- 12k
- Consumers surveyed across five European markets, on their last purchase occasion
- 11
- Demand spaces mapped, each sized with its own profile and need set
- 30+
- Functional and emotional needs decoded per occasion
A heritage outdoor, ski and performance footwear and apparel brand
- Sector
- OUTDOOR & PERFORMANCE APPAREL · CONSUMER & BRAND GROWTH STRATEGY
- Capability
- Growth & expansion
- Case study
- Download (PDF)
Challenge
Strong brand love, but boxed in.
The brand was strongly associated with one or two categories, which capped its permission to grow into apparel and everyday occasions. Leadership had no shared, fact-based picture of where future demand sits, by need and occasion rather than by demographics alone. Brand strengths, white space and consumer perception varied sharply from one country to the next. Without a map of the market, investment risked chasing head-on competition instead of the spaces where the brand could win a disproportionate share.
Solution
We built a demand-centric growth model that segments the market by the occasions and needs behind real purchase decisions, not by age or income.
A 12,000-respondent survey across five European markets anchored every answer on the consumer's last real purchase, capturing the person, the occasion, more than 30 functional and emotional needs, the product chosen and the price paid. A statistical engine grouped the market into eleven demand spaces, each with its own size, consumer profile and need set. We scored how well the brand and its rivals fit each space, which exposed where share lagged fit and where the real headroom sits, then ran price sensitivity analysis space by space to read willingness to pay and dependency on discount. The client ended with one map of demand, a clean separation between the spaces it already leads and the white space beside them, and a prioritised roadmap naming the categories, channels, price points and messaging for each focus space, localised market by market.
