Marketing
20 March 2023
Catalog to click: Lands' End prioritizes marketplaces, data
Digital commerce drives 90% of the apparel brand's revenue.
Photo by Markus Spiske on Unsplash
Digital commerce drives 90% of the apparel brand's revenue.
Under a recently-hired CEO, Lands’ End is set to rally around initiatives that optimize digital sales, and use data to reach customers across categories.
“It's worth noting that while we seek to meet customers where they are, over 90% of our revenue comes from a click,” CEO Andrew McLean, a former American Eagle executive who joined the brand in September, told analysts on the company’s recent earnings call. “So, we will continue to emphasize digital channels for serving existing and new customers. At Lands' End, we're customer-obsessed. The key to executing this product strategy is making sure we reach our customers in the right cadence with the right products at the right time, helping them to build their basket across categories.”
With an assortment that stretches across apparel, outerwear, swimwear and home goods, Lands’ End has a history of mail-order shopping and direct engagement with its customers through its famed catalogs. In an era of digitally-enabled commerce, this strategy is evolving with the goal of reaching customers who are shopping in multiple channels, and introducing new ways of harnessing proprietary data to understand how to reach them.
“Our focus will be on deepening relationships with existing customers while simultaneously bringing in new customers to the brand,” McLean said. “This will involve qualitative and quantitative assessments that are just kicking off, which will provide us with an even better understanding of our customers, including how they view our brands, what other products and product adjacencies they may be looking for, and how we can best engage with them.”
When it comes to channel expansion, one area of particular interest is third-party marketplaces. As Retail Dive pointed out, sales through online channels at other retailers are a bright spot for the brand.
In the fourth quarter of 2022, third-party revenue increased 8%, far outpacing an overall decline in ecommerce revenue of 6%. The growth on marketplaces was driven in particular by fleece and outerwear sales at Kohl’s. The company also sells through Walmart, Target and Amazon. In the second quarter of this year, it plans to add a presence on Macy’s recently-launched third-party marketplace.
McLean said these marketplaces represent an opportunity to pick up new customers, which it has been acquiring at rates in the “low-teens.”
“I think there's opportunity to continue to grow that and refine that with the data we're bringing to bear,” McLean said.
With that data, Lands End is seeing opportunities to market additional products to a customer who enters the business through a discrete category. For instance, a customer may seek out the brand for swimwear, but can be engaged with additional products like hats, slides and swim dresses. Using data, Lands’ end can understand patterns, and apply tools to put these products in front of the right customer through marketing.
“We moved in the fourth quarter to an AI-integrated system for email, and within that system, we're able to look at these customer cohorts and look at the behaviors that they exhibit…more specifically,” McLean said. “So, we're guessing less and being more specific and accurate and thoughtful going forward.”
Campbell Soup Company CEO Mark Clouse offered thoughts on messaging amid inflationary shifts in consumer behavior.
After months of elevated inflation and interest rate hikes that have the potential to cool demand, consumers are showing more signs of shifting behavior.
It’s showing up in retail sales data, but there’s also evidence in the observations of the brands responsible for grocery store staples.
The latest example came this week from Campbell Soup Company. CEO Mark Clouse told analysts that the consumer continues to be “resilient” despite continued price increases on food, but found that “consumers are beginning to feel that pressure” as time goes on.
This shows up in the categories they are buying. Overall, Clouse said Campbell sees a shift toward shelf-stable items, and away from more expensive prepared foods.
There is also change in when they make purchases. People are buying more at the beginning of the month. That’s because they are stretching paychecks as long as possible.
These shifts change how the company is communicating with consumers.
Clouse said the changes in behavior are an opportunity to “focus on value within our messaging without necessarily having to chase pricing all the way down.”
“No question that it's important that we protect affordability and that we make that relevant in the categories that we're in," Clouse said. "But I also think there's a lot of ways to frame value in different ways, right?”
A meal cooked with condensed soup may be cheaper than picking up a frozen item or ordering out. Consumers just need a reminder. Even within Campbell’s own portfolio, the company can elevate brands that have more value now, even if they may not always get the limelight.
The open question is whether the shift in behavior will begin to show up in the results of the companies that have raised prices. Campbell’s overall net sales grew 5% for the quarter ended April 30, while gross profit margins held steady around 30%. But the category-level results were more uneven. U.S. soup sales declined 11%, though the company said that was owed to comparisons with the quarter when supply chains reopened a year ago and expressed confidence that the category is seeing a longer-term resurgence as more people cook at home following the pandemic. Snacks, which includes Goldfish and Pepperidge Farm, were up 12% And while net sales increased overall, the amount of products people are buying is declining. Volumes were down 7%.
These are trends happening across the grocery store. Campbell is continuing to compete. It is leading with iconic brands, and a host of different ways to consume them. It is following that up with innovation that makes the products stand out. Then, it is driving home messaging that shows consumers how to fit the products into their lives, and even their tightening spending plans.
Campbell Soup is more than 150 years old, and has seen plenty of difficult economic environments. It is also a different business today, and will continue to evolve. At the end of the day, continued execution is what’s required.
“If it's good food, people are going to buy it, especially if it's a great value,” Clouse said.