Planning how a skincare brand for families could grow
For a family skincare brand, every new product asks parents to stretch their trust. To plan how this brand could grow, we surveyed parents, explored skincare in family life and at the moment of purchase, and built the strategy with the team.
- Client
- Personal care company
- Industry
- Skincare
- Market
- One European market
- Kind of work
- Consumer understanding
- Our role
- Growth strategy built on a parent survey, digital ethnography and accompanied shopping
The question
Parents trusted the brand, and its leadership wanted it to reach further without losing that trust.
That meant answering three questions in turn. Who should the brand serve? Which products should it offer them? And how far could it stretch toward those families and products?
Our approach
We started inside the brand’s business, so the research built on what the team already knew.
A survey of parents then gave a measured view of families’ skincare: the products they use, and their needs across the routine, set against competing brands. Working through it with the team, we agreed where the qualitative work should focus.
The qualitative work looked at skincare from two sides. A digital ethnography followed it through everyday family life, and shopping trips with parents, in store and online, looked at how they choose at the moment of purchase.
What the team came away with
Brand leadership had a long-term growth strategy built on both kinds of evidence, set out as clear strategic plays.
Innovation and communications playbooks turned the strategy into guidance the team could use in developing products and in talking to families.
Who we heard from
Parents, in a survey, a digital ethnography and shopping trips in store and online
Related work
View consumer understanding case studies- What we do
- Innovation
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