Insight & strategy having a bit more knowledge. People can have conversations about insight now as we have taken the time to do something thoroughly and well. Sometimes, we have to remind ourselves how lucky we are to be starting a department from scratch, as you can design it how you want. Once the work on brand definition which is being done in partnership with cultural insight agency Sign Salad (see panel, Rebelliousness rebooted) is complete, the focus will be on segmenting the companys customers and distribution channels. The hope is for the business to use this segmentation as a springboard to be bolder for example, ensuring stores are able to meet customer expectations. Shifting direction Dr Martens also works with several external insights and research agencies, including with its panel provider Toluna on a quarterly survey, with Select Statistics on consumer segmentation, and with UM on marketing. In addition, the team runs a lot of one-off projects with agencies. The company is working with Simon-Kucher & Partners on pricing, featuring a survey and qualitative focus groups to understand consumer opinions on value for money and price limitations. Savanta, meanwhile, is working on a project looking at the brands in-store experience, which has led to alterations to how products are showcased on the high street. The research focused on Dr Martens stores in Japan, the UK and the US using a mix of conscious and non-conscious techniques including observation and exit surveys. Cultural consultancy Loud has worked with Dr Martens on a project around cultural consciousness, and studied the growth paradox, whereby companies try to retain their original values as they widen their appeal. This resulted in a boot room being built within Dr Martens flagship store in Camden, London, which produces experiences, videos and audio to engage a range of local and global communities, and to feed into Dr Martens campaigns. There is also the ongoing project with Sign Salad, to evolve the companys branding and rebellious image (see panel). Faure says there is pressure on the company from its traditional fanbase particularly with such a distinctive product and the desire to keep the brand moving forwards into the future. It is a challenge, in that people are so passionate about this brand, internally and externally, she says. Theres a lot of pressure to not mess with the gem. Equally, it is really important that we make sure the brand is still standing for what it stood for, but in a way that is relevant and meaningful in todays climate. It is trying to bring the magic of the past into something thats meaningful today. The decline in music subcultures poses both a threat and an opportunity. Whereas Dr Martens was once and still is beloved of alternative music scenes, 36