JUSTIN EDWARDS
NIKE DTC : 2020 BRAND PLAN
OVERVIEW
Nike identified four Direct To Consumer channels that were key to realizing brand and business potential over the course of the next 3 years (2017-2020).
A consistent strategic message and vision to scale and unify Nike’s DTC (Nike.com, Flagship, Partner, Factory) channels was needed in order to put the customer’s needs first and reach that potential.
A consistent strategic message and vision to scale and unify Nike’s DTC (Nike.com, Flagship, Partner, Factory) channels was needed in order to put the customer’s needs first and reach that potential.
BRIEF
1. Inform strategic and financial plans from 2017 through 2020 for Nike
2. Clearly articulate “who we are” and “what we believe”
3. Create a sound strategic framework to drive distinction and positive disruption in the marketplace and within our own “go to member” process and consumer engagement plans (for consumers, for our brand, for the business)
4. Rally the extended team and unify our collective efforts with focus and purpose (including senior leadership, other key functions and the extended DTC team)
2. Clearly articulate “who we are” and “what we believe”
3. Create a sound strategic framework to drive distinction and positive disruption in the marketplace and within our own “go to member” process and consumer engagement plans (for consumers, for our brand, for the business)
4. Rally the extended team and unify our collective efforts with focus and purpose (including senior leadership, other key functions and the extended DTC team)
OPPORTUNITY
The DTC Brand Plan will ground us. It will be a northstar, a filter, a focus. In partnership with Nike, we needed to answer fundamental questions in order to define the purpose of the Brand Plan, gather data and compile a proper strategy.
RESEARCH
15 Customer Interviews, 39 Retail Site Visits, 2 Expert Sessions, 20 Retail Experience Case Studies
INSIGHTS
1. When the same sources of inspiration are being used, everything can feel, ‘same old, same old.’
2. Limitless options can be limiting.
3. Proof of participation is a new product.
4. Consumers are empowered to build experiences around their needs.
5. When all points of engagement offer the same experience, consumers feel no need to explore.
2. Limitless options can be limiting.
3. Proof of participation is a new product.
4. Consumers are empowered to build experiences around their needs.
5. When all points of engagement offer the same experience, consumers feel no need to explore.
SOLUTIONS
Insights, research and collaborative workshops with Nike shaped our approach, allowing us to arrive at the breakthrough vision “EVERYDAY VICTORY”. This unified all aspects and each Nike’s four DTC channels needs. I believed it was perfect, but needed buy in from our executive sponsor, Heidi O'Neill, (President of Nike Direct to Consumer) before we could cascade across the Nike organization.
The primary means of communication were executive presentations. Currency at Nike is in a well rehearsed, beautiful presentation.
To get to that point we built a brand and design system for NIKE DTC, which was a new department at Nike.
The primary means of communication were executive presentations. Currency at Nike is in a well rehearsed, beautiful presentation.
To get to that point we built a brand and design system for NIKE DTC, which was a new department at Nike.
EXECUTIVE LEAVE BEHIND
Sample structural designs (above) from printed collateral containing confidential Nike trade data
FIELD RESEARCH WITH NIKE ATHLETES
APP UX WIREFRAMES
INTERNAL EXECUTIVE APP
A mobile app was the perfect delivery mechanism for the DTC Global Brand plan to cascade across the global Nike leadership. It brought to life the imagery, audio and video from across our four city world shoot, representating each DTC. The experience encompassed the full breadth of the Customer, Mission, Vision, Purpose seamlessly through scrolls and swipe interactions.
DTC RETAIL TOOLS
The realization of “EVERYDAY VICTORY,” unified our strategy, but the execution of it depended on the leaders of each DTC touchpoint. To set these teams up with success, we provided a number of customer experience frameworks to aid in mapping and strategy leading up to execution in various retail scenarios and models.
MY ROLE
Creative Director at The Science Project
Customer Experience, Creative & Art Direction, Digital Product Design, Graphic Design
TEAM: Yan Sze Li, Nicole Davis, Gabe Dorosz, Rick Albert, Jeremy Bergstein, Julie Scherr
Customer Experience, Creative & Art Direction, Digital Product Design, Graphic Design
TEAM: Yan Sze Li, Nicole Davis, Gabe Dorosz, Rick Albert, Jeremy Bergstein, Julie Scherr