The company targeted sales of its products to the “progressive domestic,” a younger,professionally-employed, female-skewed customer. This customer tends to view home as are fuge, thus spending short periods of time cleaning different surfaces in the home on several days during the week as needed. Method labeled this approach “Hip Not Hippie,” in order to differentiate between the company’s target market and the historically traditional customer who was believed to engage in bi-monthly house-wide cleaning efforts.Based on the notion of the home as a refuge, Ryan and Lowry believed that their customers could be excited about the prospect of cleaning their homes. They further believed that it was the onus of the product – and brand – to help create this excitement. As Ryan put it:
The category talks about cleaning as a chore. But there are a lot of people out there for whom cleaning is an enjoyable act. I thought: What if Nike talked about jogging as a chore, something you needed to get done with as quickly as possible?
Because the development of safer and more environmentally friendly products would take a good deal of investment, the company knew it was taking a risk. To help mitigate this risk, Method elected to price at a 15-20% premium relative to competitors. This premium reflected the company’s comparatively higher input costs and per-unit distribution charges.