Brunner had the challenge to help double sales in 5 years.
Research showed a disconnect between who the real consumer was and how the channel served them. A big gap that needed filling. Consumers were passionate about Great Stuff but confused about its purpose. So we convinced Dow to rename the product SKUs to more closely sync with consumer needs. Then we crafted tailored presentations for channel partners demonstrating a deep understanding of their customer segmentation, including a newly identified opportunity: the “Reluctant DIYer.” Using an integrated consumer and channel campaign, we increased pull-through while also creating a larger in-store presence with innovative endcaps and aisle displays at checkout.
Dow Great Stuff was in the enviable position of having a 70% market share and exclusivity in two premier Big Box retailers. Management changes drove a new focus on making the brand even bigger, better, and more profitable for Dow.