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GROHE is the world’s leading provider of sanitary fittings and has a total of over 6,000 employees, 2,400 of which are based in Germany.
Managing Director Nordic & Baltic is based in Copenhagen where she is responsible for the marketing and go-to market strategy for the eight markets within the region. Focus is on creating increased brand awareness from end-users to secure a price premium compared to key competitors.
But GROHE is not just sanitary fittings. The company has been developing new product categories since its inception. This includes the GROHE Blue and Red water systems and the recently introduced GROHE Sense water security system, which is an innovative component in the growth market of smart home technology.
But how should GROHE address both the existing categories as well as the new ones? GROHE has asked Sunrise to do a Customer Journey.
To improve the existing journey, we needed to fully understand the entire experience of doing business with GROHE, from how the customer initially notices its marketing, to how upselling and repeat business is perceived. If we can identify and learn from these customer touchpoints, we are on the right track to make the customer journey a much better experience and eventually bring GROHE growth and reduced churn.
“We chose Sunrise on this very important project because they presented us with a team and a process that would help us see where and how customers interact with GROHE. Sunrise showed us that we could focus our business on particular customer needs at different stages in the buying funnel, identify whether the customer journey is in a logical order and give us an outside perspective on our sales process. Everybody have been very impressed with the proces and team – both locally and in our HQ in Germany” – Kristine Skauge, Managing Director, GROHE Nordic & Baltic
Mikkel Heideby, Partner at Sunrise:
“We are very proud to do this important assignment with GROHE.
The normal belief is that the customer journey is showing the gaps between the desired customer experience and the one actually received, it is highlighting development priorities and allowing you to concentrate efforts and expenditure on what matters most to maximise effectiveness. But in the past few years, brands have been playing catch-up, investing in new technologies and capabilities in a bid to regain relevance with shoppers and exert greater influence over how they make purchasing decisions.
Our experience has convinced us that brands today can not only react to customers as they make purchasing decisions but also actively shape those decision journeys. A set of technologies is underpinning this change, allowing companies such as GROHE to design and continuously optimize decision journeys. More important, GROHE can use journeys to deliver value to both the customer and the brand.
At Sunrise we believe, that companies (such as GROHE) that do this well can radically compress the consideration and evaluation phases — and in some cases even eliminate them — during the purchase process will catapult a consumer right to the loyalty phase of the relationship. The journey itself is becoming the defining source of competitive advantage”.
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