"The company makes and sells garments that are ostensibly simple and workable, but have an excellent pedigree in classic American styling, high quality materials, and a place in American folklore.”
The company prides itself on “old-fashioned quality” and sourcing/producing all clothing in the United States. The company’s consumer base is aging, and there is a perception that younger consumers are more interested in “fast fashion” than quality.
I looked into similar real world companies that had faced the same challenges (slow to no growth, rising age of average customer, etc.). It became clear from the similar cases that I found (Harley Davidson, Coach, Old Spice) was that this company was consistent with a brand that had lost relevance. There wasn’t a future in holding onto the past, a vital company had to be able to consistently bring in new consumers.
Additionally, research showed that Fast Fashion was on its way out. The prime target was 18-35 year-olds, and despite the assertion that they may not care about quality I believe that the opposite is true. They care very much about quality, its just that their definition of quality had changed. Nielsen found that 73% of millennial aged (25-43) consumers and 66% of total consumers were willing to pay extra for sustainability. I believe that “quality” today really means “sustainability” and refers not just to how long-lasting a given product was, buy how responsibly and ethically something is produced.
WILD Yonder was built upon "Americanness" and a nebulous concept like “quality”. It occurred to me that Patriotism had become a polarized concept. So much of the old-fashioned idea of quality hinged on the idea of American Exceptionalism. The idea that we can build the best, most lasting things that may someday become obsolete, but will never stop working. In doing some primary research with people 20-35 I developed the following insight -
Young people are not proud of America
I don’t think it is possible to remove America from Wild Yonder, so the only option for Wild Yonder to remain relevant is to build the kind of company that American youth could be proud of.
Strategic Approach - In order for a brand that is predicated on American values to regain relevancy it must prove that it is willing to do the right thing as 18-35 year-old Americans see it. Wild yonder has built a brand based on sustainability and durable apparel. Wild yonder seeks to do more than they’ve already done, expressing bi-partisan values that anyone can get behind. Our past is important, but the values that we will represent in the present and future are what Wild yonder is all about. Wild yonder has been doing things the right way for many years, now it’s time to express the growing ethics of the brand in the modern age.
SHORT VERSION
Revitalizing what it means to wear an American brand
The Task - Make a flagging, Made-in-America clothing brand relevant to a younger audience in order to raise sales and pave the way for the future.
The Audience - Young, politically engaged millennial who have become disillusioned with American values.
The Insight - Young people are not currently proud of America.
The Strategy - Build the American company that young people can believe in, embodying the social and ethical standards that young people feel existing companies have abandoned.
