How a global toy brand made the case to reinvest in preschool.
A global toy brand had stepped back from preschool years earlier. Re-entering meant a costly commitment with no recent sales to justify it. TIF's data proved the appetite was already there among the youngest age group.
A costly category to re-enter
The brand had not launched a licensed preschool range in years. Preschool is an expensive channel to re-enter, and the internal case for the investment kept stalling: with no recent range on shelf, there was no sales history to justify committing to a new one.
The team needed forward-looking, independent proof that families already wanted the franchise, specifically among the youngest age group, before it could greenlight the spend.
Measuring appetite before committing
Sales data could only look backward at ranges that no longer existed. The Insights Family's data is forward-looking, so it could measure appetite for the franchise before a single new product reached the shelf. The team pulled engagement and affinity for the IP among pre-schoolers and their parents, and ranked it against the properties that age group already loved.
Rather than an instinct call on a costly category, the brand had a clear, independent read on demand among exactly the audience the line would be built for.
A new line, backed by evidence
With proof of appetite among the youngest age group, the internal conversation changed. The franchise was not a gamble in preschool; it was a proven favourite with the audience the range would serve.
The brand reopened conversations with its preschool team and greenlit a new product line, backed by evidence rather than instinct.
Preschool is the most expensive audience to acquire and the most valuable to hold. No team greenlights that on enthusiasm alone; they greenlight it on evidence that the demand is already there.
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