Situation
Heritage brand. Modern category dynamics.
Gordini, founded in 1956, had decades of brand equity in outdoor accessories — but a digital presence that didn’t reflect it. DTC was a small fraction of revenue. The category was rapidly shifting toward direct online relationships, and the brand’s visual identity hadn’t kept pace with where the market was going.
The opportunity was real: strong heritage, loyal wholesale relationships, and a product that performed. The gap was digital — identity, infrastructure, and acquisition.
Strategy
One brain, integrated execution.
Partnered with Libre Design on the full rebrand and digital experience build. The strategic insight was straightforward: Gordini’s equity was in craft and heritage, not technical specs. The rebrand leaned into that — warm, considered, built on decades of outdoor culture rather than gear-review performance claims.
Then ran the growth programs in tight coordination with the new identity:
Paid media. Prospecting and retargeting built around the new creative — letting the brand work do the conversion work rather than overriding it with discount-first messaging.
SEO. Category content built for outdoor enthusiasts searching for gloves, accessories, and winter gear — traffic with genuine purchase intent.
Email. Post-purchase and lifecycle sequences that extended the brand relationship beyond the transaction. Repeat purchase rate was a primary metric alongside new customer acquisition.
Content and social. Seasonal editorial content that kept the brand present in the consideration set year-round, not just at peak winter.
All five channels ran from a single strategic brief. Creative was consistent. Measurement was integrated. The brand and the performance programs told the same story.
Outcome
512% year-over-year revenue growth in DTC.
The brand re-established itself as a credible direct presence. The marketing engine was sized to keep growing it — not a one-season campaign but a durable acquisition and retention infrastructure.
The rebrand created the conditions. The integrated programs built the revenue.
