In February 2025, when advocates Claire Mitchell KC and writer Zoe Venditozzi quietly registered their Witches of Scotland tartan with the Scottish Register of Tartans, they anticipated modest interest in their memorial textile. What transpired instead was an immediate viral phenomenon. Within hours of the registration appearing online, American tartan enthusiasts identified the new pattern and shared it across social media platforms. The registration—initially nothing more than a symbolic design and descriptive text—generated thousands of inquiries before the founders had even secured manufacturing capacity. This unexpected digital wildfire illuminates a compelling case study in how historical justice movements can be transformed into viable commercial ventures that balance purpose with profit.
The Witches of Scotland campaign, launched on International Women’s Day 2020, represents a sophisticated example of social enterprise strategy operating at the intersection of heritage tourism, cultural branding, and advocacy. The campaign seeks three primary objectives: securing legal pardons for those convicted under the Witchcraft Act (1563-1736), obtaining formal governmental apology, and establishing a national memorial. The campaign achieved a significant milestone in March 2022 when then-First Minister Nicola Sturgeon issued a formal apology on International Women’s Day. The tartan venture, conceived as a “living memorial” to complement these advocacy goals, has evolved into a revenue-generating enterprise that demonstrates how social purpose can be monetised without compromising mission integrity.
The tartan itself embodies sophisticated symbolic architecture designed to resonate emotionally with target consumers while maintaining historical authenticity. Black and grey threads represent the dark times and ashes of those persecuted, while pink and red signify the legal tape that bound the accused. A white check of three threads symbolises the campaign’s three aims, and a large black section of 173 threads marks the 173 years the Witchcraft Act remained in force. This narrative-rich design serves dual functions: it creates differentiation in the crowded tartan market while providing purchasers with meaningful stories they can share when wearing the product—effectively transforming consumers into brand ambassadors.
The economic context for this venture is substantial. Scotland’s historic environment contributes in excess of £4.4 billion to the national economy, with £1.9 billion generated specifically by heritage tourism. Heritage sites attracted 18 million visitors in 2018, demonstrating robust demand for cultural products. Within this ecosystem, the tartan industry itself represents a significant economic contributor. The textiles industry ranks as Scotland’s 7th largest exporter, accounting for over 3% of all Scottish manufactured products. The Witches of Scotland tartan positions itself strategically within this heritage economy, leveraging both the cultural cachet of Scottish textiles and growing consumer interest in products with authentic social impact narratives.
The business model employed here aligns with established social enterprise frameworks prevalent in Scotland. Social enterprises trade in markets selling goods and services to consumers, government, and private businesses, aiming to make profit while reinvesting surpluses back into their social and environmental purpose. According to Social Enterprise in Scotland: Census 2021, there are over 6,000 social enterprises operating in Scotland. The Witches of Scotland tartan venture follows this template: revenues from textile sales fund ongoing campaign activities including advocacy work, memorial development, and educational initiatives. The model creates a virtuous cycle wherein commercial success directly advances social mission objectives.
The crowdfunding approach employed reveals sophisticated understanding of market validation and demand generation. The Kickstarter campaign attracted 2,921 backers who pledged £141,706 against an initial goal of £5,000—achieving nearly 2,834% of the target and demonstrating overwhelming market appetite. This crowdfunding strategy served multiple strategic purposes beyond capital formation. First, it validated demand before committing to large-scale production, minimising inventory risk. Second, it created a committed customer base invested in the venture’s success. Third, it generated extensive media coverage, amplifying brand visibility without traditional marketing expenditure. Fourth, it provided valuable customer data for future marketing initiatives.
The production partnership with Prickly Thistle, a textile mill in the Highlands, represents strategic vertical integration that strengthens both operational efficiency and brand positioning. The tartan design was created by Clare Campbell, founder of the Prickly Thistle mill near Alness, with manufacturing occurring on-site. This partnership delivers multiple competitive advantages. It ensures quality control throughout the production process. It creates authentic provenance—the tartan is manufactured in Scotland using traditional methods, reinforcing heritage credentials crucial to premium positioning. It supports local economic development, a narrative increasingly important to conscious consumers. The partnership also likely provides favourable commercial terms compared to third-party manufacturing arrangements, improving unit economics.
Market positioning strategy demonstrates nuanced understanding of customer psychographics. The target market comprises several overlapping segments. Primary among these are individuals with Scottish heritage seeking meaningful connections to ancestral culture. Results from Scotland Visitor Survey 2023 show that 48% of visitors cite Scotland’s history and culture as a top motivator for choosing Scotland, indicating substantial demand for heritage products. A secondary segment includes social justice advocates—particularly women—who view purchases as political statements aligned with feminist values. A tertiary market encompasses heritage tourists visiting Scotland who seek authentic, story-rich souvenirs transcending conventional tourist merchandise. The tartan has achieved viral success particularly in the United States and Canada where followers are “really behind the campaign”, suggesting strong international market potential.
The founders’ professional credentials contribute significantly to brand credibility and competitive positioning. Claire Mitchell KC is a Scottish advocate specialising in appellate law, constitutional issues, and human rights, while Zoe Venditozzi is an award-winning writer who won the Guardian’s Not the Booker prize in 2013. These credentials serve multiple strategic functions. They establish expertise and legitimacy around the historical justice narrative central to brand identity. They provide media-friendly spokespeople who can articulate complex historical and legal issues accessibly. They differentiate the venture from purely commercial tartan offerings—this is not merely merchandise but rather a campaign tool developed by serious advocates. Both founders were awarded Doctors of Laws by the University of Dundee in 2022 in recognition of their campaign work, further enhancing institutional credibility.
The integrated media strategy demonstrates sophisticated understanding of contemporary brand building. The tartan launch was accompanied by multiple complementary initiatives designed to maximise visibility and create revenue diversification. Mitchell and Venditozzi co-authored “How to Kill a Witch: A Guide For The Patriarchy,” launched in May 2025. The book extends the campaign narrative into literary markets while creating cross-promotional opportunities—readers become tartan customers and vice versa. The campaign has published podcasts including contributions from notable academics and writers, establishing thought leadership and expanding audience reach through audio channels. Public appearances at literary festivals and events maintain ongoing visibility while positioning the founders as cultural commentators beyond their legal and literary credentials.
Revenue model analysis reveals multiple streams that enhance financial sustainability while managing risk. Primary revenue derives from direct textile sales including kilts, scarves, and other apparel items sold through the campaign’s e-commerce platform. Secondary revenue flows from the book sales create ongoing passive income. Podcast sponsorships and speaking engagements generate additional revenue while amplifying brand awareness. This diversified approach reduces dependence on any single revenue source—a critical consideration for social enterprises where mission must be sustained through economic volatility.
The distribution strategy balances accessibility with brand control. Direct-to-consumer sales through the campaign website maximise profit margins by eliminating intermediary costs while maintaining complete control over customer experience and brand presentation. This approach also captures valuable customer data enabling sophisticated remarketing. However, the waiting list that developed following viral interest suggests potential missed revenue from inadequate inventory management—a common challenge for organisations scaling rapidly from advocacy to commerce. Future expansion might include selective wholesale partnerships with heritage retailers, Scottish cultural institutions, or ethical fashion boutiques to expand market reach while maintaining brand positioning.
From an investment perspective, the venture presents intriguing characteristics. The capital requirements are relatively modest—textile production involves manageable upfront investment compared to technology or infrastructure ventures. The Kickstarter success demonstrates robust organic demand reducing customer acquisition costs. The founders’ professional reputations and media presence provide built-in marketing advantages. Brand differentiation is strong—no comparable tartan combines historical justice narrative with contemporary feminist messaging in this specific manner. The market for Scottish heritage products shows consistent demand with particularly strong growth in North American markets where Scottish diaspora communities actively seek connection to ancestral culture.
However, the venture faces several strategic challenges that merit consideration. Scalability presents the primary constraint. Traditional textile manufacturing involves production minimums, inventory management, and logistics complexity that differ fundamentally from pure advocacy work. The founders must balance their primary professional commitments—Mitchell’s legal practice and Venditozzi’s writing and teaching—with growing commercial demands. This presents classic challenges for social entrepreneurs who often begin ventures as passion projects while maintaining other careers. Without dedicated operational management, growth may be constrained regardless of market demand.
Competitive dynamics within the heritage product market require ongoing attention. While the Witches of Scotland tartan currently enjoys strong differentiation, the tartan registration system is open—competitors could develop similar justice-themed designs targeting other historical wrongs. The Scottish tartan market includes over 14,000 registered patterns, with commercial producers possessing far greater manufacturing capacity and distribution networks. Maintaining competitive advantage requires continuous innovation in product development, storytelling, and customer engagement.
The challenge of impact measurement presents another consideration. Social enterprises face ongoing pressure to quantify their social return on investment. For the Witches of Scotland venture, success metrics extend beyond revenue to include advocacy outcomes: legislation progress, memorial development, educational impact, and cultural attitude shifts regarding historical injustice. Articulating these outcomes clearly to stakeholders—customers, supporters, potential institutional partners—requires sophisticated impact reporting frameworks that many social enterprises struggle to implement effectively.
Intellectual property management deserves strategic attention. The tartan was officially registered with the Scottish Register of Tartans in February 2025 and is protected by trademark. This intellectual property protection provides competitive moats against direct copying, enabling the venture to capture value from the brand equity developed through advocacy work and media coverage. However, enforcement of these protections—particularly in international markets where most demand originates—requires resources and expertise that may strain a small social enterprise.
The broader economic environment presents both opportunities and risks. In 2019, Scotland’s historic environment generated £4.4 billion for the economy and supported 68,000 full-time-equivalent jobs, demonstrating the sector’s resilience and scale. Post-pandemic recovery in tourism sectors creates favourable conditions for heritage products. Scotland Visitor Survey 2023 indicates that history and culture remain top drivers to visit Scotland, suggesting sustained demand. However, economic uncertainty, inflation pressures, and discretionary spending constraints may impact premium product purchases—tartans are not necessities but rather aspirational cultural goods purchased during periods of financial security.
International expansion strategy requires careful consideration of cultural adaptation. The viral success in North America demonstrates strong diaspora demand, but preferences may vary significantly across markets. North American consumers may prioritise different product formats—home décor textiles versus traditional Highland dress—requiring product line diversification. Marketing narratives may require localisation to resonate with different cultural contexts while maintaining core message integrity. Distribution partnerships in key markets could accelerate growth but must be structured to preserve brand positioning and ensure alignment with social mission.
The venture also demonstrates the growing importance of “justice tourism” as an economic segment. Beyond traditional heritage tourism focused on castles and clan history, there exists increasing demand for experiences and products connected to historical reckoning and social justice narratives. This trend aligns with broader consumer preferences—particularly among younger demographics—for brands demonstrating authentic commitment to social issues beyond profit maximisation. The Witches of Scotland tartan positions itself at this intersection, offering consumers not merely a textile but rather participation in a justice movement through commercial transaction.
Long-term sustainability requires strategic planning around succession and institutionalisation. Currently, the venture relies heavily on the founders’ personal brands, expertise, and networks. While this provides strong initial advantages, it creates organisational vulnerability. Should either founder’s circumstances change—professional demands, health issues, changing priorities—the venture’s continuity could be threatened. Developing organisational structures, hiring dedicated staff, and building institutional capacity independent of founder involvement represents critical next-phase work for ventures transitioning from projects to sustainable enterprises.
The Witches of Scotland tartan venture exemplifies emerging models of heritage-based social enterprise that leverage historical narratives for contemporary commercial purposes while advancing social justice objectives. Its success demonstrates several transferable principles for similar ventures. First, authentic narrative matters—consumers increasingly seek products with meaningful stories that align with personal values. Second, founder credentials establish crucial credibility particularly for ventures operating at the intersection of commerce and advocacy. Third, integrated media strategies across multiple channels amplify reach while creating revenue diversification. Fourth, viral potential exists for heritage products that successfully combine tradition with contemporary social relevance.
The venture also illuminates tensions inherent in commercialising justice movements. Critics might argue that selling tartan patterns risks trivialising historical suffering, transforming profound injustice into fashion accessories. The founders navigate this tension through careful messaging emphasising memorial purpose and financial transparency regarding how revenues support ongoing advocacy. The social enterprise model provides ethical framework distinguishing this venture from purely commercial exploitation—profits serve mission rather than private enrichment.
As the venture matures, strategic decisions around growth trajectory will prove critical. Will it remain a relatively small-scale initiative serving primarily symbolic and modest fundraising purposes? Or will it pursue aggressive expansion to maximise both revenue generation and social impact? The crowdfunding success suggests substantial market appetite supporting larger ambitions. However, scaling requires operational sophistication, capital investment, and management attention potentially diverting resources from core advocacy work. These classic social enterprise dilemmas lack definitive answers; appropriate choices depend on founder priorities, available resources, and evolving market conditions.
The Witches of Scotland tartan ultimately represents more than textile commerce. It demonstrates how historical injustice can be memorialised through market mechanisms while generating resources for ongoing advocacy. It illustrates the economic potential of heritage narratives when combined with contemporary social relevance. It showcases Scotland’s sophisticated social enterprise ecosystem that has developed frameworks, support structures, and cultural acceptance for ventures balancing purpose and profit. And it provides a replicable model for other historical justice movements seeking sustainable funding mechanisms beyond traditional philanthropy or government support.
For business observers, the venture offers insights into several contemporary trends: the growing economic value of authentic brand narratives, the potential of heritage products in global diaspora markets, the role of social media in creating viral demand for niche products, and the viability of social enterprise models for funding advocacy work. For Scotland specifically, it demonstrates how the nation’s cultural assets—from tartan traditions to histories requiring reckoning—can be leveraged for economic development while advancing social objectives aligned with national values around justice, equality, and inclusive prosperity.
The fabric of the Witches of Scotland tartan, with its carefully chosen colours and precisely counted threads, embodies both remembrance and aspiration. It memorialises historical suffering while generating resources for contemporary justice work. It connects consumers across oceans to Scottish heritage while funding local economic development. It transforms legal advocacy into commercial enterprise while maintaining mission integrity. In doing so, it weaves together threads that business schools increasingly recognise as essential to twenty-first century capitalism: profit must serve purpose, commerce should advance justice, and success should be measured not merely in revenue but in social return. Whether other ventures can replicate this model remains to be seen, but the Witches of Scotland tartan has demonstrated that justice, when properly woven, can indeed be commercially viable.
