What we did:
This 100-year-old family-owned business had always thought of itself as a challenger brand, but as it had grown to a $1bn business, it had lost some of its challenger edge.
Creating a future roadmap
In 2008 New Balance were fourth, fifth or sixth (depending on market segmentation) in the footwear and athletic apparel categories. Growth had slowed and some businesses were declining. If they didn’t challenge themselves they were going to be challenged by the market leaders. We worked with New Balance to help them embrace their challenger roots, align the team around a common strategy and create a roadmap for future growth.
On a mission to move
Through the process of our Challenger Lighthouse Identity program we helped the team take a step back, question some basic assumptions of the business, and redefine their strategy around an overall positioning that all of their brands could sit under and use as a directional platform for growth.
We helped New Balance stop thinking about themselves just as a running shoe company, it was now a movement, on a ‘Mission to Move People’ offering footwear, equipment and apparel that moves people – physically, emotionally, spiritually and collectively.
No.1 in running
In the decade that followed, New Balance grew from $1bn to $4.5bn. It also became the no.1 brand in the running category (in multiple markets) and is now in the top three brands in the global sports apparel category.