The role of brand strategy can be wildly overstated. But a good brand strategy, one that has genuinely been woven through every facet of an organisation, is invaluable in moments of crisis. As we enter another period of economic uncertainty, every brand will be considering how they deal with the challenges that come with a looming global recession, continued global supply chain issues, recruitment and more. So, how have powerful strategies steered brands through periods of turmoil, and what’s the impact when strategy doesn’t consistently permeate every touchpoint of the business?

At the height of the pandemic you’d be lucky to get a new Peloton Bike+ in under 10 weeks. As gym doors closed and we were forced into our homes, the uptake of Peloton products was extraordinary. Business boomed. In 2020, sales jumped over 170%, the business announced its first ever quarterly profit and the share price was up over 220%.

Sustaining these levels of growth was always going to be challenging, yet when frequently questioned on the reason for their optimism in a post-pandemic world, Peloton leadership would state “this is better equipment, better service, better value and at a better place — home. All in all, Peloton is the better experience — we think that wins long term.”

Fast forward to today, and we’re fresh off the back of Peloton’s fourth round of layoffs this year. This latest round, a further 500 cuts, follows the axing of 800+ in August and 2,800+ in February. All part of Barry McCarthy’s “$800 million restructuring plan”.

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