As Mother’s Day creeps closer, Australian florist Roses Only is preparing for one of its most anticipated surges in demand – the kind that puts a marketing team under strain.
While Roses Only is not alone in operating in a very cyclical, occasion-driven buying cycle, the way it manages the periods might be.
Behind the scenes, it’s what CEO Kelly Taggart has described as “back-breaking work”, with operations, logistics and customer expectations all peaking at once.
But while many brands lean on agencies to manage the pressure, Roses Only has taken a different approach.
Taggart told B&T the company has deliberately kept marketing in-house, in a move she admitted may seem “old school”, but one that’s “reduced complexity” and “continues to deliver better customer experience”.
Founded in the early 1990s by James Stevens in Australia, florist brand Roses Only was often described as the “Tiffany’s of flowers.” The brand then expanded globally before its Australian operations were sold in 2013.
Today, the Australian brand has over ten physical florist studios located across Australia. And all of them are currently in high-gear preparation for this weekend.
What does in-house marketing provide?
In an era where many brands lean heavily on agencies, Roses Only has taken the opposite approach. They do almost everything internally.
“We find we want to have a lot of control over the messaging that’s going out to our customers, and making they are getting the right feeling that we’re looking for,” Taggart told B&T.
“Flowers are important things. It’s sending someones feelings, and it’s not just a transactional event for us.”
She said doing marketing in-house means utilising staff that “live and breathe customer experience”.
“They can see what happens when someone lands on the website, when they leave, how we follow them up, what they’re seeing at every touchpoint. That’s all they’re focused on.”
From campaign execution to customer journey mapping, the team operates in-house, supported by platforms like Impact, Google and Klaviyo – but without outsourcing core strategy or creative.
“We want to have full control over the messaging and the feeling that goes out. It’s not something we want to dilute,” Taggart said.
She admitted it also allows the brand to “move quickly during peak periods”, where turnaround times are tight.
“We find doing it in-house works really well for us, and I can’t see us changing anytime soon.”
A calendar that means more than just a calendar
Valentine’s Day and Mother’s Day dominate the first half of the year for Roses Only, creating intense marketing pressure in a short window.
“Flowers are not just a transaction for us, they’re someone’s feelings,” Taggart told B&T. “So the way we communicate that has to be exactly right.”
“With Valentine’s Day and Mother’s Day, there’s only a couple of months between them, so pretty much we say ‘Happy Valentine’s Day’, and the next day we’re talking about Mother’s Day,” Taggart said.
“So you can imagine there’s not much rest in the first half of the calendar year.”
Behind the scenes, those peaks are the result of months of preparation. Flower sourcing alone begins well in advance, with Roses Only working directly with growers to manage supply timelines.
And from a marketing perspective, campaigns are locked in weeks ahead, with clear product ranges, messaging and channels mapped out well before the rush hits.
Valentine’s Day, in particular, becomes what Taggart describes as a “72-hour sprint,” driven largely by last-minute purchasing behaviour.
Mother’s Day, meanwhile, brings a different dynamic – more planned, often higher spend, and typically involving multiple recipients.
Together, the two events can account for a significant share of annual revenue, with Mother’s Day alone driving close to $1 billion in flower sales across Australia last year.
What makes a good partner?
Despite Roses Only keeping its marketing core in-house, partnerships play a growing role, particularly in expanding reach across different audiences.
“It has to be win-win when it comes to our partnerships,” she told B&T. “It has to feel right for both brands and both audiences.”
The brand’s long-standing relationship with Qantas is a example of that.
“Qantas is such a trusted Australian brand, and people are very engaged with points,” Taggart said. “It gives customers a reason to buy a gift while also getting something back for themselves.”
Roses Only is increasingly working with a broader mix of partners to reflect the diversity of its customer base.
Recent collaborations include jewellery brand Francesca, fashion label Suzanne Grae, and Melbourne coffee company St Ali—each selected to tap into different demographics and gifting occasions.
“It really depends on what opportunities come our way, and also what we’re seeking out,” she said.
“We want some we want to make sure that they’re diverse enough to be across all of the different types of customers we’re going to have at Mother’s Day, because you’ve got lots of different ages, lots of different types of people.”
“You can only imagine all the different demographics that we’re trying to speak to there. We’re always looking for brands that have their own sense of thoughtfulness and meaning behind them.”
‘Back-breaking work’
From the outside, floristry brands can look like pretty stores designed to stop pedestrians in their tracks with a burst of color and fragrance.
To some, working there may seem easy. But Taggart said it can often be the opposite.
“It can be very romanticised,” she laughed.
Taggart said behind the scenes, the reality is early starts, physically demanding work, and complex logistics – especially during peak periods.
“It’s back-breaking work for our florists, and a lot of pressure on our delivery teams,” she said.
But even for those delivering the flowers, the hard work often feels worth it.
“At the end of the day, you’re part of really special moments. You’re delivering something that makes people feel good, and that’s a pretty powerful place to be.”
