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After years of focusing on relationships with retailers, leading work wear outfitter Carhartt wanted to get to know its end customers — the workers who wear their gear. The ball was already rolling with a data-rich customer study from 1997. Carhartt wanted to verify the findings and go beyond data points to learn more about Carhartt's role in its customers' lives.
We dug into the data, scrutinized, challenged and validated it, then pushed it as far as it would go. It said a lot about Carhartt's customers, which of them were most ardent and what appealed to them. What they buy and use and what they don't.
We created customer snapshots that brought these men to life. We shared personal and functional details that illustrated their dimensions, made them real, recognizable, and understandable.
But that wasn't enough. We wanted to get closer to Carhartt's core customer; we wanted to get personal — to understand what makes them tick. Not much for chatting about their clothes, these men were a group to be observed. So we went to their homes, peaked in their closets and in their heads. We took notes, took pictures, took inventory.
It told us a lot about how they use their clothes, and more importantly, where Carhartt and work wear fit in that picture. The photographs, journals and candid conversations told a compelling story. We learned that the way these men treat their clothes, how and when they wear them, and even where they keep them are important indicators of Carhartt's brand positioning within the minds of its core customers.
The result: better decisions about the brand, the product offer, and the message. Better alignment. Better business.
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