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Consumers buy clothing based on two premises, says McDonald, who closely tracks customer motivations. They buy a garment because it is well made, fits comfortably, and is functional. But they also base purchasing decisions on an emotional connection, a choice that goes far beyond how something is manufactured. “The North Face brand, for instance, makes a statement,” McDonald says. “It says outdoor adventure. People might wear it to walk across a college campus or to climb a mountain.”
 In launching its aggressive acquisition of niche
brands, VF was banking on this emotional
connection. And it grounded its purchase
decisions in a thorough analysis of consumer behavior: What
are customers looking for? What do they expect? Who are
the people who have an interest in the brand? Does VF’s
product mix answer what customers want? Who are the
core customers for VF brands? Where do the customers
shop? What brands demonstrate customer loyalty?
McDonald dubs this process the science of his industry.
Whereas many apparel companies emphasize the art, they
may lack the thorough, scientific approach that has helped VF
rise above its competition, says the man responsible
for VF’s rise to the top. But McDonald himself
accepts none of those accolades.
“I learned early
on that there is a lot that I don’t know and won’t
know,” he says. “It takes a team of people who are
not patting you on the back but rather challenging
you to succeed.”
At VF, he’s assembled such a team with members who differ
not only from their leader but also from each other. This
diversity is an important part of the success of any organization,
says McDonald.
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