Decide where the next marketing investment belongs. Test the opportunities against your customers, margins, capacity and current results, then agree priorities your team can deliver.
Andrew Scott’s growth wheel puts three questions side by side: how the business attracts suitable prospects, how it converts interest into customers and why existing customers stay. Reviewing all three helps a leadership team decide where more attention would be useful.
A business can be busy and still need to change the work it wins. Looking at customers, margins, capacity and current performance together shows what’s limiting progress, and that decides what we recommend first.
The British Blind and Shutter Association appointed Purplex as its marketing partner in 2026. Since then, Purplex has delivered a full rebrand alongside search, social media and paid advertising. In July, Sam Cross and Ed Frater presented that work and the plan for the year ahead to the association’s Managing Committee.
The committee heard the market context: the construction forecast and insight into the solar shading sector, including how AI-powered search is changing the way people find products and services online.
Ed Frater took the committee through the work since the appointment. In Sam’s words, “the rebrand is landing well and we’re already seeing stronger engagement across social and search.”
The BBSA signed off a PR campaign timed around the summer heatwave, using public interest in overheating and solar shading to reach homeowners and journalists.
Purplex have been a breath of fresh air since coming on board. The new brand has been well received, and the results so far have been just as impressive.
DEKS first worked with Purplex on social media. As the relationship developed, the brief expanded into email, advertising and strategic advice, giving the business consistent marketing support rather than leaving it to a stretched managing director.
In the film, Ollie describes how that works in practice: when DEKS brings a new product on board, the conversation turns to what the marketing can do with it, and the next piece of work is already on the roadmap.
Bring the business priority and the information you already have: plans, performance reports, customer knowledge and sales feedback. We agree what the engagement must answer, then develop the review, recommendations and delivery plan. You can use the recommendations with your own team or continue with Purplex delivery.
An installer may have plenty of enquiries but too few suitable projects. A manufacturer entering a new channel may need a stronger proposition for the partners who will sell its products. We look at customers, margins, capacity and current performance together. Understanding what’s limiting progress helps us recommend work that the business can benefit from and has the resources to support.
There will usually be more worthwhile ideas than the team can fund or deliver at once. Our job is to help you choose. We examine the evidence and alternatives, then set out the customers to pursue, the proposition, the investment and the order of work. Some decisions may depend on research, product information or sales capacity. Making those dependencies explicit gives the plan a realistic starting point and helps everyone understand why one priority comes before another.
A marketing director may want an independent challenge to an existing plan. An owner may need someone to organise a wider strategy. We establish what your team can retain and where advice or specialist delivery would help. Purplex’s designers, writers, PR, digital and production teams can contribute to the agreed work. A defined consultancy engagement can also finish with recommendations and a practical handover. The relationship should suit the decision and the people who will act on it.
If your question isn’t here, call 01934 808132 or email [email protected].
Yes. We can agree a defined consultancy engagement with recommendations and a practical handover. You can use the plan with your own team and decide separately whether Purplex should help deliver any part of it.
The business priority and the information you already have: plans, performance reports, customer knowledge and sales feedback. We agree what the engagement must answer before the review starts, so the recommendations deal with the decision in front of you.
We agree the measures before the work starts and review them on a rhythm your team can keep. They should reflect the decision the strategy was meant to improve, such as the quality of enquiries, sales progress or a market’s response, and each review should end with what to repeat, improve or stop.
A specialist looks at how your marketing brings in enquiries and shows you where they’re leaking.
Tell us what you need and where it’s stuck. We’ll come back to you within one working day with the right person for the job.
A specialist replies within one working day. You’ll hear from someone who knows construction, building products and home improvement.
Bring the current plan, or the question preventing one. We can discuss an independent review, a defined strategy project or advice alongside delivery.
01934 808132[email protected]Bring the business priority and the information you already have: plans, performance reports, customer knowledge and sales feedback. We agree what the engagement must answer, then develop the review, recommendations and delivery plan. You can use the recommendations with your own team or continue with Purplex delivery.
Yes. We can agree a defined consultancy engagement with recommendations and a practical handover. You can use the plan with your own team and decide separately whether Purplex should help deliver any part of it.
