Problem
Canada Goose is an established global outdoors brand with a growing presence in APAC, where they’re perceived as more of a lifestyle brand than in North America.
They’ve maintained a startup mentality, but the rapidly transforming retail space means they haven’t been able to scale the level of community their brand story strives toward.
Approach
Operating in parallel streams with MullenLowe offices in North America, we worked with the Canada Goose brand team to better understand the employee and customer experience across key markets, thinking about what “Canadian Warmth” means in the context of China, Hong Kong, and Taiwan.
Our process included employee interviews, maturity modelling, journey mapping workshops, and service safaris at Canada Goose stores. The outputs from these were then used to develop a distinct APAC customer-centric strategy based around the cultural nuances and behaviours identified in our research.
Impact
The key shift for Canada Goose was around empowering employees to deliver an exceptional experience – understanding their needs and elevating the customer journey to all roles across the business.
We augmented this with personalisation and 1-1 communications across the digital and retail experience, connecting data and tech stacks to enable meaningful relationships with customers and deliver on their customer-centric goals.
