Written by Jim Babb

The basics company Everlane, continues to be a gift that keeps giving. Apart from a new pair of jeans, made possible by Everlane Denim launched earlier this month, they provided a great case study on launching fashion in the digital age.

Everlane stayed true to their values as an environmentally responsible and transparent clothing company (going to great lengths to create the cleanest denim possible) and used customer research to identify and create a product that clearly solves a customer need.

These same customer insights went further and helped them use all of their digital touchpoints in an effective way. Here’s how —

Connect with customers by telling the why behind the product

The launch of #DamnGoodDemin had Everlane fans excited, but also curious to know: why?

To announce the new line, Michael Preysman, Founder & CEO of Everlane wrote a letter explaining the journey it took to make jeans that aligned with their values. The letter was shared via email and social and elicited a great response.


Why did it work?

When it comes to casting, reach isn’t everything

Some familiar faces from my Instagram feed popped up in the campaign using the hashtag #DamnGoodDenim showing how they wore the denim in their day-to-day lives. The “cast” wasn’t made up of traditional models, or even traditional influencers, instead Everlane engaged members of the creative class that have followings of ~20K on Instagram, where they share content that inspires their fans.


Everlane collaborated with their cast in multiple ways. One modeled the denim on the product, some created content for Everlane’s Instagram story, and one even hand painted limited edition boxes for loyal customers. This sort of casting is useful, especially for a platform like Instagram where inspiration, aesthetic and reach is the secret sauce. Leading with personalities whose lives we see and aspire to everyday makes the endorsement a bit more authentic than Jennifer Aniston drinking a Smartwater in a field (which most small product companies can’t afford anyway).

Why did it work?