Expanding the Brand: Data-Driven Product Development

When D2C brands look to development new products, how do they use the data they have to help them go forward -- or not?

For Pour Moi's Ulli Haslacher (second from right), it includes consumer feedback from the shopping network. "Our consumer really expects that we are more respectful to the environment," she told our Brand Inside Summit D2C. Pour Moi Skincare is based on climate and not on dermis.

Pour Moi had to change its packaging in order to be true to what it is. "You have to know what to make of the feedback," she said. "You don't treat the symptoms but you [must] get to the root of the problem."

Now that her company has been given a patent by the U.S. Patent Office, she feels the time is right to get into digital marketing. In July, Pour Moi launched an online quiz and found that 30% of visitors take it and, of those, 85% go to the landing page, where they buy four to seven items. "The 20-second quiz convinces them of the new way to shop," said Haslacher. "It was a new learning for us."

Pour Moi's latest launch is Marine Day Cream, developed for locations that have cool temperatures and high humidity, a perfect blend for South Carolina, which is where our summit is taking place. "When it comes to skin," she said, "location means everything."

For Bob Land, vice president of consumer engagement at Dorel Juvenile (at right), an interesting moment is when a team has uncovered something in the data "and they don't know it yet. It's tough to see something in the data," he said, noting that he coaches the team to find the insights.

Yet another arresting moment occurred when data told his company to stop. It had an elite car seat with a special name that most in the organization thought represented equity. Yet, after running it through some software, Dorel found that the equity was actually negative. So they changed the name, and the sales results were astounding. "The organization had to let go," he said.

Speaking of the organization and corporate culture, Land noted that once a company grows beyond 150 employees, "you lose the nimble part, you lose a lot. A lot of founder bail out at that point."

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