Outdoor Brands Should Sell to Everyone, Alienate No One

Introduction

What happens when a brand betrays its loyal fans for a new demographic? Spoiler alert: it’s usually a dumpster fire. At The Journey, we’ve seen outdoor brands shoot themselves in the foot and have to work their way back up the mountain, but it’s not a fun journey. Positive brand association is the key to growing your audience without torching your customer loyalty. In this post, we’ll dive into two epic branding blunders—YETI’s 2018 NRA fiasco and Bud Light’s 2023 TikTok get woke go broke adventure—to show what not to do and how to recover. Ready to learn how outdoor brands can sell to everyone without alienating anyone? Let’s hit the trail!

Table of Contents

• The Importance of Brand Association

• Case Study: YETI’s NRA Misstep

• Case Study: Bud Light’s TikTok Fiasco

• Case Study: Nikes Gambit, and How They Hit The Jackpot

• Lessons Learned and Best Practices

• How The Journey Can Help

The Importance of Brand Association

Brand Association is about crafting campaigns that vibe with the right thing and/or person to reach the most amount of people without kicking your loyal customers to the curb. For outdoor brands, this means balancing the needs of more right leaning outdoorsman with those of urban adventurers or eco-conscious campers. Get it wrong, and you’re staring down a barrel of social media backlash, boycotts, and shrinking market share. Get it right, and you’ll grow your customer loyalty while tapping into new markets.

The risks of alienating your core base are real. Nobody wants to see their fans blowing up their gear on social media feeds—trust us, it’s not a good look. But strategic brand strategy through the right Brand Association, lets you expand your demographic expansion without burning bridges. Imagine a gear company known for hunting equipment wanting to reach the hiking crowd. Instead of ditching their roots, they could show how their products work for both, selling targeted products to each audience, keeping everyone happy. Now pair that with influencers that represent each camp to showcase the best of products for their audience and you grow your camp with positive vibes, all the while keeping up sales to your core customers. But be warned, pick the wrong person and you risk destroying the credibility of your original customers. It’s a fine line but nothing that can’t be planned and executed strategically.

Case Study: YETI’s NRA Misstep

In 2018, YETI, the king of premium coolers, made a move that shook its core audience: outdoor sportsmen. Hunters and fishermen loved YETI for keeping ice longer than any other cooler on the market, but these premium coolers were mostly bought by folks with pricey hunting and fishing hobbies. YETI saw they were getting pushed into a corner, only selling to the “Bass Pro Shop Outdoorsman crowd,” as we call them at The Journey. They wanted to reach the “VAN Life or REI crowd”—camping influencers, hipster outdoor lovers, and soccer moms snatching up tumblers..

So, YETI took a gamble. They severed ties with the NRA Foundation, ending discounts, claiming it was to “clean up old outdated discounts.” The timing was awful or perfect depending on your point of view, coming right after the February 2018 Parkland school shooting, which fueled gun control debates. The truth is probably somewhere in between, but the move screamed political statement to their core base.

The backlash was swift and brutal. Pretty soon, videos of $500 YETI coolers were getting blown up all over social media. Literally, these hunters and outdoorsmen were using tannerite (an exploding target compound loved by the shooting sports community) to destroy YETI coolers and tumblers, posting it everywhere. To me, it reminded me of when people burned their LeBron jerseys when he left Cleveland. YETI had turned loyal, loving customers into hated enemies in weeks.

Here’s what I think happened in the marketing offices of YETI, mind you this is my speculation but it probably went something like this:

“We’ve sold all the coolers we’re going sell to our core market for now. We got their money, and if we alienate them for a few years, they’ll get over it because we have built our brand as the most expensive, highest quality’s cooler on the market. Let’s create a huge controversy to generate noise our new target market will watch and emotionally react to, and grab those customers from the fallout. In the end we wont loose all our original customer base and even if we loose some it will only be a percentage, they only buy our product once or twice anyways, its not like we will get them to buy another $500 cooler. We will make up the loses from expanding into new markets.” Or something close to that. In my opinion this was a big mistake, and the data supports it.

YETI’s position opened the door for competitors. RTIC Outdoors touted their pro-2nd Amendment status, and Bass Pro Shop and Cabela’s started selling their own YETI-style coolers. All of a sudden you saw products built the same way with the same quality for half the price of a YETI. The once-dominant hold YETI had on the outdoorsman market was slipping, all in a gambit to reach a wider audience. YETI eventually regained some ground by shifting to inclusive, diverse imagery—think young, diverse folks on beaches or picnics, not just fish and game in icy coolers. But they never fully shook their anti-outdorsmsan image. According to YETI’s financial reports, net sales increased 17% in 2019 to $913.7 million despite the backlash, but down 5% from the previous year in 2018. In 2020 their net sales rebounded slightly to a 19% increase. Still, competitors like RTIC gained market share, with industry reports noting a 15% increase in RTIC’s cooler sales from 2018–2020. Wether it was what YETI claimed, (cleaning up old discounts and bad timing) the proximity to a major national hot button issue can’t be denied. Someone made an oversight or a strategic decision. Either way net sales dipped.

The question is did it play out right for them in the long run? Maybe, in 2021 their net sales increased to 29% the highest since the controversy, but in 2022 they were at 13% net sales increase, then 4% net sales increase in 2023, and then 10% in 2024. But what happened in 2020 & 2021? The outdoor COVID boom. All things outdoors became popular overnight and you couldn’t find a canoo, kayak, or cooler at your local sporting goods store. I don’t consider that a strategic move, I consider that luck of the market and world wide circumstances. Their net sales significantly dipped after those first two COVID year booms and are just now starting to recover again.

I personally think they could’ve done things way different. Instead of doubling down, I’d have rolled out a major influencer campaign with a wide demographic of people who don’t typically buy YETI products in 2018 interacting in some way with their core audience/demographic type. If the real problem was market saturation with their current customer base, why not just grow your target customers instead of an us vs. them approach. I’d have been more inclusive. Someone in marketing convinced them it was either this or that. They should’ve asked, “How do we do both?” That 5% dip proves that their decision hurt them but it didn’t kill the brand.

Heres what I would have done: Think of a fisherman, he comes back from an early morning out on the lake, a dog jumps out of his pickup truck. He unloads his YETI cooler, pulls his catch out, washes it out with a hose, cleans it, and fills it back up with ice. His wife, a soccer mom, takes the same YETI and puts orange slices and Capri Sun in it. She loads it in the back of the family mini van. Cut to the family at the soccer game; mom and fisherman dad cheer their daughter’s first big win. They pull out the YETI, and all the young soccer girls gather around for ice-cold drinks. Cut to the older daughter, grabbing that same YETI cooler, a bit beat up with a few road trip stickers on it and well-loved, filling it with ice and trendy sparkling waters (probably LaCroix lets be real), loading it into her VW camper van. She’s camping with her hipster friends, cracking open a few cold drinks. A guy across the campfire gives her a look; she blushes and smiles. Cut to a backyard: it’s the same daughter, now a mom, and the campfire guy is grilling while she plays with their son. Fisherman dad is there now a grandpa sitting at on a porch table. She opens the YETI, well-worn with stickers from all over America, and grabs a juice box for her son. She looks at the cooler, grandpa in the background smiles, they exchange knowing glances. She slams the lid shut. Cut to black, title says, “YETIs Last.”

This campaign recognizes the original audience, shows how customers evolve, proves YETI’s superior durability, connects old and new customers emotionally, and welcomes new buyers without alienating the old. Plus, it screams, “Your family will keep buying YETI because YETIs Last.” This one idea could be turned into an entire campaign recognizing YETI’s roots while welcoming a whole new audience of customers. If I was in charge of YETI’s marketing in 2018 this is what I would have focused on to fix the problem of over saturation in one specific demographic.

Case Study: Bud Light’s TikTok Fiasco

In 2023, Bud Light, America’s backyard beer, took a swing at a younger, diverse audience and missed spectacularly. Their core drinkers—mid-20s to middle-aged males, often conservative—saw Bud Light as the go-to for barbecues and football games. But then came the Dylan Mulvaney TikTok campaign, featuring the trans rights activist promoting Bud Light in a tiktok video. Regardless of your politics, the world of brand association doesn’t care—it’s about market outcomes.

The campaign got a ton of awareness, but it was a ton of negative awareness. It didn’t expand Bud Light’s customer base; it alienated their core audience. If I was on that marketing team, I’d have pointed out the data first: the ratio of trans rights activists who drink light beer versus their core audience of mostly mid-20s to middle-aged males doesn’t justify chasing such a small market share. Marketing money would’ve been better spent doubling down on their core or even expanding their targeting to women would have been a better spend on ad money. But the truth is, that wasn’t the goal. It was purely an activist move by then-Budweiser marketing exec Alissa Heinerscheid to make a statement, not sell beer.

The fallout was brutal. Bud Light cans piled up on grocery shelves, going on sale almost immediately. Budweiser’s other brands took a hit, with sales tanking. Heinerscheid was fired, and Mulvaney faced such backlash they claimed they had to go into hiding. Angry customers swore off Budweiser products for good. Customers all over social media were touting “Go Woke, Go Broke” in the same angry posts about Bud Light and other Budweiser brands.

To recover, Budweiser went full damage control, which included a good amount of pandering. Suddenly Budweiser re-embraced their tried and true Americana ads which they had abandon for woke politics. They called up Dana White, head of the UFC and inked a sweetheart deal with the organization. What’s more manly than mixed martial arts and the Ultimate Fighting Championship? Then, they dropped a 2024 Super Bowl ad with Post Malone, Shane Gillis, and Peyton Manning, all rocking mid-calf socks, dad sneakers, jean shorts, and dad polos, enjoying Bud Light at a block party cookout. It doubled down on classic Bud Light humor, echoing their iconic ads of the past. The damage control worked but they are still crawling out of a hole: cans started moving again, dads and frat bros shared the ad on social feeds, and “dad mid-calf socks” became a fashion statement. Bud Light was back as America’s favorite backyard beer, and football was the only thing we were arguing about.

According to Fox Business, sales to retailers in the U.S. were down 13.7% in 2023 post-controversy. Industry reports indicate a 5% volume increase in Q1 2024 after the Super Bowl ad, showing recovery traction. Budweisers’s stock still is recovering showing that they still have a ways to go from the mid $260s in February of 2024, to $190 as of May 2025.

Case Study: Nikes Gambit, and How They Hit The Jackpot

In the early 1980s, Converse dominated the basketball shoe market with endorsements from stars like Larry Bird, Magic Johnson, and Julius Erving. Nike, primarily known for running shoes, aimed to challenge this dominance. In 1984, they signed rookie Michael Jordan to a groundbreaking $2.5 million, five-year endorsement deal.

The 1985 launch of the Air Jordan 1 was revolutionary. Its bold design led to NBA fines, which Nike paid, using the controversy to fuel marketing. The shoes became a cultural icon, generating over $100 million in sales in the first year.

Before Air Jordan, Nike held 18% of the basketball shoe market. By 1987, their share rose to 43%, and by 2019, it was 86% in performance and 96% in lifestyle categories.

The Air Jordan brand’s success transformed Nike into a dominant force in basketball footwear and set new standards for athlete endorsements. In 2003, Nike further solidified its position by acquiring Converse for $305 million.

This case study illustrates the power of positive brand association and innovative marketing in capturing and dominating a new market segment, allowing Nike to expand without alienating their existing customer base. Nike didn’t stop being the top name in running, they never lost the core of their identity. Nike’s “Just Do It” campaign started in 1988 to this day still exemplifies the core of the brand yet represents every sector of their business. It was purposely chosen to have wide appeal, and reach a diverse set of professional and amateur athletes alike. Michael became apart of that identity and made Nike all the stronger with the association.

Lessons Learned and Best Practices

These first two studies are a masterclass in what not to do with the last being a best case scenario. YETI and Bud Light alienated their core audiences, faced massive backlash, and lost market share, but both clawed their way back with strategic partnerships and rebuilding their brand association. Nike picked right once and won the basketball shoe game. The takeaway? Don’t burn bridges with your loyal customers for perceived short-term gains. It’s never going to be as beneficial as growing your camp over time with positivity, increasing your quality, and service.

For outdoor brands, here’s how to grow your outdoor brand strategy without torching your base:

• Know Your Core: Understand what your audience values—hunters’ pride in tradition, campers’ love for adventure—and keep it sacred.

• Use Data: Analyze demographics to find new markets that align with your brand without clashing with your core. Data beats gut feelings every time. In the case of Michael Jordan everyone knew he was going to be the top NBA recruit, the question was how far would he go? Nike bet the farm on the known upcoming top player, and won.

• Be Inclusive: Create campaigns that bridge old and new audiences, like the YETI “YETIs Last” idea, showing your brand’s universal appeal.

• Strategic Controversy: Short-term buzz isn’t worth long-term loyalty loss. Positivity is always better than negativity in my opinion.

• Brand Association can Make or Break Your Brand: If you find the right person to associate your brand with it can mean the world to your business. Think Michael Jordan with Nike vs. Dylan Mulvaney with Bud Light. One aloud Nike to dominate and take the lion share of the basketball shoe market, the other destroyed their brand loyalty of their customer base.

Let’s say the quiet part out loud: if the goal is to sell your product, sell it to everyone. Controversy might get you a splash on social media, but is it worth losing generational customers for a fad? Brands should ask themselves: by chasing short-term gains, what are we giving up in the long run? I am not saying you should betray your values. If anything what I am saying is don’t betray what got you success in the first place to chase new success. Sometimes the best strategy is the most boring one, doubling down on what is working the best. A very famous quote comes to mind from the seldom political Michael Jordan, “Republicans buy sneakers, too.” He caught alot of heat for that comment but the sentiment rings true.

How The Journey Can Help

At The Journey, we don’t just slap a logo on your gear—we build outdoor branding services that connects to your main target audience, from the outdoorsman to hipster van-lifers. Our expertise lies in crafting inclusive branding strategies that grow your audience while keeping your core happy. It takes a strategic partner to plan out future expansion and not forget about keeping the main thing the main thing, making sales. Our services include:

• Brand Strategy: Plans that align with your values and appeal to diverse demographics.

• Campaign Development: Ads that resonate with old and new customers alike.

• Demographic Analysis: Data-driven insights to identify new markets safely.

• Visual Identity Design: Imagery that screams inclusivity and quality.

Ready to expand your brand without blowing up your customer loyalty? Contact The Journey for a brand consultation or visit our Services page. Download our free Inclusive Branding Checklist to start building a brand that lasts!

Conclusion

Brand Association is the secret sauce for outdoor brands looking to grow without alienating their core customers. YETI and Bud Light’s missteps show the cost of getting it wrong, but their recoveries prove it’s possible to bounce back with smart outdoor brand strategy. At The Journey, we’re passionate about helping you sell to everyone, from the Bass Pro Shop Outdoorsman to the REI VAN Life crowd. Don’t let your brand be the next cooler blown up on your social feed—reach out to create a brand that stands the test of time.