Paint project cycles can be long and consumers are often hesitant to make color choices. Knowing this, Sherwin-Williams' campaign objectives were clear: empower the community to paint, give them confidence to commit to their colors choices, and keep the brand top-of-mind.
A multi-layered approach of campaigns that included color inspiration, expert painting advice and user generated content fueled the community to participate in active conversations around their paint projects. Campaigns such as Swatch Madness and What Painting Taught Me, not only gave the community different ways to think about painting, but also gave them the tools and confidence that Sherwin-Williams would help them choose the right color.
Sherwin-Williams often taps into relevant conversations, surprising consumers with a gift card towards their next Sherwin-Williams purchase. They also participate in real-time community conversations, offering personalized color and product recommendations.
With an objective of increasing revenue through "gallon growth," Sherwin-Williams has seen topline revenue increase directly from digitally-connected customers. Digitally influenced foot traffic is up across the nearly 4,000 stores and sales have increased 31% since 2010.
Since January, total follower growth has increased by 39 percent. Engaged users have increased year over year, by 223 percent.
Sherwin-Williams' social channels are content focused. By giving followers information, inspiration, and confidence, they have created brand loyalists through tailored content and personalized conversation.
Sherwin-Williams has cultivated a community that impacts consumers whether they are paint contractors, design professionals, or DIYers of all levels. Sherwin-Williams has successfully managed to break through the social media clutter, simply by staying true to their community. Messaging is not overly promotional, nor brand heavy. Content is customized based on community interests and cultural trends. Sherwin-Williams has found the balance content and community.
