Active Safety sells the gear working people trust their bodies to: Steel Blue and Blundstone boots, 3M safety equipment, FXD workwear, Bollé eyewear, fourteen brands in all, through physical stores, e-commerce, and a B2B sales representative network serving trade and industrial accounts.
The customer base was solid but transactional. Tradespeople bought when something wore out, from whoever was nearest. There was no systematic reason to come back to Active Safety specifically, and the digital channels weren't pulling their weight against the counter trade.
The research phase was mostly listening. The B2B reps and store staff answered the same customer questions daily, and they drew the segmentation no report had: the site foreman provisioning a crew buys on durability, compliance and account terms; the retail walk-in replacing worn boots buys on comfort and brand trust. Same store, same products, entirely different purchase logic.
The strategy followed directly: behavioural segments got their own email streams, offers and timing, product cycles included, because boots wear out on a schedule and PPE gets reordered by the box. The channels were then unified so a campaign worked in a retail aisle, an e-commerce session and a rep's site visit alike.
Automation and segmentation that treated a site foreman, a workshop buyer and a retail walk-in differently, right offer, right product cycle, right time, improving customer retention by 20%.
Content, campaigns and optimisation that lifted online visits 45%, turning the website into a genuine second counter.
Stores, e-commerce, websites and the B2B rep network, with campaign material that worked in a retail aisle and a site office alike.
Market research and positioning strategy across a portfolio where each label held a different place in a tradesperson's mind: premium boots vs. everyday workwear vs. specialist PPE.
Fourteen brand principals, external agencies and contractors, coordinated so campaigns shipped on time and on brand.
Retention is the quiet profit engine of retail and e-commerce: it costs a fraction of acquisition and compounds every cycle. If your customers buy once and drift, this is the playbook, segmentation on behaviour, offers timed to real product cycles, and honest frequency discipline so the list never burns out.
Gathering Fuel didn't happen in a spreadsheet here; it happened at the counter and on job sites. The people who talk to customers every day drew the segmentation, and the strategy simply listened. That's why it worked.
It starts with a conversation, not a pitch. Tell us what's not working and we'll tell you honestly whether we can help.
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