A Century-Old Kiwi Brand’s Journey from Wholesale Heritage to Digital Triumph

Swanndri, an enduring symbol of New Zealand’s rugged spirit, has stood the test of time for over a century. Renowned for its hardwearing outdoor apparel and deep Kiwi roots, the company’s journey is one marked by innovation, adaptability, and a relentless pursuit of customer connection.

What began as a business rooted in wholesale operations has, transformed into a modern, digitally driven brand — but not without challenge and introspection.

Approximately twelve years ago, recognising the tides of change, Swanndri made a bold strategic leap by deciding to focus more aggressively in its direct-to-consumer (DTC) channel, empowering Swanndri to foster a more meaningful connection with its target audience.

The following account explores Swanndri’s strategic evolution, the obstacles encountered, the turning point in digital transformation, and the remarkable results that followed.

The first phase was to define the future state of Swanndri's direct-to-consumer eCommerce channel.

Greg immersed himself deeply into the Swanndri business. This process was methodical and data-driven:

#1. Greg scrutinised all available consumer behavioural data from the DTC channel, seeking patterns and pain points in how customers engaged with the brand online.

#2. Greg analysed business performance metrics to pinpoint bottlenecks and opportunities. This resulted in recommendations that supported business scale so the business can be ready for an influx of new online sales.

#3. Consumer demand research was conducted, focusing on audiences who needed Swanndri products but had not previously considered the brand — a vital approach for driving the acquisition of new customers.

#4. Key members from across the company, including product designers, support staff, and retail teams, were interviewed to build a holistic picture of the business’s capabilities and culture.

These insights culminated in a sharply defined digital strategy. This new vision outlined what the DTC channel should look like and how it should behave to deliver a new standard of end-to-end digital experiences, for the purpose of meeting the engagement and buying needs of the modern consumer.

Presenting the Vision: Board Engagement and Buy-In

The Board was impressed by the strategic clarity and comprehensiveness of the plan. However, there was a sticking point: the full implementation would take 24 months, a timeline that felt daunting given the Board’s desire for rapid reassurance. Understandably, such a significant commitment of time and resources required more than just optimism — it needed proof.

Short-Term Wins: Building Confidence Through Action

Anticipating this hesitancy, Greg came prepared. He had already identified a cluster of high-impact initiatives within the broader strategy that could be executed quickly on the existing eCommerce technologies to demonstrate immediate results.

This “phase one” aimed to deliver a measurable performance lift, providing the Board with the ROI and confidence needed to greenlight the broader plan.

The Board approved this initial phase, and Greg took a hands-on approach, working with design and development teams to bring the plan to life.