Want FREE Templates on Digital Transformation? Download our FREE compilation of 50+ slides. This is an exclusive promotion being run on LinkedIn.







Flevy Management Insights Case Study
Direct-to-Consumer Brand Positioning in the Sustainable Apparel Niche


There are countless scenarios that require Positioning. Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Positioning to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

Reading time: 9 minutes

Consider this scenario: The company, a direct-to-consumer sustainable apparel brand, is struggling to differentiate itself in a crowded market.

Despite an ethical supply chain and a commitment to sustainability, their messaging is not resonating with their target audience, leading to stagnant sales growth and customer retention issues. The organization aims to refine its Positioning strategy to better connect with consumers and capture market share.



In light of the recent stagnation in sales growth and customer engagement, it appears the organization may be facing a misalignment between its brand values and consumer perception. Additionally, the competitive landscape could be diluting the organization's unique value proposition. Finally, there may be a gap in understanding the target audience's evolving preferences, which impacts the effectiveness of the current Positioning strategy.

Strategic Analysis and Execution Methodology

The complex challenge of refining Positioning can be approached through a robust 5-phase consulting methodology. This process enhances clarity, market alignment, and strategic messaging, ultimately leading to a stronger brand presence and customer loyalty.

  1. Market and Internal Alignment Assessment: This phase involves an in-depth analysis of current market trends, competitive landscape, and internal brand alignment. Key activities include stakeholder interviews, consumer sentiment analysis, and brand audit exercises. Potential insights might reveal disconnects between brand identity and consumer expectations, while common challenges include resistance to change and data silos.
  2. Consumer Segmentation and Insights: Here, the organization will segment the target market to understand varying consumer behaviors and preferences. Key analyses include demographic, psychographic, and behavioral segmentation. Insights will inform tailored messaging, though challenges often arise from incomplete or inaccurate data sets.
  3. Value Proposition Refinement: Based on consumer insights, this phase focuses on sharpening the unique value proposition. Activities include workshops to redefine brand pillars and message testing with focus groups. Insights will revolve around the most compelling brand aspects, while challenges may stem from internal alignment on the refined proposition.
  4. Strategic Messaging and Content Development: In this phase, the refined value proposition is translated into strategic messaging and content. Key activities include the creation of a messaging framework and content calendar. Potential insights include the identification of the most effective channels and content types, with challenges often related to content scalability and consistency.
  5. Implementation and Continuous Improvement: The final phase involves rolling out the new positioning strategy across all consumer touchpoints. Key activities include training for internal teams and monitoring feedback mechanisms. Continuous improvement is critical, with challenges often linked to adapting to ongoing market changes and measuring impact.

Learn more about Continuous Improvement Value Proposition Customer Loyalty

For effective implementation, take a look at these Positioning best practices:

Market Analysis and Competitive Positioning Assessment (45-slide PowerPoint deck)
Product Lifecycle (34-slide PowerPoint deck)
Ultimate Go-to-Market Strategy Guide (29-slide PowerPoint deck and supporting Word)
Strategic Marketing and Sales Planning (160-slide PowerPoint deck)
Competitive Analysis (40-slide PowerPoint deck)
View additional Positioning best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Positioning Implementation Challenges & Considerations

Executives may question the scalability of personalized messaging and content development. A modular content strategy enables scalability while maintaining personalization, leveraging technology to adapt core messages for different segments and channels.

Another consideration is the integration of the new Positioning strategy across diverse platforms and international markets. The approach must ensure brand consistency while allowing for local adaptations, a balance achieved through clear guidelines and cross-functional collaboration.

Concerns about measuring the impact of the new Positioning strategy are valid. A robust analytics framework, combined with qualitative feedback loops, will be crucial in assessing performance and guiding iterative improvements.

Upon successful implementation, the organization can expect to see a 20-30% increase in customer engagement metrics, a 10-15% rise in customer retention rates, and a more distinct brand presence in the sustainable apparel space. Potential implementation challenges include aligning cross-departmental efforts and ensuring consistency in the brand messaging across all consumer touchpoints.

Learn more about Customer Retention

Positioning KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Efficiency is doing better what is already being done.
     – Peter Drucker

  • Brand Awareness Metrics: Measures the recognition of the brand among the target audience pre- and post-repositioning.
  • Engagement Rates: Tracks interactions across digital platforms to gauge the effectiveness of new messaging.
  • Customer Retention Rate: Monitors changes in repeat purchase behavior as a direct result of the new Positioning efforts.

These KPIs provide insights into the immediate effects of the new Positioning strategy on consumer behavior and brand perception, guiding further strategic decisions.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Implementation Insights

Through the implementation process, it became evident that consistent messaging across all channels significantly enhanced brand recall. A study by McKinsey & Company found that omni-channel consistency can improve customer satisfaction by 33% and lower cost to serve by 25-35%.

Another insight was the importance of employee buy-in for effective Positioning. When employees understand and embrace the brand's values, they become powerful brand ambassadors. Accenture reports that companies with highly engaged workforces are 21% more profitable.

Finally, the data-driven approach to consumer segmentation allowed for more targeted and effective marketing strategies, increasing ROI on marketing spend. According to Forrester, businesses that leverage customer behavioral insights outperform peers by 85% in sales growth.

Learn more about Customer Satisfaction

Positioning Deliverables

  • Positioning Strategy Report (PPT)
  • Brand Messaging Framework (PDF)
  • Consumer Segmentation Analysis (Excel)
  • Content Calendar and Guidelines (Excel)
  • Implementation Roadmap (MS Word)

Explore more Positioning deliverables

Positioning Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Positioning. These resources below were developed by management consulting firms and Positioning subject matter experts.

Positioning Case Studies

One notable case study involves a global retail brand that redefined its Positioning to emphasize its sustainability efforts. The result was a 40% increase in brand advocacy and a 15% increase in market share within two years.

Another case involves a tech company that aligned its Positioning with customer success stories. This strategy led to a 25% improvement in customer retention and a 50% increase in referral rates.

Explore additional related case studies

Integrating Sustainability into Brand Positioning

As consumers increasingly favor brands with sustainable practices, integrating sustainability into brand positioning is no longer optional but a necessity. The challenge lies in authentically embedding sustainability into the brand's core message, rather than treating it as a marketing afterthought. According to a Nielsen report, 66% of global consumers are willing to pay more for sustainable goods, emphasizing the economic benefit of this approach.

To effectively integrate sustainability, organizations must first ensure that their internal operations and supply chain practices align with the sustainable ethos they promote externally. This requires a comprehensive audit of existing practices and a transparent communication strategy that articulates the brand's commitment to sustainability. The organization must be prepared to invest in sustainable practices and communicate these efforts through storytelling that resonates with the target audience.

Secondly, the organization should consider third-party certifications or partnerships with environmental organizations to validate its sustainability claims. This helps in building trust with consumers and differentiating the brand from competitors. Implementation of these strategies requires careful planning and may involve overhauling procurement processes, re-evaluating product lines, and training employees to become advocates for the brand's sustainability mission.

Learn more about Supply Chain

Personalization vs. Scalability in Marketing

With the rise of big data and advanced analytics, personalization in marketing has become more achievable than ever before. However, executives often grapple with the balance between personalized customer experiences and the scalability of such efforts. A survey by Epsilon indicated that 80% of consumers are more likely to make a purchase from a brand that provides personalized experiences. Yet, the challenge is in automating personalization without losing the human touch.

To address this, organizations should invest in marketing technology platforms that leverage AI and machine learning to deliver personalized content at scale. These tools can analyze customer data to predict preferences and tailor messages accordingly. However, it is critical to maintain a level of human oversight to ensure that personalization efforts remain relevant and respectful of consumer privacy.

Moreover, scalability can be achieved by creating a modular content library that allows for the customization of messages to different segments without starting from scratch each time. This approach requires an initial investment in content strategy and technology but pays dividends in the long term by enabling rapid scaling of personalized marketing campaigns.

Learn more about Customer Experience Machine Learning Big Data

Measuring the ROI of Positioning Initiatives

Executives often face the challenge of quantifying the return on investment (ROI) of positioning initiatives. This is particularly challenging because brand positioning impacts long-term brand equity and customer loyalty, which are not always immediately measurable. Bain & Company highlights that brands with superior brand positioning can achieve up to 13 times revenue growth compared to their counterparts with inferior positioning.

Measuring ROI involves tracking a combination of short-term and long-term metrics. Short-term indicators might include campaign engagement rates, website traffic, and conversion rates. Long-term metrics could involve brand awareness, brand equity scores, and customer lifetime value. It's essential to establish a baseline before the implementation of positioning changes and to monitor these KPIs regularly to assess progress.

For a more nuanced understanding of ROI, organizations should also look at qualitative feedback from customers and employees. This qualitative data can provide insights into the emotional impact of the brand positioning and how well it resonates with stakeholders. Coupling quantitative data with qualitative insights gives a more holistic view of the effectiveness of positioning initiatives.

Learn more about Return on Investment Revenue Growth

Aligning Cross-Functional Teams Around New Positioning

Repositioning a brand requires a unified effort across the entire organization, yet aligning cross-functional teams around a new positioning strategy is a common challenge. A study by McKinsey & Company shows that companies with aligned senior management teams are 1.9 times more likely to have above-median growth rates. Alignment ensures that every department, from marketing to customer service to product development, reinforces the new brand message consistently.

To achieve this, executive leadership must clearly communicate the vision and objectives of the new positioning to all departments. This may involve workshops, training sessions, and the development of internal communication materials that explain the rationale behind the repositioning and how it affects each team's work. Encouraging cross-departmental collaboration and feedback is also crucial for fostering buy-in and a sense of ownership over the new brand direction.

Additionally, executives should establish interdepartmental committees or task forces to oversee the implementation of the positioning strategy. These groups can ensure that all teams are moving in unison and can quickly address any misalignments or challenges that arise. Regular check-ins and progress reports keep the momentum going and maintain focus on the strategic objectives.

Learn more about Customer Service Progress Report Leadership

Additional Resources Relevant to Positioning

Here are additional best practices relevant to Positioning from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Increased customer engagement metrics by 25% post-repositioning, indicating a stronger connection with the target audience.
  • Improved brand recall across all channels, leading to a 15% rise in brand awareness metrics post-implementation.
  • Enhanced customer retention rates by 12% through the new Positioning efforts, reflecting improved loyalty and repeat purchase behavior.
  • Successfully integrated sustainability into brand messaging, resulting in a 30% increase in consumer willingness to pay for sustainable goods.
  • Challenges in aligning cross-functional teams around the new Positioning strategy led to delays in implementation and inconsistencies in brand messaging.

The initiative has yielded positive outcomes, particularly in terms of increased customer engagement, brand awareness, and customer retention. The integration of sustainability into the brand's core message has also shown promising results, aligning with the evolving consumer preferences for sustainable goods. However, the challenges in aligning cross-functional teams have hindered the seamless execution of the new strategy, leading to inconsistencies in brand messaging across touchpoints. This has potentially diluted the impact of the repositioning efforts and highlights the need for more robust cross-departmental alignment.

The successful integration of sustainability into the brand's core message and the subsequent increase in consumer willingness to pay for sustainable goods demonstrate the effectiveness of the new Positioning strategy. However, the challenges in aligning cross-functional teams around the new strategy have led to delays in implementation and inconsistencies in brand messaging. To enhance the outcomes, the organization should consider establishing clear communication channels and fostering a culture of collaboration to ensure consistent brand messaging and seamless execution across all touchpoints.

Moving forward, it is recommended that the organization conducts a comprehensive review of its internal communication and collaboration processes to address the challenges in aligning cross-functional teams. This may involve the establishment of interdepartmental committees or task forces to oversee the implementation of the positioning strategy, as well as regular check-ins and progress reports to maintain focus on the strategic objectives. Additionally, investing in training and workshops to ensure employee buy-in and understanding of the brand's values can further strengthen the execution of the new Positioning strategy.

Source: Direct-to-Consumer Brand Positioning in the Sustainable Apparel Niche, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S, Balanced Scorecard, Disruptive Innovation, BCG Curve, and many more.