The Challenge

The client was achieving strong revenue growth, largely driven by pricing and premium product positioning. However, leadership identified structural risks to long-term growth and brand value.

Key challenges included:

• Limited direct connection with the majority of product owners

• Inability to engage, support, or sell to high-value owners post-purchase

• Weak secondary market signals, undermining perceived investment value

• No structured program for owner engagement, service, or recognition

• Over-reliance on initial purchase rather than lifetime value

For a premium brand, ownership needed to represent more than a transaction, it needed to feel like entry into an exclusive, valuable relationship.

The Goal

The objective was to design a premium Owner Engagement program that would:

• Strengthen the emotional and financial value of ownership

• Increase the proportion of known, contactable owners

• Support brand positioning through stronger resale and investment value

• Create new engagement, service, and sales opportunities

• Be commercially viable, scalable, and phased over time

The proposition needed to feel authentic, exclusive, and valuable, not promotional.

Our Approach

We approached the work as experience and value design, grounded in commercial reality.

1. Framing Ownership as a Value Exchange

We reframed ownership as an ongoing relationship, built around three core value pillars:

1. Protecting the Owner’s Investment 

2. Engaging Owners Through Content and Community 

3. Rewarding Loyalty and Advocacy 

This ensured the proposition aligned with both brand values and owner motivations.

2. Proposition Design

We designed a modular Owner Engagement proposition spanning:

• Investment Protection

  • Product registration and authentication

  • Certification and resale support

  • Repairs, restoration, and insurance enablement

• Engagement and Support

  • Owner-only content and communications

  • Dedicated service and support experiences

  • Digital and editorial touchpoints

• Recognition, Incentives and Experiences

  • Tiered benefits based on engagement or value

  • Access to premium events and experiences

  • Subtle incentives to encourage repeat purchase

The proposition was intentionally tiered and flexible, allowing investment to be focused on the most valuable owners.

3. Phasing, Costing and Feasibility

Rather than designing a “big bang” program, we defined a phased rollout approach, balancing ambition with feasibility.

For each initiative we considered:

• Practical feasibility

• Indicative costs and resourcing

• Operational complexity

• Speed to value

This enabled leadership to make informed decisions about what to test, what to defer, and what to scale.

The Solution

The engagement delivered a clear Owner Engagement strategy and proposition, including:

• A compelling articulation of the owner value proposition

• A structured set of engagement initiatives across investment, content, incentives, and experiences

• A tiered program model aligned to owner value

• Indicative costs, resourcing, and phasing

• A practical basis for piloting and refinement

The output provided a credible pathway from concept to execution.

Results & Impact

The work delivered several important outcomes:

• Clear alignment between brand strategy and owner experience

• A compelling case for investing in owner relationships

• Improved clarity on how to protect and enhance perceived product value

• A structured approach to growing owner lifetime value

• A practical foundation for piloting and rollout decisions

Most importantly, leadership moved from recognising the problem to having a concrete, investable solution.

Key Takeaway

For premium brands, growth doesn’t stop at the point of sale.

By designing ownership as a valued, supported, and recognised experience, brands can protect their positioning, strengthen loyalty, and unlock long-term growth beyond initial transactions.