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DXL Big + Tall

How 3Q/DEPT Connected the In-Store & Online Shopping Experience for DXL

The Client

How DXL Measures Up.

Destination XL (DXL) has one powerful mission: to empower the big and tall man to look and feel good. Destination XL Group, Inc. is the leading retailer of Men’s Big + Tall apparel that delivers a Big + Tall shopping experience that fits — fits his body, fits his style, fits his life.

As a big and tall men’s apparel specialist, DXL serves a segment of shoppers who have notoriously been neglected and seen as an afterthought by the retail industry. DXL stores not only carry a bigger selection of these sizes than most retail stores do, but they also provide a more personalized in-store and omnichannel shopping experience.

At its core, DXL does more than simply sell clothes. They provide a memorable and uplifting experience where dressing smart means living a life of confidence and self-empowerment. Their goal and passion is to help their customers find something that truly fits his body, fits his style, fits his life.

Founded in 1976, DXL has since become the largest specialty retailer of big and tall men’s clothing throughout the US, Canada, and London. While they have established a range of brick-and-mortar stores, it’s now shifting its focus toward the digital channel to create a more seamless user experience at every touchpoint with its customers.


Higher Spend in Nonbrand Search


higher ROAS in DSA campaigns


Higher Overall ROAS

Man Smiling at Camera

The Challenge

Tying in-store transactions to online efforts is no tall order.

Like most retail brands, DXL was not immune to the negative impact of COVID-19, and offline sales took a hit due to social distancing measures. Fewer people were going out, weddings and celebrations came to a grinding halt, and the need to dress up for work was no longer needed–or even an option–for many. As people have started to return back to work and retail stores have begun to reopen, shoppers have been eager for connection and to get back to a feeling of normalcy. What shoppers now expect from shopping has dramatically changed.

DXL came to 3Q/DEPT in Q4 of 2021 looking to return to growth post-Covid and to regain their lost in-store and online traffic through digital. This market shift forced DXL to re-conceptualize its marketing strategy so it could continue to expand its customer base and increase revenue. After the peak of the holiday season, DXL tasked us with bridging the divide between their website and brick-and-mortar stores.

Rack of men's t-shirts
Clothing measuring tape

The Solution

Connecting the Dots Across Customer Needs and Data.

To start this journey in advanced measurement, we performed a baseline media matched market test to assess the impact of digital spending on in-store revenue. This analysis uncovered that baseline digital media drives revenue in stores at a 6% incremental impact.

From there, it was important to discern how much of the in-store revenue was attributed to digital efforts. To accomplish this, we implemented LiveRamp for the purpose of ingesting in-store point-of-sale (POS) transactions to tie back to its paid campaigns in-engine (the engine our media runs through).

DXL also needed help with conducting and running a matched market test so they could gain a more holistic view of performance across the full customer journey experience. This allowed DXL to look into the revenue, the new customer counts, and the gross margin of the test versus control markets in order to adjust its marketing mix.

We also helped DXL identify the right audiences and the right platforms to develop a clear target market to better reach potential customers.

The Results

Tall Risk, Tall Reward with combining the omnichannel & brick-and-mortar experience.

Once we had in-store purchase data tying back to our campaigns, we saw that when factoring in in-store purchases, the revenue attributable in some regard to digital efforts was 2X web traffic alone.

Factoring in the 6% incrementality rate, we conservatively estimate that roughly $275K (almost 10% more) per month in incremental revenue was tied directly to digital efforts, while in-store revenue was coming in at a 6% higher return on ad spend (ROAS).

From there, we were able to test and incorporate that revenue into our target return on ad spend (tROAS) bid strategies in Google and saw favorable results.

Bearded man in flannel smiling at camera

Giving Google’s algorithms the additional data points as a secondary goal resulted in:

  • 77% higher ROAS on 20% higher spend in our nonbrand paid search campaigns.
  • 12% higher ROAS on 85% higher spending within our nonbrand dynamic search ads (DSA) campaigns.

This boost in efficiency and increase in attributable revenue allowed us to effectively begin scaling our program at an increased rate.

1 S Wacker Drive
Suite 2250

Chicago, IL 60606(650) 539-4124


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