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Behavioural Design for LS&Co.

context:

At Levi Strauss & Co., the store where I was Product Knowledge Manager was consistently missing its sales targets by 10%. Nobody likes seeing those numbers, and the team were feeling a bit deflated. We needed a way to boost engagement and revitalize their passion for our brand and product.

tags:

tags:

HERITAGE BRAND SYSTEM

HERITAGE BRAND SYSTEM

DENIM ON DENIM

DENIM ON DENIM

RETAIL MANAGEMENT

RETAIL MANAGEMENT

BEHAVIOURAL DESIGN

BEHAVIOURAL DESIGN

Situation:

A persistent 10% performance gap pointed to a familiar problem: the team didn’t feel connected enough to sell with confidence.

The problem wasn't consumer demand. It was employee fatigue. My team was expected to sell an evolving product line within rigid brand guidelines, but lacked fresh, engaging tools to help them reconnect with the product story, and confidently communicate value on the floor.

Problem:

Retail team struggled to maintain enthusiasm, clarity, and consistency when presenting Levi’s products to customers.

Key challenges included:

  • Decreased engagement with internal brand materials

  • Over-reliance on memorized talking points

  • Difficulty differentiating products beyond price and fit

  • Inconsistent storytelling across locations

  • Limited emotional connection to new initiatives

Without renewed internal interest, sales conversations became transactional,
reducing both confidence and conversion.

Levi’s could never need reinvention.
The team needed reactivation.

Solution:

A strategy focused on learning through engagement, not instruction.

A strategy focused on learning through engagement, not instruction.

A strategy focused on learning through engagement, not instruction.

We developed an internal-facing campaign designed to re-energize teams and sharpen product communication.

The goal was for internal messaging to feel:

  • More human

  • More relevant

  • Easier to recall

  • More motivating to share

Campaign assets were designed specifically for retail environments — where speed, clarity, and memorability matter most.

Rather than introducing new rules, the system reinforced what already existed — but made it feel fresh, current, and worth paying attention to.

Rationale:

Easy & Digestible Product Knowledge

Easy & Digestible Product Knowledge

Easy & Digestible Product Knowledge

My team consisted primarily of young adults aged 16-22, this information was crucial in crafting a solution that they could connect to.

We crafted the content to:

  • Be fun, but on brand: Solidifying the idea that LS&Co. is a great brand, and instilling pride in the team for their employment there.

  • Educate, but feel like entertainment: Targeting employees within the "age of social media," using short form videos and eye-catching text posts.

  • Take advantage of incidental learning: Strategically placed posters in the fitting rooms and in the break room, helping the team learn without knowing it.

Through these explorations, we were able to bring some amusement back into our store.

Outcome:

Sales were up 12%, and morale was higher than ever.

Sales were up 12%, and morale was higher than ever.

Sales were up 12%, and morale was higher than ever.

By prioritizing internal clarity and motivation, our store reinforced the foundation that drives retail performance: confident, informed teams.

Building brands that feel inevitable.

Brand strategy & systems for companies that want to grow without losing themselves.

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Brand strategy & systems for companies that want to grow without losing themselves.

Get aligned

Building brands that feel inevitable.

Brand strategy & systems for companies that want to grow without losing themselves.

Get aligned