During my time at Levi’s, we underwent a critical evolution in how we thought about our customer. Instead of talking about “share of closet” (how many pairs of pants does someone own, and how many of them are Levi’s) we began to talk about “share of wallet.” The paradigm shift was recognizing that to engage current and future customers we weren’t just competing with physical purchases, but with all their discretionary spending. Customers today equate going for dinner, or purchasing concert tickets, with a new pair of pants or shoes. We had to reorient our entire marketing engine to make our jeans matter as much as any other spending choice available to our customers.

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