Cottrills : Creative Reward

Case study - Smeg

Cottrills assists Smeg UK to increase loyalty from their stockists.

Client

Smeg have long held an iconic status for their effortlessly stylish domestic appliances underpinning the 'Technology with Style' logo. For over 50 years, their headquarters near the historic town of Guastalla in northern Italy, has pursued the same philosophy: Understated lines, perfect in their simplicity - this is what makes Smeg products refined and elegant, beyond the passing fads of fashion.

Background

Smeg UK wanted to build on this iconic image and significantly increase sales within Kitchen studios. Smeg produces a wide range of products including Range cookers, Refrigeration, Dishwashers and Built-in appliances; working with famous industrial designers such as Renzo Piano. In a particularly crowded market, Smeg wished to build and reward long standing brand loyalty with its dealers, most of whom also sell other high quality brands.
The brief from Smeg was, therefore, to provide a scheme that was simple to administer, but that achieved a longer-term impact than previous cash or voucher based initiatives.

Solution

Using the ‘Aspirations’ points-based brochure, sales from each retailer are uploaded to Cottrills and converted into points. Each participant has an account to track the build-up of points and receives monthly statements; at any point, they can redeem from a wide range of merchandise or activities – Nikon digital cameras and Panasonic digital camcorders being top choices to-date.

Feedback

The original scheme was launched in September 2002, but interest in the scheme was immediate and when sales staff became involved in the programme, they started to focus on the brand. It was so successful over the initial 12 months that it was extended and it has been extended year-on-year since.

Steve Brownless, Sales Director of Smeg UK says: “We considered implementing a conventional voucher scheme, but this seemed an ineffective way to convince retailers to increase sales of Smeg products. It was also the conventional route, which did not accurately reflect our brand."

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