Planning habits, repeat purchases and price barriers: 35 CustDev interviews, 2,100 survey participants and CRM analysis. Tomsk, Russia · 2025.
Remarklee developed diaries, paper planning systems and wall trackers. Ergonomic layouts, visual design, modular planning and social and creator-led communications helped build a loyal audience. The study examined how this value aligned with customers’ changing routines.
Phone calendars, Notion, Telegram bots and AI tools expanded ways to manage tasks. The question was which jobs people still gave to paper and whether a complex planner remained appropriate for them.
On Ozon and Wildberries, an independent product appeared alongside mass-market alternatives. Familiar purchasing and lower prices could outweigh less visible paper quality and layout development when choosing a channel.
Paper, materials, printing and shipment from Siberia to central Russia put pressure on retail economics. Higher prices needed to be considered alongside willingness to pay and repeat purchasing.
The research took place in 2025. The supplied materials connect it to the subsequent strategy choice and a final sale in May 2026. These refer to different stages, rather than one project date.
Understand changes in desks and routines, the shift towards digital or hybrid systems and the remaining roles of diaries, wall planners and plain notebooks.
Explore what follows a first order: continued use, abandonment and the next year’s choice. Emotional attachment needed to be considered alongside the actual need for another planner.
Identify perceived price and channel barriers and whether differences in independent stationery were clear at the moment of choice.
Explore psychological price boundaries and willingness to purchase limited collections, archives and final sets during a clearly communicated model change.
Provide a basis for considering a digital/B2B pivot or a controlled end to the paper retail model, connecting each scenario to customer needs.
Interviews with active and lapsed customers reconstructed the previous three years of planning routines: entries, new tools, discontinued use and explanations for buying again or switching.
The survey drew on brand-media and social followers and website buyers. It examined the community’s experience; it does not establish shares of the entire Russian stationery market.
The Price Sensitivity Meter explored psychological price boundaries for a diary and wall planner. Its role was to connect acceptable and excessively high prices with qualitative explanations of product value.
The analysis considered customers who returned for another planner the following year versus one-time buyers. It connected stated attachment with purchase behaviour. Extraction periods and record counts are not supplied.
The project framework includes brand-fan discussions, social listening and UGC analysis. These added community language and emotional context; group counts and social-data volume are not specified.
Interviews explained habit change, the survey broadened the community view, price analysis explored value boundaries and CRM examined repeat behaviour. Together they distinguished brand affection from recurring demand for a particular format.
Design, an original planning system and creator recommendations generate interest. The purchase can express an aspiration for a more organised life, whose fit with an existing routine needs exploration.
Buyers compare format, layout, materials and full order cost. A direct site needs to communicate value that may not be visible beside a mass-market marketplace listing.
A planner joins the customer’s workspace. Research examines the effort needed to maintain it and what happens when schedules change.
Missed entries, empty pages and moving tasks to a phone change the relationship with the product. Returning to a dated layout can become emotionally difficult.
The next season brings a choice between another planner, a simpler notebook and digital tools. This expanded journey interprets the link between product use and repeat choice in the supplied case.
More than 58% of surveyed dated or weekly planner buyers reported stopping in the second or third month of the year. The case links this to changing routines, decorating effort and guilt about empty pages. It concerns that buyer group, not automatically all 2,100 participants.
Paper remained useful for daily notes, brainstorming and unloading thoughts, while schedules moved to digital tools. A simple undated notebook could therefore fit better than a specialised layout.
The source reports weaker willingness to pay above RUB 2,200–2,500 compared with marketplace alternatives at RUB 600–900. These are original Russian-market research figures, rather than current brand offers or Looys service prices.
Reduced recurring demand coexisted with warm feelings towards the Siberian independent brand. Interest in archives, limited editions and final print runs suggested a distinct community scenario without establishing the sustainability of annual planner retail.
The proposed pivot combined GoodNotes and Notion templates with corporate branded stationery, including IT-company orders. It would apply planning design and brand expression outside conventional retail.
Digital products could reduce dependence on printed stock and storage. The source describes a potential to remove certain costs, not measured savings. Physical corporate production would still need its own costing and logistics assessment.
The alternative proposed clear communication, a final sale and special sets, focusing on existing products and archives, understandable conditions and a respectful relationship with the audience.
The supplied materials state that Scenario B was chosen. The May 2026 campaign followed the 2025 research. The case presents this as a business-model decision informed by customer behaviour and product economics.
A transparent narrative connects a final campaign with brand history and the model change, helping customers understand what is happening to familiar products.
Archives and special sets offer products linked with memories and habits. The recommendation relies on real product history and genuinely limited existing stock.
Availability, payments, delivery and answers still shape trust in a final campaign. These explain the communication strategy’s practical logic rather than reporting performance of every operating team.
Direct retail, brand-owned stock and marketplace inventory can be at different completion stages. A campaign outcome should therefore remain within its own inventory and channel scope.
The source connects the research with choosing to complete the direct retail model. Habits, repurchasing, price and brand attachment provided a basis for comparing alternatives.
The supplied case reports a rapid sell-out of warehouse and archive stock and completion without debt. Inventory scope, channel timings and financial statements are not disclosed. These statements do not establish an absence of products across all distribution channels.
At publication preparation, Remarklee’s official website directs customers to final Ozon and Wildberries stock. This distinguishes the completion of direct retail from product availability through other sellers or channels.
The project connected business options with specific customer needs and model constraints. Its practical value was scenario comparison and a communication strategy that considered the emotional relationship with the audience.
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