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  • Selling gowns to millennial brides
    publié le 20/11/2015 à 06:55


    The former chief executive of David’s Bridal had the right recipe for getting brides to say “I do” to gowns. (Dario Sabljak)

    By — Kimberly A. Whitler November 14

    The big idea: Robert Huth, then-chief executive of David’s Bridal, had grown the company from a loss in 1996 to sales of more than $1 billion by 2011. It was in a good place, but Huth was looking ahead. The company’s target consumers — value-conscious brides — were now, by and large, millennials, who had different habits than brides of the past. The world was changing: Couples were living together, waiting longer to get married and spending less money to do so, and brides were turning to blogs, social media and other digital platforms for information. How could the company continue to grow?

    The scenario: In the preceding decade, the company had devoted resources to its online presence and social media, and it had evolved from a retail Web site to a bridal destination site, providing information and tools such as the interactive Dress Your Wedding feature, through which brides could try on ensembles virtually. Untargeted mass media was a major part of the David’s Bridal marketing budget, but brides already were aware of the site — almost all brides visited it, and nearly three-fourths would register, giving David’s Bridal their e-mail addresses in exchange for content programs and tools. The company needed to focus on those brides who registered and move them from the Web site to the store.

    The resolution: E-mail was the best way to reach this audience; by focusing on a bride when she registered online, David’s Bridal could focus on the primary “entry point.” Huth and his marketing team tested different e-mail approaches over six months to see what resonated. They divided registrants into four groups: The first received no e-mail from David’s Bridal; the second was sent promotional messaging — the current tactic — which alerted brides to sales; the third got emotional messages, focusing on elegance and beauty; and the fourth received rational messaging, educating them about trends, tips and the quality of the product.

    The results were surprising. Based on revenue impact, the promotional messages generated the lowest revenue — even compared with the “no e-mail” stream. Both streams of branded messages outperformed the no e-mail and promotional streams, with the rational messages generating the greatest revenue. For anybody used to receiving high-end fashion e-mails, these results will be quite surprising. Almost all fashion advertising is centered on pictures of the product, without rational messaging. Millennial brides wanted information to decide on a wedding dress — a high-involvement product — and the company needed to offer them the rationale for why they should invest in a David’s Bridal gown.

    The lesson: First, go to the customer to test; market-based factors are critical to developing strategy, and they aren’t always intuitive. Second, just because an industry has always marketed in a certain way doesn’t make it right. By applying a traditional branding approach, which went against the common fashion apparel approach, the company found that even brides wanted reasons to consider shopping at David’s Bridal. Finally, as this case illustrates, over-promoting a brand can lead to worse results than no promotion at all.

    — Kimberly A. Whitler

    Whitler is an assistant professor of business administration at the University of Virginia Darden School of Business. This case is based on “David’s Bridal: A Proposal for a New Generation” (Darden Business Publishing) by Sylvie Thompson, Kimberly A. Whitler and Paul W. Farris.

    Related: Selling gowns to (rational) millennial brides

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