Good Hair Day (ghd)

The Challenge

As a premium hair styling brand with global reach, ghd wanted to optimise its pricing strategy to balance growth, competitiveness, and profitability. With multiple product tiers and strong competition from both luxury and mass-market players, the business needed clarity on how different price point anchors would impact consumer behaviour.

The key objectives were to:

Model the incremental sales potential of new price points across the styler range.
Assess the risk of cannibalisation within the existing portfolio.
Understand price perceptions and elasticity across different consumer groups and international markets.
Build a robust evidence base to guide range architecture decisions and ensure that pricing reinforced ghd’s premium brand equity.

This challenge was compounded by ghd’s global footprint — with customer expectations differing significantly across EU5, the US, South Africa, and Australia.

The Solution

Skopos designed a multi-country strategic pricing and volumetric modelling study that combined attitudinal and behavioural measures:

Spontaneous price expectation testing: Respondents were asked what they expected to pay for different ghd products, providing a baseline view of brand value perceptions.
Elasticity modelling: Tested consumer responses to a range of potential price points to establish sensitivity thresholds and identify the “sweet spot” for each styler.
Volumetric forecasting: Modelled likely market outcomes, including incremental line growth and potential cannibalisation within the portfolio.
Customer vs. prospect analysis: Split results by current ghd customers and non-customers to highlight acquisition opportunities versus retention risks.
Cross-market comparison: Established how expectations and elasticities differed by country, enabling global consistency while allowing for local adaptation.

The Outcome

The study provided ghd with clear, quantified direction on global pricing strategy:

Informed the optimal pricing ladder across the styler range, balancing accessibility with premium positioning.
Quantified the incremental opportunity vs. cannibalisation risk, ensuring new launches expanded the portfolio rather than undermining existing lines.
Delivered a robust rationale for range stocking decisions, supported by hard consumer data rather than assumption.
Enabled the brand to differentiate strategies by market, recognising variations in price sensitivity between mature (EU5, US) and emerging (South Africa, Australia) markets.
Supported global leadership in confidently communicating pricing strategy to internal and retail stakeholders.

Ultimately, this programme ensured that ghd’s pricing reinforced its premium brand image, while maximising both growth and profitability across international markets.

Good Hair Day (ghd)

The Challenge

The Solution

The Outcome

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