h we needed to operate shifted at a rate we have never experienced. The way in which we communicated with our consumers and the messages that we sent them shifted daily. Previously we set a clear comms plan for the season and navigate change ever so slightly. Over the last 12 months we were discussing changes daily and producing content from our houses to ensure that we were still reaching our consumers with emotionally relevant content.  Further to communicating with consumers we needed to and work closer than ever with all our factory partners, ensuring that we were doing the right thing by both our businesses. It’s great to feel at the end of this 12 months that we have never been so engaged with our consumers and never so close to our factory partners. Looking at the wholesale side of the business, what was your relationship with retailers like as they dealt with store closures and strong ecommerce demand?  The partnerships with our key wholesale partners were just that: a partnership. They have never needed to be stronger. We work very closely with our customers in partnership because we don’t win unless they do. Navigating stock movements, delivery cancellations and then with all the port challenges delays has made open communication and collaboration key to the success. Given we operate our own retail business we could completely relate to the challenges that were being faced and that allowed us to be so open to navigating the ever moving terrain together. In terms of changing consumers’ perception of the brand, which marketing, advertising or customer service tactics have been the most successful? Over 18 months ago, Hush Puppies globally executed a new brand design – we took this brand design and ensured that we overlaid it into everything that we did. This brand design gave us a clear tone of voice and while we already had this based on the way in which culture within the brand has been built, this design gave a clear framework to work within, ensuring that we were clearly speaking the language of our consumer. From here it has been much easier to execute marketing campaigns and create content, after all we are a brand that thrives on optimism so brand messaging to the consumer is fun, light and sometimes a little tongue in cheek! But like most brands today social media marketing and search engine marketing have been incredibly successful in ensuring reach. What are your top priorities for the business in the next 12 months?  We have big goals in the social responsibility space and we intend to keep learning and pushing those boundaries over the next 12 months. New product launches based on the lessons of the past 12 months and how our consumers have reprioritised their life values. Our internal team has done an incredible job in lockdown, innovating and reimagining what things can look like, so I’m so excited to see these launch in the market and then learn from their performance. And, furthering digital acceleration into new features and integrations  – not only for our own online store but for marketplaces. What’s the outlook for the Australian retail market in 2021?   2021 is going to be an interesting and challenging time for the Australian retail market. No doubt, we will see some brands depart from the space, but the brands that I feel will excel are the ones with strong brand stories to engage loyal consumers and innovate, not just through product and marketing, but through every length of the value chain and those that accelerate their growth and learnings in the digital arena. This article was originally published in the Australian Retail Outlook for 2021. To download the report, click here.