GAXEO / ANALYSIS

Market & Competitive analysis Gaxeo

From Allegro to an Independent Online Store

Market, competitor and pricing analysis conducted before Gaxeo moved from Allegro toward its own e-commerce channel, translated into branding and packaging decisions.

Strategy, brand and conversion

Client: Gaxeo
Market: Poland

00 / Starting situation

Gaxeo sold protective accessories for mobile devices mainly through Allegro and was preparing to launch its own online store. Rebrandy’s task was to determine how to turn an offer that worked on a marketplace into a brand with a reason to exist beyond the marketplace itself.

01 / SCOPE

An owned store required an answer to why customers should choose Gaxeo specifically

Gaxeo sold protective accessories for mobile devices mainly through Allegro and was preparing to launch its own online store. Our task was to determine how to turn an offer that worked on a marketplace into a brand with a reason to exist beyond the marketplace itself.

We conducted market, competitor and pricing analysis and then translated the findings into Gaxeo’s branding and packaging. We did not start with a logo or a packaging concept. First, we established what the brand would actually compete against and where it could build a meaningful advantage.

02 / MAIN CHALLENGE

On Allegro, a product can sell without a strong brand. In an owned store, the brand has to do much more of the work

Gaxeo had an important operational advantage: flexible production and the ability to prepare accessories for new phone models quickly. The problem was that this advantage was not yet visible from the customer’s perspective. The offer could look like another set of similar, easily replaceable products competing through photos, specifications and price.

Moving into owned e-commerce therefore changed the problem. Listing the product well was no longer enough. The business had to answer harder questions: why should a customer remember Gaxeo, what should they be willing to pay for, and does the brand experience remain coherent after the parcel is opened?

STRATEGIC ANALYSIS

Before designing the brand, find out where it can actually win

We connect market, competitor and pricing analysis with decisions about the brand, sales channel and offer presentation. That way, branding follows the business problem instead of an aesthetic preference.

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04 / Process

Analysis designed to end in brand decisions

15 brands: how competitors build value beyond the product

We analysed **15 selected competitor brands**. We did not stop at store design. We compared communication language, customer promises, how benefits were presented, mechanisms that made product choice easier and the consistency of visual identity. The key question was what makes a technically similar accessory feel like a product from a specific brand rather than an anonymous substitute available from many sellers. Packaging was included as well: we checked whether the experience promised online continued after delivery.

100 comparisons: product price is not the same thing as channel strategy

We completed **100 price comparisons across products from five brands**, matching the same or corresponding products between owned stores and Allegro. We compared absolute prices, price ratios between channels and averages for the analysed groups. This showed how different brands treated their own stores relative to the marketplace: whether they maintained parity, differentiated prices or used the owned channel to create a different offer value. For Gaxeo, this became a reference point for deciding how its own store should operate alongside Allegro instead of unconsciously competing with its own listings.

Branding came out of the analysis, not beside it

Only after collecting the data did we move into branding and packaging. The goal was not to make the products look prettier, but to make them more recognisable in a category where many offers can look similar at first glance. The brand system was designed to create **one language across the store, product and packaging**, so the customer would encounter the same brand before purchase, during selection and after receiving the parcel. Packaging was treated as part of the brand experience, not as a separate graphic-design task.

05 / RESULT

From market data to a concrete way of building the brand

Gaxeo received an analysis of 15 competitor brands, 100 price comparisons between owned stores and Allegro, conclusions for building an owned sales channel, and branding and packaging developed from those findings.

The most important result was not the set of deliverables itself. We connected data on the market, pricing and competitor behaviour with brand decisions. As a result, the branding was not based on aesthetic preference but on a specific business problem: how to stop being an anonymous marketplace product and start building an offer recognisable as Gaxeo.

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