Picture this: steady turnover, overlapping models, low brand awareness among consumers, poor seller loyalty. In 2011, an internal study showed that the percentage of successful quotes had dropped to 38%, compared to 54% in 2005. The seller was a complete stranger, hidden behind the dealer who acted as a filter.

The aim was to consolidate the company’s market position, becoming a recognised and sought-after brand, and to boost vendor loyalty, moving away from considerations solely of price. The first step in relaunching the brand was to find a way to build loyalty among Cerasa product sellers, by creating a seller database. Market research commissioned by the company highlighted some unmet needs in the market and this in turn motivated the company to bring in some tasteful innovations, including through new technologies, and often set real trends in the bathroom furnishing sector.

The project that surfaced was dedicated to less deep spaces. In the first year, it generated a 10% increase in turnover. With the help of a well-known strategic marketing agency, the company created a loyalty programme, which rewards sellers for the orders they upload.

One of the premises was to make the buying experience in a Cerasa space something unique and memorable. The company didn’t have a format. So, after they’d worked on their aesthetic identity, the company launched the Cerasa Academy, which provides regular in-house training for its customers.

Cerasa operates not only nationwide across Italy, but also across Europe, North America, Russia and the Middle East.

“Cerasa has been working with Studio Spessotto for over twenty years. Together with the studio’s art director and designer, Stefano Spessotto, we’ve created many product that have supported the company’s success. Studio Dedalo is a dynamic company with bags of energy and new ideas, offering different types of service, and always very professional.” Roberto Riboldi

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