Bassike

THE APPROACH

How the engagement was structured.

Acquisition was rebuilt around creative velocity. Paid social and paid search were structured so the assets, not the targeting, did the heavy lifting, with a refresh cadence aligned to seasonal collection drops rather than calendar quarters. Hook rates and hold rates became the daily measure of what was working. Bottom-funnel efficiency was protected by tight prospecting-to-retention ratios, while top-of-funnel was given room to breathe for new-customer volume.

Collection launches became the strategic spine of the programme. Each drop, winter creative, resort, the pre-collection runs, was planned in concert with the in-house team weeks ahead, with creative assets, channel mix, and budget shape agreed before the first dollar moved. Quick-turn creative refreshes were used between launches to keep momentum without diluting the editorial language the brand had built over a decade. International redirect logic and storefront discipline kept the experience consistent across markets without splintering the media plan.

Retention ran in parallel rather than downstream. Lifecycle was segmented by purchase recency, category affinity, and price-point behaviour, with second-purchase windows treated as a paid-acquisition outcome rather than an email metric. Half-year strategy cycles kept the loop tight: every quarter rolled into a forecast and budget review where acquisition cost, repeat rate, and contribution margin were read together. The cadence meant the brand could move on creative and spend decisions in days, not weeks.