Tissino’s Helen Ray-Dennett shares proven marketing strategies for growing a bathroom brand

Building a successful bathroom brand takes more than beautiful design – it demands strategic, consistent marketing that connects with customers and builds long-term loyalty, as head of marketing and customer experience at Tissino Helen Ray-Dennett explains.

Q: What consumer trends are currently shaping the bathroom industry, and how is your brand responding?
A: Consumer behaviour continues to be influenced by wider economic and social uncertainty. In times of instability, people naturally look to their homes for comfort, which explains the continued rise of nature-led interiors. In the bathroom this has evolved into a calmer, more grounded aesthetic that embraces woodgrains, muted palettes and tactile finishes.

At Tissino we are seeing growing demand for spaces that feel restorative, not just functional. Our new Tellao furniture collection has been designed in response to this. Its soft, nature-inspired colours and warm earthy tones create a sense of quiet retreat that customers are actively seeking.

We are also seeing a shift towards more generous showering areas. Homeowners are prioritising everyday wellbeing, and that is reflected in the popularity of larger enclosures. That is one of the reasons we expanded our Tavo glass range with new, broader size options to help retailers meet that growing appetite for spacious shower solutions.

Q: What is the most popular product in your portfolio, and how have you driven interest in that category?
A: Although our trays and radiators continue to perform strongly, furniture has become our fastest-growing category. The difference has been investment in assets that help retailers sell: strong room-set photography, clear storytelling and high-quality samples.

For example, the Tellao launch was backed by a full content suite, showing the furniture in contextual settings rather than isolated cut-outs. Retailers repeatedly tell us that realistic styling – co-ordinated tiles, accessories and lighting – drives far greater engagement at point of inspiration.

Sampling has been another major driver. We developed swatch books for showrooms and introduced small-format sample cards for consumers, all available on a 48-hour turnaround. It gives customers confidence in colour and finish before committing.

When we launched Stratto, we invited retailers to an immersive open week and offered exclusive display packages. Once they experienced the furniture in person, display uptake grew rapidly, which in turn fuelled sales momentum. That experience reaffirmed our view that early retailer buy-in is essential to building lasting product success.

Q: What role does digital marketing play in your overall strategy?
A: Digital now underpins our growth strategy. In 2024 we created a dedicated digital marketing manager role to accelerate our online evolution, and throughout 2025 we are investing heavily in our website portal and CRM infrastructure.

The path to purchase has changed. Consumers are no longer starting their journey in-store but online, gathering ideas on Pinterest and Instagram long before stepping into a showroom. Our approach is to meet them early in that journey with helpful, inspirational content and then guide them towards trusted retail partners.

We also recognise that digital capability varies across the independent retail sector. Many showrooms lack the time or internal resource to feed social channels consistently, so we introduced a library of ready-to-use retailer assets – from branded social posts to web banners and captions. If we can make it easier for our partners to market themselves, everyone benefits.

Q: How do you collaborate with retailers and designers to bring your products to life?
A: We believe displays are one of the strongest sales tools in the industry, so we invest heavily in helping retailers create schemes that feel aspirational and commercially strong. Our in-house design service works with retailers to plan showroom bays and create layouts that reflect real bathroom spaces.

Collaboration runs through every part of our sales strategy. Our team is hands-on when it comes to installations, providing display support and regularly offering incentives to retailers who commit to showcasing our products. Loyalty works both ways, and we make sure that support flows back to those who champion the Tissino brand.

Q: What two marketing tactics should independent retailers focus on right now?
A: 1. Consistent content. Case studies, before-and-after projects and finished installation photos build trust faster than any slogan. Customers want proof of quality and capability before investing, so retailers who showcase real homes will naturally stand out.

2. Social proof. Reviews and customer recommendations carry significant weight in today’s market. Retailers should actively collect and promote testimonials across their website and social channels. Prompting satisfied customers to leave reviews or tag the showroom online costs nothing but delivers strong returns.

Q: What are the biggest marketing mistakes to avoid?
A: Spending without measurement. It is easy to burn through budget on advertising without understanding what is working. Every campaign should have a measurable action behind it – whether that is a unique discount code, UTM link or QR code to track scans. Data-driven decisions are essential to sustainable growth.

Q: How do you see the bathroom retail space evolving?
A: The future lies in a blended experience. Consumers still value physical showrooms, especially for high-ticket purchases where touch and feel matter, but digital will continue to shape expectations. The most successful retailers will be those who embrace immersive selling – adding digital screens, virtual design tools and interactive product demos to enhance showrooms rather than replace them. Augmented and artificial intelligence will support the journey, but the human element will remain central to decision-making.