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Against a first-year target of 30,000 units, the company sold over 200,000 units. Their wood saw division increased its turnover from £675,000 to £1,765,000 within a year, and £350,000 was invested in additional machinery to meet demand for the Predator.
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How do you help the country’s oldest tool manufacturer cut through its competition? Spear & Jackson was operating its wood saw division at a loss, on a turnover of just £675,000, and they needed Propaganda to give their wood saw division an edge.
Our in-depth research and a fast-track discovery project revealed that tradesmen were loyal to their tools. They selected a saw according to comfort, weight, balance, quality, speed and durability, with price being a significant factor. Propaganda’s ambition for Spear and Jackson was to challenge the traditional mind-set, break habitual purchasing behaviour, and convince tradesmen not just to switch brands, but to pay twice as much. Nothing like this had ever been attempted in the wood saw market.
Based on our recommendations, Spear & Jackson developed a new universal hardpoint, non-resharpenable wood saw. This saw would offer greater comfort and speed whilst increasing longevity. But for it to be a success, we needed a marketing campaign that was just as innovative and exciting as the product. Most saws on the market had dull names. Our’s had to personify the brand essence – speed, quality, durability. We named it Predator.
Before advertising Predator, we decided to break the tradesmen’s repetitive buying behaviours and encourage trial. Firstly, we introduced a first-in-the-sector money-back guarantee. Secondly, we sought the endorsement of independent body CATRA, thereby providing peace of mind for the buyer. Then, a powerful brand proposition was created which, based on a solid understanding of buyer behaviour, made Predator the must-have tool for every serious tradesman.
Our compelling trade advertising campaign focused on the differentiating benefits of the saw, and the launch campaign challenged conventions - from design innovation to our marketing tactics. The next thing we focussed on was packaging. Predator was a better saw, but it also came at a higher price. It had to rule the shop shelves with innovative packaging, so we developed one that doubled as a measuring and drawing aid. We also created interesting collateral, and gave away 200 saws, generating a highly positive review from industry guru Roger Bisby.
The Transformation
This hardpoint saw came in and completely turned things around for Spear & Jackson. Against a first-year target of 30,000 units, the company sold over 200,000 units. Their wood saw division increased its turnover from £675,000 to £1,765,000 within a year, and £350,000 was invested in additional machinery to meet demand for the Predator. Predator’s success also had a halo-effect, with sales of other Spear & Jackson products shooting up.
The success of Predator has led to the launch of four new products under the Predator brand name, all of which are now listed in B&Q.
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