FTD Global Brand Repositioning

During her time at FTD, our Founder led the organization-wide global brand repositioning exercise.

At the time, FTD was a 100+ year old legacy floral brand. Brand recall was high amongst its audiences, but brand perception wasn’t exactly positive: Customer service issues had caused its NPS scores to progressively drop over time, and the brand itself was seen as out-of-touch, dusty and bland. Worse yet, newcomers in the floral delivery space boasted trendy burlap packaging, personalized customer service and slightly lower prices, too. How could FTD not just compete in the short-term, but build a brand that would endure another 100 years?

After doing substantial formative research into the target audiences’ experiences with the brand, and what they wanted to see from their floral purchasing experiences, we uncovered a few key insights: First, our customer wasn’t just gifting her purchases. She was also shopping for herself. Second, it was very important to her that she know the skill level and background of the person assembling her bouquet. And lastly: She saw flowers as a very sensory, hands-on experience.

These insights led us to building an entire repositioning strategy for the brand, instead of simply “rebranding” the existing business. Our vision: An omni-channel floral company that would own the brick-and-mortar space, and the digital space. By building out branded physical flower shops in the franchised spaces that FTD already owned , our customers would get the sensory experience they craved, and they would be able to engage with their local neighborhood florists.

The new brand strategy also leveraged FTD’s world-class e-commerce business with a more streamlined, interactive UX that was built for mobile-first browsing, and leaned into the experiential channels with pop-up flower carts and branded delivery trucks.

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