Michael Hill’s Jo Feeney gets the power of being adaptable as a CMO. Having spearheaded a full brand relaunch and reposition of the retail jewellery brand up into the premium space over the last four years, and knowingly making a few ‘controversial’ yet evidence-based decisions in her first 90 days, she’s also been the epitome of her chosen style as a CMO: Creative, transformation and data-driven.
But the marketing term she would like us all to stop using is ‘agile’. “Let’s not use it to excuse lack of strategy,” the experienced marketing chief comments, with a nod to her very strategic intent inside the ASX-listed retailer.
It’s also arguably why, when asked whether she’s data or creative first, Feeney says “data by a nose”. “Data fuels creativity, creativity with no data can be risky. Data informed, creatively led.”
Discerning decision making
Feeney fesses up to making several ‘controversial’ decisions in her first 90 days back in 2021 – all evidence-based decisions that challenged the status quo, she argues. One of those immediate steps was investing in brand tracking to measure the Michael Hill brand against key growth drivers and redefined customer segmentation.
“But arguably the most transformative decision was the reallocation of marketing investment, shifting 60 per cent of advertising funds into brand building, a move unprecedented in the company’s history,” Feeney says. “To build the future, we had to honour our past. Few customers knew that behind the brand stood two founders: Sir Michael and Lady Christine Hill – a story waiting to be told. With a finite budget, I made the call to eliminate paper catalogues – once filled with product and price – and redirected those funds to crafting a brand narrative that would resonate deeply with consumers.”
No small call: One-quarter of the marketing budget was spent on catalogues, versus 0.2 per cent on digital channels. “Our media mix was simply not driving outcomes, and I changed this entirely in year one,” continues Feeney.
This history didn’t just shape Feeney’s subsequent approach to brand storytelling, it’s inspired every element of the Michael Hill rebrand. The colour palette itself draws from the landscape of the retailer’s birthplace, Whangārei, New Zealand.
“Slotted between our retail calendar, brand investment gained us ESOV and attention, converting our historical trough periods into peaks,” says Feeney.
Effective marketing strategy
Big changes needed to happen to reach this point. It was evident to Feeney when she joined Michael Hill that baseline sales were shrinking, and growth was being driven by deep discounting tied to retail events such as Valentine’s Day or Christmas. Future demand wasn’t a consideration and brand health hadn’t mattered.
“The challenge was clear: Deliver enduring growth. Short-term sales bumps through aggressive discounting were easy, but they weren’t a strategy, nor were they sustainable. We needed to build future demand,” says Feeney.
Extensive qualitative and quantitative research revealed a transformational opportunity: Michael Hill was stuck in the ‘messy middle’ of mall retailers, which meant the retail business was undifferentiated, over-reliant on promotions, and losing relevance. The whitespace? “Position the brand just below luxury players like Tiffany & Co. to attract a higher-value customer who was actively spending on jewellery – just not with Michael Hill. This was a customer segment with both the means and the appetite for fine jewellery,” notes Feeney.
The ‘Brand Reappraisal journey’ has ended up a rediscovery of Michael Hill’s origins as a fine jeweller. It’s even earned the moniker of one of the most significant brand transformations in Australian marketing history by Russel Howcroft on Gruen Transfer.
“When I joined Michael Hill, two critical things stood out: A lack of customer data and insights and as a result too much distance between our customer and management,” Feeney says. “The voice of the customer was absent. Without it, how could we ensure future growth and understand what we were chasing?”
So she prioritised research into how the retailer could attract the higher-value customer without alienating its core. Using this, Feeney aligned leaders across retail, product, and ecommerce, ensuring marketing’s influence extended far beyond campaigns. The tangible impact of this strategy thus far are brand portfolio expansion efforts through the acquisition of Bevilles (value brand) and the launch of Ten Seven (premium offering).
Product elevation was Feeney’s second area of business impact: “The brand reappraisal set new quality benchmarks, leading to the elimination of subpar products and the launch of High Jewellery, a category that did not exist at MHJ before,” she says.
Retail footprint optimisation was another area of focus, and stores were redistributed across the new portfolio, ensuring alignment with each brand’s positioning. A flagship store strategy was also embraced and launched in the Melbourne suburb of Chadstone in May 2024. Ecommerce innovation didn’t miss out either, and Michael Hill has invested in UX and CX, including Ten Seven Seven’s world-first digital ring builder, giving customers unprecedented customisation.
Then there’s the brand identity refresh. “The fastest way to signal change was through bold, modern brand assets, moving away from an outdated aesthetic to a fresh, stylish, and contemporary identity, while telling our brand story with authenticity,” Feeney says. Helping the first reappraisal campaign along was Michael Hill’s newly signed ambassador, Miranda Kerr.
According to Feeney, Kerr’s impact has been transformational, opening doors previously closed to the brand both in consumer perception and exposure, with an estimated PR value five times over initial investment.
“The brand reappraisal strategy at Michael Hill is built on three core pillars: Product quality, customer experience, and brand perception. The transformation aligned product, retail, and marketing, ensuring a holistic, strategic shift that elevates both brand equity and commercial performance,” adds Feeney.
