Colebrook Bosson Saunders

Channel counts, corporate record and category benchmarks were measured first, and every estimate was labelled as one where it appeared. The account carried 285 posts across its entire life, roughly one a week against a category average of four, with no short-form video at all and an X account dormant since 2010.

Benchmarking placed CBS 82 times smaller than sister brand Herman Miller and seven times smaller than its closest rival Humanscale, in the same category and the same era. Engagement rate was healthy for the account's size, which located the problem precisely: too few people ever saw the content, so the plan had to optimise for reach rather than rate.

One core problem, not a list of symptoms: a human-centred brand marketed as a catalogue. Spec-sheet captions with emoji, zero video, and a decade of award-winning craft told almost entirely in press releases rather than in social-native formats.

The thesis moved the story up the ladder, from what the product is, to what it does, to what the brand believes. Six low-lift levers came first, five of them at no incremental cost: cutting existing lab footage into short-form, replacing the caption formula, repurposing every PR moment into four to six assets, retiring the dormant channel, setting an always-on calendar and reposting dealer installs.

Four content pillars carried the output at a fixed share, weighted 40 per cent to real people at real desks and 25 per cent to the London design lab, the craft story competitors cannot copy. Two campaigns sat on top: a documentary series following people through a working day, and a process-film series taking followers inside the lab.

The 90-day roadmap ran in three phases, foundations, launch and scale, with each phase closing on a one-page scorecard. Seven KPIs carried a measured baseline and a twelve-month target, from 7,282 Instagram followers to 15,000 and from roughly one post a week to four.