Haggar Clothing Co., was facing pressure from the competition in its market space. To gain an edge, the company needed to become more customer centric. In the past, decisions were made on gut instinct. Market research and customer insights weren’t a focus. Although they would dip into industry information once a year, the data they received simply wasn’t detailed enough. A further attempt at customer segmentation proved to be too difficult to provide the business with agile insight. The company was looking at a sub-segment of the population that was hard to find and engage, so it made sense to invest in a repeatable customer engagement model for insight.
Haggar launched Haggar Advisors to get direct, agile access to a hard-to-reach audience who have consented to provide ongoing feedback. Having the rich profiles and longitudinal view of members enables comparisons of younger, more trend driven shoppers with Haggar’s core consumer. Feedback from the Advisors is also more thorough and well thought out than the responses the team receives from other sources.
The goal of launching Haggar Advisors was to allow everyone in the company to be as informed, enabled, and empowered as possible so that they could make the best decisions for the company. Haggar Advisors quickly became pervasive in its impact on the business.
They leverage their Advisors to iterate on go-to-market decisions and conduct wear testing of products. Haggar now has more decision-making confidence. New programs are validated by consumers which leads to improved satisfaction, accelerated innovation, increased revenue, and helps the company get buy-in from retail partners.
For the company’s new program coming out later this year, Haggar has received the largest initial order from its retail partners, more than exceeding the potential for the pant it is replacing. Haggar estimates the new pant line could double the revenue performance of their previous best seller.