result there are fewer people willing to work on temporary retail campaigns. With a smaller talent pool to draw from, making it harder for brands to find workers with the skills and experience they need.

How to attract the right people

To compete with the appeal of the gig economy, brands should take a targeted approach, focusing both on their recruitment strategy and their value proposition.

  1. Know your talent pool
    Each brand needs to understand the job market to stand the best chance of attracting qualified candidates who can represent your brand and enhance the customer experience. This means understanding priorities, pressure points and how to reach the right people, and tailoring your approach to appeal to them, including using the right language or tone of voice, creating employee profiles, and highlighting brand values.
  2. Get your timing right
    Anticipating future needs and employing data tools to model demand is essential, especially in industries with variable requirements. Recruitment efforts need to align with job availability to prevent negative impressions and bolster the perceived suitability of the work for potential candidates.
  3. Highlight the benefits
    In a market where many desirable candidates are turning to the gig economy, highlighting how campaign work differs and addresses some of the downsides, can appeal to qualified candidates.

    Despite the flexibility and autonomy offered by gig economy work, there is a lack of security that can lead to work-related anxiety and financial vulnerability. Gig workers do not receive the same benefits as those on PAYE, such as sick pay and paid holiday, and they also face the additional hassle of completing tax returns. When it comes to pay itself, gig workers often find that they earn less than minimum wage after overheads, when campaign recruitment would pay more.

    By focusing on the additional pay, increased security, other benefits, and flexibility (if it’s on offer) brands can show the value of campaign work and draw in employees who would otherwise turn to gig work.
  4. Increase visibility
    Most campaign work offers similar flexibility to gig work, but it languishes in relative obscurity. Put simply, the right candidates simply don’t know it exists. Opening up discussions and promoting this type of work as an alternative to the gig economy will help to net top talent.

The challenge of finding the right team for campaign work is a burden for many brands, which are also juggling other complex priorities. Working with a company, like Gekko, which can draw on a pool of readily trained experts to create promotional teams that can be dropped into stores and immediately deliver results for brands.

To read the published article by Lizzie Street, Recruitment Executive, please visit Retail Sector

Photo from Pexels

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Jun 06 2024
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Gekko recruits Rob Holmes as UK and Ireland Sales Manager to head up Reze partnership

17th May 2024: Gekko, the retail sales and marketing agency, has appointed Rob Holmes as UK and Ireland Sales Manager to head up its new Reze partnership, bringing new consumer technology brands to the UK and Ireland.

Rob is a highly experienced Commercial, Go-to-Market & Premium brand-building professional. He has managed and developed premium global CE and tech brands including Google & Panasonic, where he spent over 11 years in senior National Account roles. Of particular note is his role in establishing & growing Fitbit from a start-up to the category dominant & market leading brand.

Working alongside Daniel Todaro, Gekko Group CEO, Rob will be responsible for identifying suitable brands and their product portfolios, identifying sales opportunities and defining the GTM planning. In addition, he will provide ongoing management and continued support to develop emerging partner brands into category leading brands.

Through the partnership, brands represented by Reze internationally will work with Gekko Group as their sales and marketing partner to secure their first footholds in the UK market with retailers and distributors. With product categories from personal care to small domestic appliances as well as sound and vision, Gekko will be aiming to establish and develop these new and innovative brands in the UK retail channel, offering retailers high-quality alternatives to some of the most exciting new consumer tech products.

Commenting on the appointment, Daniel Todaro, Group CEO, Gekko said: “Rob’s impeccable sales credentials and our retail marketing and customer experience is a brilliant combination to ensure our Gekko x Reze partnership flourishes. There’s so many exciting brands and products that want to assist in launching in the UK and Irish market by providing a 360 service from distribution to marketing.”

Rob Holmes, UK and Ireland Sales Manager comments: “This is an exciting time to be joining Gekko to lead the Reze collaboration. The consumer technology market is constantly evolving and there’s an array of fantastic brands and high-quality products, not yet available in the UK and Ireland, that consumers and retailers alike are going to love.”

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Jun 03 2024
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Retail therapy: The health & beauty brands delivering the best in-store experiences

Lush keeps it simple on the High Street

Physical retailers have faced immense challenges in recent years as shoppers have taken their purchases online, Covid closed shop doors for months and the global cost of living crisis has forced a decline in footfall and, as a result, sales.

This means that traditional brick-and-mortar retailers now have to fight harder and think more creatively than ever before to deliver seamless customer experiences in their stores. So, which brands are doing it the best in the eyes of marketers?

We continue the Retail Therapy series by looking at health and beauty retailers.

Daniel Todaro, group CEO, Gekko: “Without a doubt Lush, started in 1994 and still rocking it on the High Street. It’s not about tech or gimmicks; it’s about knowing and staying true to who it is, what its customers want and how to deliver it. And the fact that it doesn’t sell online means it has constantly evolved and prioritized its physical environment. The smell of a Lush store teases the senses and invites you in. Once in, it’s a playground of discovery for all ages, full of affordable products accessible to everyone’s pocket. Greeted by friendly staff who encourage you to play immediately, testing products in sinks and enabling you to try before you buy, or not, but still immersing you into the brand and its ethical range of products. Clever at retail and culturally on-point, the Saltburn bath bomb was genius reactive marketing. Bravo Lush.”

Clare Cryer, EMEA vice-president of growth, Outform: “Shoppers flock to Charlotte Tilbury, the luxury beauty brand, for newness, bestsellers and incredible advice. Its phenomenal success has led to growth across the makeup segment at its parent company, Puig. CT concessions have made the beauty counter a place to ‘play’ and feel part of a community getting better and repeatable experiences. They are a destination. The human element is paramount. Products are showcased with clear navigation and messaging. In-store ‘zones of learning’ inform, inspire and drive sales brilliantly, explaining complex product features and formulations in terms of how to use and product benefits, all brought to life by authentic content and reviews.”

Sara Parrish, experience strategy director, Imagination: “It’s clear retail experiences are changing. The Korean eyeglass brand Gentle Monster offers an escapist atmosphere akin to a surreal avant-garde gallery, while House of Vans in London has successfully created an entertainment space that features a skate park along with rotating art, music, and cinematic installations. Experiential retail stores serve as a powerful tool for building understanding around a brand’s products. Dyson understood its technology was innovative in its category, so it took a leap and created the Dyson Demo Store. These pop-ups offer customers space to learn, demo and use their technology. This blend of educational and aesthetic elements creates an immersive space for consumers to interact in a meaningful way and increases the likelihood of customer retention, building loyalty through experience.”

Lee LeFeuvre, chief commercial officer, SMG: “Boots has revamped 170 beauty halls and launched its first beauty-only store in Battersea, creating a ‘beauty destination’ with over 250 brands. Offering services from LED light treatments to Dyson hair styling stations, the digital-first store features over 10 screens for an engaging experience, including a trending pillar for influencer and TikTok content. Boots regularly hosts free experiential events, like the Braun IPL launch with Frankie Bridge and a gamified campaign with Fenty, giving customers a chance to spin to win. This immersive approach leaves customers informed, entertained and more knowledgeable about their beauty regimes, offering a unique experience that online shopping can’t match.”

James Barnes, co-founder, Backlash: “Beauty is a hyper-competitive retail sector. It probably has the greatest number of new products and new brand launches of any category to contend with. The multi-brand beauty retailer Space NK appreciates that social hype and experiences excite beauty audiences. As a result, it has built a regular program of in-store and out-of-store beauty experiences with immersive, experiential pop-ups. These experiences generate anticipation for consumers, encouraging them to engage with the brand to find out when the latest launches and pop experiences are happening. In addition, the in-store experience is exciting and ever-changing, with areas dedicated to pop-ups and exclusive promotional offers from the brand. In the past 12 months, we have created an immersive, 4D-sensorial Japanese Zen Garden experience in Covent Garden for Space NK X Tatcha and highly themed, in-store pop-ups for Ilia Beauty and Caudalie, with many more brands activating on an almost weekly basis.”

Vic Drabicky, CEO and founder, January Digital: “We have found the best retail store experiences combine elements of curation, community and ease. One of the best examples is Kendra Scott. It has an incredibly well-curated assortment, each store is tied into the local community, and the shopping experience is virtually frictionless. While there are many retailers who nail one or potentially two of these elements, executing all three greatly accelerates the retail experience and sales.”

To read the published article featuring a comment by Dan Todaro, Gekko Group CEO, please visit The Drum

Photo from The Drum

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May 09 2024
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Gekko Group partners with Reze to bring new consumer brands to the UK

Gekko Group, the retail sales and marketing agency, has entered a new strategic partnership with Reze, the retail wholesale consultancy, to bring new consumer electronics brands and products to the UK and Irish markets.

Through the partnership, brands represented by Reze internationally will work with Gekko Group as their sales partner to secure their first footholds in the UK market with retailers and distributors. With product categories from personal care to small domestic appliances as well as sound and vision, Gekko will be aiming to establish and develop these new and innovative brands in the UK retail channel, offering retailers high-quality alternatives to some of the most exciting new consumer tech products.

Gekko Group’s new channel development and distribution offering blends seamlessly with its existing field, e-commerce and marketing expertise in the retail sector, giving brands end-to-end support at the start of their journey and as they grow their UK market share.

As well as creating opportunities with suppliers, stockists and distributors, brands will be able to draw on a range of complementary services provided by Gekko Group, including marketing and PR support, merchandising and sales promotion.

Rob Holmes has been appointed National Sales Manager to strategically create rewarding connections that enable listings and establish Reze brands in the UK market. With a career that spans multiple CE brands, Rob brings a knowledge and understanding of how to grow brands in the channel.

Daniel Todaro, CEO at Gekko Group, said: “With our in-depth knowledge of the UK’s retail sector and strong relationships built over more than twenty years, partnering with Reze to bring new brands to the UK – with innovative, high-quality products – feels like a natural next step for us in our evolution. We’re excited to partner with these brands to establish them in the UK market and support their growth, gaining momentum and enhance existing or create new categories.”

Jan Wouter van Dalen, Co-founder and Chief Revenue Officer at Reze, said:“At Reze, we’re proud to partner with Gekko Group as our local partner for the UK and Ireland. The brands we represent have achieved remarkable success worldwide, both online and offline. By joining forces with Gekko, we aim to replicate this success in the UK and Irish markets, introducing innovative products and establishing strong footholds with retailers and distributors. This partnership signifies a significant stride towards our shared goal of expanding brand presence and driving growth internationally.”

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