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Interview with Mairi Fairley,
strategy & business development director at Hobbs
Words by Glynn Davis B
y talking to its customers and recognising where it fits into their lifestyles, Hobbs has been building a business that delivers a much- improved experience across its
increasingly aligned channels. Mairi Fairley, strategy & business
development director at Hobbs, says she set the company on this path around three years ago: “We set out a strategy to understand the role of Hobbs to the customer. Asking who is the Hobbs customer? What’s important to them? And how do we play a role in this? “Lots of customer research was undertaken
including online surveys, focus groups, analysis of the (transaction) data we have, and also asking our store teams who are very knowledgeable about our customers. “We actively spent a lot of time asking
questions and it threw up lots of things – about products, what are the right products, price points, and what channels the customers use,” she says. One surprise was the broader age range and
demographic mix of the Hobbs customer base, which is driven by work wear being a core part of its offer. But the biggest surprise was the view
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