Changing everything to make sure nothing changes 

DNA applies uniquely focused qualitative research that dives into the heart, mind and gut to mine the 'human' insights that really drive customers. This approach goes beyond the norms of consumer thinking and category boundaries. It delves into their worlds, applying psychological techniques to go past the obvious and unlock the reason behind emotional decision making*. This approach was utilised when DNA began working with Lewis's, the largest specialist supplier of curtains in the Wellington region. Long established, Lewis's has over 60% market share, however the business was vulnerable due to reliance on word of mouth endorsement in an ageing customer base. In this context the initial project brief was to 'bring the brand into the 21st century and draw in a younger, more contemporary customer base'. Exploring the Challenge The audit and research phase involved getting out into the factory and into Lewis's stores, as well as visiting a range of customers in their homes. Ethnographic observational and projective interview techniques were applied to gather information and mine insights. Key Insights: Curtains are a highly emotive purchase but they exist in a world largely unknown by consumers. They are typically the 'finishing touch' to a home but the decision making process involves high personal investment. The curtains themselves hold a powerful and enduring presentation of self and personal identity. With such high stakes the purchasing process is '~vulnerable'. Minor obstacles can easily put customers off making them feel the process is too hard so that they reprioritize investment in this area below other décor actions. Hypothesis: 1. The Lewis's brand has been built on foundations of Leadership and Legacy. These must continue to be leveraged as they give customers confidence and assurance that they are investing in quality. 2. Specialist and Inspiration were identified as being two additional brand values that should be applied more overtly to help capture a wider customer base. In the customer's mind they link to and enable pleasure, desirability and delight in both the purchasing process and '~personalised' outcome. It was also recommended that we '~reveal the art of curtain making'. Testing: Two customer personas were developed to challenge the hypothesis thinking - an older, established customer and a new/potential, younger customer type. These were used to test and benchmark the evolved thinking and initial ideas around brand expression and service delivery - the goal being not to isolate current customers while attracting a broader base. The outcome of this process was complete buy-in to the proposed brand evolution. (These customer types will also be used for future business and brand planning.) The Results We then embarked on developing the refreshed Lewis's brand. This has incorporated a comprehensive and business wide approach - visual identity, signage/ livery, indoor retail environment, print and TVC advertising. Lewis's management is thoroughly committed to the new brand platform and staff are highly engaged '" the two customer personas having been converted into everyday '~company shorthand' for application during the sales process. We are now working with Lewis's on evolving the service offering and delivery processes, and a full culture shaping programme is planned. *Alongside project research work DNA pro-actively refreshes a central knowledge bank around New Zealand consumer values and trends and brands.

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