DreamLand is the BeNeLux market leader in toy retail, with more than 90 experience stores where children and their families can discover, try out and have fun. The chain emerged from the acquisition of competitor DreamLand and part of Fun by ToyChamp, run by the Limburg-based Nolmans toy family.
the challenge
In October 2023, ToyChamp acquired the well-known DreamLand toy chain from Colruyt, quickly followed by an acquisition of a series of stores from the bankrupt Fun. This created a new market leader in toy retail, with 92 stores, each with its own character depending on its history. Besides the operational integration into one organization, sufficient attention had to be paid to the integration of the different brands, corporate cultures, marketing and store experience into a coherent whole, with extra attention to the needs of consumers and internal stakeholders.
the insights
The toy sector in the Benelux will account for €1.68 billion in sales by 2025, with an estimated 1 euro in 3 being spent in DreamLand stores. As many as 66% of consumers spend €100 to €500 per year on toys, and these figures are rising every year.
Despite pressure on traditional retail, DreamLand is thriving by focusing on inspiring stores, a tantalizing customer experience and offerings that match the lifestyles of different target audience segments.
the solution
Branding, and all related aspects, is a crucial success factor in M&A transactions. Following previous collaborations, ToyChamp therefore relied on Pavlov’s experts to manage the integration of the various brands. After a thorough exploration of the challenge and future vision of the organization, we developed an extensive brand analysis in order to make well-founded choices regarding strategy. In addition to a pan-European competition study, we conducted a quantitative survey of 11,000 consumers in Belgium and the Netherlands, as well as an in-depth series of moderated focus groups to further validate initial insights with customers.
Based on the preliminary conclusions, we started working out the brand strategy for the merger brand in co-creation with the client. Seven different scenarios were examined in detail, and we arrived at the scenario where DreamLand as a brand would be relaunched and the other brands would disappear from the market. During this strategic exercise, the brand universe was immediately given concrete meaning, with a refreshed brand story based on the brand values stimulating, inspiring, connecting and nearby. Because wherever fun is being had, DreamLand as a brand wants to be able to play a role.
After the strategy was validated internally, we started working on the next steps toward implementation in the marketplace from this new brand positioning.
Initial work was done to develop a completely new brand identity. While the DreamLand name would be retained, the brand needed to be given a completely different interpretation in line with the brand strategy. Based on four initial scenarios, we developed the new logo and accompanying brand identity for DreamLand in several creative rounds. This included elements like the clouds in the typography, blue as the dominant brand color and rainbow shades as accents to strike a balance between recognizability and timelessness. Together with mascot specialist Stef Hamerlinck Studio, a new brand mascot was developed that translates the spirit of the brand into an all-too-common figure called Dreamy, which appeals to both children and adults.
At the same time, we dove into the brand experience and communication strategy. For each touch point in the customer journey, we defined which experience and core messages should be central for relevant brand personas. In a comprehensive CX framework, we developed not only guidelines for marketing and communication, but also concrete actions and strategies for shopping experience, customer support, community building and cross-media relations. We selected advertising agency Lucy on behalf of DreamLand to develop the new spots, Studio Helsinki to help develop the sonic branding and Maison Max as a partner for the redesign and tantalizing design of the revamped DreamLand stores.
The success of such a merger operation also hinges on the people who have to live up to it in reality. With the new brand strategy as a guideline and the values of the merger brand as a common factor, we developed a common brand culture together with employees. During a series of workshops, we brainstormed openly and honestly about differences and weaknesses, as well as opportunities and strengths that define the new DreamLand, regardless of human egos and organizational history. In this way, we increased the likelihood of an internally supported story and facilitated ambassadorship among passionate employees.
Before working with Pavlov, we had actually never actively thought about the value of our brand. Thanks to the strategic advice, we started focusing entirely on the shopping experience.
Koen Nolmans – CEO DreamLand