How VF Leveraged a White Label Model to Unite Their Brands

January 29, 2018

How VF Leveraged a White Label Model to Unite Their Brands

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Platform fragmentation is a major hurdle for many companies who manage multiple brands. VF Corporation, the parent company of eight brands, including Kipling, Eastpak, Wrangler, and Lee (to name a few­) needed a way to better harmonize brands under one platform. So, they created a white label model to deliver streamlined shopping experiences across multiple platforms and regions.

Marco Lanzi, Sr. eCommerce Project Manager of VF Corporation, presented expert insights on how the company leveraged a white label model to unite their brands. Here’s the story behind how the business found success with their white label model:

VF Corporation is a large company, with 63,000 associates worldwide. And they needed to innovate, flexibly.

With Magento Commerce, VF found what it needed to create a white label model. Magento Commerce had the improved scalability, performance, and flexibility to meet VF’s project requirements. To innovate their eCommerce platforms and remain competitive, VF needed to reduce time to market and improve site speed. And to make this update across their platforms, they needed to create a common platform foundation. VF needed a white label platform from which other brand platforms could be developed and debugged, easier and faster.

“We started to engage with Magento ECG [now Magento Services]. We needed a partner that could support us [and] not to change the platform, but really make the best use out of it.” - Marco Lanzi, Sr. eCommerce Project Manager of VF Corporation

The company started with Kipling as their first project. Once they had created the right platform for Kipling, with all the functionality that they wanted, they could eventually utilize that foundation to build other brand websites, ultimately reducing time to market and total cost of ownership.

VF Corporation brought on the Magento Services team to assist with implementation. Working from a defined roadmap and budget, 40 people, across six counties and five time zones, reached their goal. The site launched in April 2016 and was an immediate success. Crossing the finish line perfectly on budget, the successful results added to the team’s excitement: Performance conversion rate increased 14 percent and load time decreased 30 percent.

Additionally, the project had set a new standard. Many capabilities were standardized for use across brands, including the backend, checkout, catalog, catalog import/export, infrastructure, customer section, main frontend layouts, major third parties, and integration. The elements that remained site-specific were the skin of the website and addition of specific third parties.

The next step? Use this white label model to develop their next brand redesign: Eastpak. The primary goals were to elevate the platform while onboarding the second brand, keep the brands aligned, and reduce the time and budget to scale the platform quickly.

The second site launch was a great success. Eastpak was launched six months after Kipling and the budget was reduced significantly. With the site upgrade, Eastpak experienced a boost in performance and revenue.

“We proved basically with this product that the white label model was working and was actually bringing a lot of advantages in terms of time to market and cost and efficiency.” - Marco Lanzi, Sr. eCommerce Project Manager of VF Corporation

Two years prior, when VF Corporation started discussing a responsive, digital transformation, they were stumped. While the planning requirements seemed daunting, VF found a helpful solution in Magento Commerce, which enabled the company to centralize tactical measures and glean success from the white label model. Thanks to their digital transformation, they can now generate responsive design across brands, make incremental improvements to Kipling with Eastpak learnings, and take Eastpak migration enhancements back to Kipling. Plus, VF reduced efforts to support the brand redesigns: time to market decreased 40 percent and developer support decreased 30 percent. The company was able to innovate, flexibly.