When being the most competitive on price is no longer your primary advantage in a deregulated market, leading brand Fisher & Paykel had to explore new opportunities to retain its position as a brand leader and fend off the increasing pressure of imported goods into their territory. The unexpected change in market conditions led Fisher & Paykel to source the brand
and retail expertise of RPS
“RPS’s knowledge of retail and how brands can better serve their retail customers provided just the help we needed after market deregulation forced us to step up our commercial game. Their support in scoping out a customer loyalty strategy and executing a business development programme for our retailers, to position us a supplier of choice helped us enormously. As
a result, we were able to retain and build our market share in an increasingly competitive market.”
Sales Director – Fisher & Paykel
In partnering with RPS, the remit for the strategic partnership was clear – secure Fisher & Paykel’s status as the brand leader and devise a multi-layered customer loyalty programme to cement #1 status for years to come. The solution had to develop the internal workforce’s capability to develop strategic relationships with retail customers and add value to the retail channel beyond the product being sold. The objective was to fend of the pressure of a deregulated market where imported brands were now better able to compete on price.
The 12-month Partners in Progress programme, designed and delivered by RPS, to specifically focus on the key strategic initiatives to enhance customer loyalty and provide a framework where both the brand and the retailer work together for mutual commercial benefit. Partners in Progress, delivered through a combination of leadership coaching, account management modules, and retailer business building programmes set the foundations for commercial partnering that formed a defense against the threat of rival imported brands into Fisher & Paykel’s market.
Now the business is hitting sales numbers and delivering the brand promise in-store. The team is closing more sales and
improving the ATV.
• 4% (av.) increase in conversion rate
• 12% (av.) increase average transaction value (ATV)
• 3% (av.) increase in sales per hour (SPH)
• Sales scorecard implemented to track sales KPIs for
visibility on the floor sales numbers
• Developed selling capability of salespeople
• Critical care programme for underperforming stores to
build their sales numbers and recover sales revenue
• Implemented advanced product knowledge programme
for Fisher & Paykel products into 250 retail stores
• 2.6% increase in market share
• Exceeded electrical appliances sales target by 6%
• Built lasting customer loyalty base through educating
retailers on how to build business to increase sales
• Improved capability of account management teams to
drives sales and communicate the value proposition
• Developed retail advocates for the brand
• Enhanced account management process in areas of
segmentation, forecasting & planning account growth
• Secured longer term retail contracts
