Schöffel Country
Driving profitable growth for Schöffel Country
Schöffel was founded in 1804 in Bavaria and has built a global reputation for technical outdoor clothing and quality craftsmanship. In the early 1990s, the Schöffel Country brand was developed specifically for the British fieldsports market, combining German technical expertise with a deep understanding of the UK countryside lifestyle.Today, Schöffel Country sits within the premium British countrywear and outdoor lifestyle space. Core categories include fleeces, gilets and outerwear - key drivers of both customer acquisition and overall revenue.
We manage paid media across Meta, Google and Bing, with a strategy focused on profitable new customer growth and long-term commercial stability.
The challenge
Schöffel Country had clear ambitions to scale online acquisition, but the business needed a more commercially accurate way to evaluate paid media performance.Historically, activity had been assessed against static CAC targets. While CAC provided a simple benchmark, it did not reflect the realities of a seasonal business where AOV shifts throughout the year, return rates fluctuate, and margin moves based on COGS and product mix.
This made it difficult to assess performance in context. The same CAC could represent very different levels of profitability depending on the trading period or category focus.
As a result, there was limited visibility into how paid media was contributing to overall business performance, and less clarity around when to scale investment versus when to protect margin.
The objectives
Our work centred on building a framework that connected acquisition activity directly to commercial outcomes, while supporting long-term growth.
The core objectives were to:
Achieve a 10% New Customer Profit %, creating a clear profitability benchmark for acquisition
Strengthen and scale brand awareness in the UK
Improve new customer acquisition through more prospective, full-funnel investment
Increase creative performance across audiences and funnel stages
The approach
Shifting from CAC to Profit Per New Customer
The most significant strategic shift was moving away from static CAC targets and introducing Profit Per New Customer as a core measure of success.We built a bespoke profitability framework combining CAC, AOV, COGS, return rates and profit per new customer. This allowed us to evaluate media performance alongside the commercial drivers that determine margin.
Instead of reacting to CAC in isolation, budgets were adjusted based on projected profit contribution and seasonal trading conditions. This provided a clearer basis for scaling in high-opportunity periods and managing spend in lower-margin months.
Structuring channels around demand creation and capture
Each channel was aligned to a defined role within the acquisition strategy.
Meta was positioned as the primary driver of first touchpoints and new customer acquisition. Investment increased in awareness and upper-funnel activity to expand reach and support incremental growth.
Google and Bing focused on capturing and converting demand, with priority given to higher-AOV and hero product categories such as fleeces and outerwear. This ensured intent-led traffic translated into commercially meaningful revenue.
Together, this created a clearer balance between demand generation and demand capture.
Restructuring Performance Max
To improve incrementality and support profitability targets, Performance Max was restructured to exclude branded demand and prioritise higher-margin products.
This directed spend toward commercially stronger categories and contributed to an uplift in new customer quality, including a 6% increase in New Customer AOV.
Using data to manage diminishing returns
We analysed three years of daily performance data, plotting spend against revenue to model marginal returns.
This enabled us to forecast expected revenue at higher spend levels and estimate incremental performance before increasing budgets. Scaling decisions were based on projected contribution rather than short-term ROAS fluctuations.
Aligning creative to funnel stage and audience
Creative recommendations focused on improving relevance across the funnel.
Upper-funnel messaging highlighted brand heritage and values. Mid-funnel creative focused on product construction and quality. Lower-funnel assets addressed practical considerations such as returns policies and payment options.
We also encouraged differentiation between customer profiles, for example, heritage-led country customers versus more functional commuter audiences, improving relevance and reducing fatigue across campaigns.
The results
By shifting the core success metric from CAC to Profit Per New Customer and restructuring channel investment, paid media performance became more closely aligned with commercial outcomes.
The strategy supported stronger incremental growth, improved acquisition quality and clearer investment decision-making across seasonal trading cycles.- 15%YoY revenue growth
- 12%YoY revenue growth across EU markets
- 32%Meta revenue growth (GA)
- 6%Increase in New Customer AOV
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