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How Rifle Paper builds loyalty with social media

Some products are products are perfect for building loyalty through social media. Rifle Paper is an image-oriented company, so Instagram is a natural. The customer communication is very good on Facebook as well. On both platforms, Rifle Paper Co. is generous and interactive. 

The real value of social media "done right" is brought home by the 10,000 responses they received to a customer survey. This type of loyalty allows the company to co-create its future with the customers, substantially reducing risks. 

Business of Home: How Brand Loyalty Allowed Rifle Paper Co. to Break into Home, 2019-Jan-28 by Mel Studach

With its entrenched audience of millennial consumers and an Instagram following nearing a million people, Rifle Paper Co. is preparing for its next phase of growth. “It feels like a startup again a little bit,” says Nathan. “It feels like we’re taking big risks, spending some money—really investing in the business again in a new way.”

Trish Whalen, the company’s recently appointed brand president, is a key part of that investment. A business development and licensing veteran, Whalen held executive roles at Kate Spade, Ivanka Trump and Draper James prior to joining the team at Rifle Paper Co. Tapping into the brand’s loyal consumer base was among her first priorities. She organized an online consumer survey, posing queries such as where customers shop for Rifle Paper Co. products and what categories they’d love to see the brand in, and received more than 10,000 responses.

“To have a brand that has created such an emotional connection to these customers, that is something you can’t architect,” says Whalen. “If you have that going in, we’re way ahead of the game. And that’s what the survey taught us.”

The results quickly confirmed that consumers want to see Rifle Paper Co. in the home category—a response that happened to be aptly timed with the release of the brand’s new rug and pillow collections with Loloi. There was uncertainty about how the collaboration would be received, considering the rugs were a higher retail category than consumers were used to paying for the brand’s traditional paper goods. “Nathan and I talked about keeping our fingers crossed that they convert,” Whalen admits, “and then the Luxembourg rug sold out completely within the first two weeks.” It would be one of seven rugs that would reach sold-out status.

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