Eddie Bauer has experienced many ownership changes and strategic shifts since its founding in 1920. It filed for Chapter 11 bankruptcy in 2009. While known for its outdoor clothing, it struggled with frequent changes to its merchandising strategy that alienated core customers. Currently, it aims to revamp its image as rugged outdoor wear and regain customer trust through a return to basics.
Pampers marketing analytics by brands academyBrands Academy
Brand Academy provides details brand analysis, research, article and insights for free.
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brandsmentor@gmail.com
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PampersMarketng Analytics
Introduction (Industry)
Introduction (Industry)
Introduction (P&G)
Famous P&G Products in Pakistan
Introduction (Pampers)
INDUSTRY ANALYSIS
Forecasted Sales (Volume)
Forecasted Volume Sales Analysis
INDUSTRY ANALYSIS:
Forecasted Value Sales
Forecasted Value Sales Analysis
CUSTOMER PERSPECTIVEMETRICSUNIT MARKET SHARE:
CUSTOMER PERSPECTIVEMETRICSUNIT MARKET SHARE
REVENUE MARKET SHARE
RELATIVE MARKET SHARE
PENETRATION
SHARE OF REQUIREMENTS AND HEAVY USAGE INDEX
MARKETING ACTIVITIES PERSPECTIVE METRICS:GROWTH : CAGR AND YEAR-ON-YEAR GROWTH
BDI AND CDI
PRICE PREMIUM
METRICS FOR SALES FORCE AND DISTRIBUTION / CHANNEL MANAGEMENT SALES FORCE COVERAGE
NUMERIC , WEIGHTED AND SHARE IN HANDLERS DISTRIBUTION :
NUMERIC , WEIGHTED AND SHARE IN HANDLERS
BRAND ATTRIBUTE PERFORMANE :
Advertisements on Different Medias
Awareness of the Brand
RETENTION RATE!!!
Sales Force Effectiveness Measure Metrics
Sales Force Effectiveness Measure Metrics
Sales Pipeline
Sales Pipeline
Customer Satisfaction
Recommendations
This presentation contains the following for Eileen Fisher, Retail Fashion Brand:
Problem Statement
Decisions to be Made
Company Introduction
POP and POD
Competitive Advantage
Brand Elements
Re-positioning Strategy
Keller Model
Pampers marketing analytics by brands academyBrands Academy
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
PampersMarketng Analytics
Introduction (Industry)
Introduction (Industry)
Introduction (P&G)
Famous P&G Products in Pakistan
Introduction (Pampers)
INDUSTRY ANALYSIS
Forecasted Sales (Volume)
Forecasted Volume Sales Analysis
INDUSTRY ANALYSIS:
Forecasted Value Sales
Forecasted Value Sales Analysis
CUSTOMER PERSPECTIVEMETRICSUNIT MARKET SHARE:
CUSTOMER PERSPECTIVEMETRICSUNIT MARKET SHARE
REVENUE MARKET SHARE
RELATIVE MARKET SHARE
PENETRATION
SHARE OF REQUIREMENTS AND HEAVY USAGE INDEX
MARKETING ACTIVITIES PERSPECTIVE METRICS:GROWTH : CAGR AND YEAR-ON-YEAR GROWTH
BDI AND CDI
PRICE PREMIUM
METRICS FOR SALES FORCE AND DISTRIBUTION / CHANNEL MANAGEMENT SALES FORCE COVERAGE
NUMERIC , WEIGHTED AND SHARE IN HANDLERS DISTRIBUTION :
NUMERIC , WEIGHTED AND SHARE IN HANDLERS
BRAND ATTRIBUTE PERFORMANE :
Advertisements on Different Medias
Awareness of the Brand
RETENTION RATE!!!
Sales Force Effectiveness Measure Metrics
Sales Force Effectiveness Measure Metrics
Sales Pipeline
Sales Pipeline
Customer Satisfaction
Recommendations
This presentation contains the following for Eileen Fisher, Retail Fashion Brand:
Problem Statement
Decisions to be Made
Company Introduction
POP and POD
Competitive Advantage
Brand Elements
Re-positioning Strategy
Keller Model
Capstone is a rich, complex business simulation designed to teach strategy, competitive analysis, finance, cross-functional alignment, and the selection of tactics to build a successful and focused company. As part of our tragic and disastrous campaign as Digby, we have put our learnings in the form of a presentation to save ourselves from getting a C grade !!
this presentation gives us the insights of how Dove developed as a brand and what were the strategies adopted by it to succeed in the highly competitive market
Consumer Behaviour Analysis - Wild Stone DeodorantsKashyap Mitra
Consumer behaviour analysis of Wild Stone deodorants.
This was done as a part of my Summer Internship Program for McNROE Consumer Products Pvt. Ltd.
The survey was done in Kolkata.
Metro Group, German's leading retailer, aims to optimize its supply chain performance with RFID. The initial results are satisfactory, and right now the company arrives at a new question: Expand the already-proven pallet tagging, or increase the granularity with case-level tagging?
This slideshow was created to showcase the marketing research involved in the strategic decision-making process. This presentation represents a decision for the marketing team at Barco Projection Systems, on how to combat the incoming Sony 1270 projector model. This presentation includes a brief history, situation analysis, options for Barco, and an ultimate decision based on this research. This Powerpoint presentation was completed for a Marketing Management & Strategy course.
The goal of this case analysis was to determine how to position a product to the appropriate customer segment, to offer value to their direct and indirect customers using quantitative data.
Capstone is a rich, complex business simulation designed to teach strategy, competitive analysis, finance, cross-functional alignment, and the selection of tactics to build a successful and focused company. As part of our tragic and disastrous campaign as Digby, we have put our learnings in the form of a presentation to save ourselves from getting a C grade !!
this presentation gives us the insights of how Dove developed as a brand and what were the strategies adopted by it to succeed in the highly competitive market
Consumer Behaviour Analysis - Wild Stone DeodorantsKashyap Mitra
Consumer behaviour analysis of Wild Stone deodorants.
This was done as a part of my Summer Internship Program for McNROE Consumer Products Pvt. Ltd.
The survey was done in Kolkata.
Metro Group, German's leading retailer, aims to optimize its supply chain performance with RFID. The initial results are satisfactory, and right now the company arrives at a new question: Expand the already-proven pallet tagging, or increase the granularity with case-level tagging?
This slideshow was created to showcase the marketing research involved in the strategic decision-making process. This presentation represents a decision for the marketing team at Barco Projection Systems, on how to combat the incoming Sony 1270 projector model. This presentation includes a brief history, situation analysis, options for Barco, and an ultimate decision based on this research. This Powerpoint presentation was completed for a Marketing Management & Strategy course.
The goal of this case analysis was to determine how to position a product to the appropriate customer segment, to offer value to their direct and indirect customers using quantitative data.
this is presentation depicting the current scenerio of private label industry. are they encroaching the market share of manufacturers brands.
Its been prepared by a student of Nirma University.
Retail Environment: US Retail Revolution
1. Retail Revolution Is Happening: Store Openings and Closures
2. All-Channel Universe Will Require Adaptation
Top 8 Global Retail Trends
1. Corporate Innovation Is the New R&D
2. Store as a Platform
3. Wellness as the New Luxury
4. Consumers Want to Be Part of a Community
5. Personalization and Customization
6. Resale Is Thriving While Retail Is Struggling
7. Demographics Suggest Opportunity in Plus-Size Apparel
8. Silver Economy: Aging Population Will Impact Retail
This is a brief review of Campbell soup's 10K. It is driven by questions to help you find the most important parts in a 10K report. All the questions are answered.
Journal of Business Case Studies – NovemberDecember 2009 Volu.docxchristiandean12115
Journal of Business Case Studies – November/December 2009 Volume 5, Number 6
13
An Apparel Brand‘s Channel Strategy:
The Case of Oliver in Korea
Hyejeong Cho, Sungkyunkwan University, South Korea
Yanghun Lim, Sungkyunkwan University, South Korea
Sungmin Ryu, Ph.D*, Sungkyunkwan University, South Korea
ABSTRACT
The purpose of this case study was to describe the development of a channel strategy for an
apparel brand, BoKids, designed to distribute its brand, Oliver, efficiently to customers. Bokids
launched its childrens’ apparel brand, Oliver, in Korea by signing a brand license contract with
Oliver of USA. When the brand was launched in 2005, Oliver was positioned as a brand with a
reasonable price and a high quality product, which was sold primarily through department stores.
In 2007, Oliver was suffering from sluggish sales volumes, and switched its main distribution
channel from department stores to discount stores, which are the number 1 retail format in Korea.
Oliver was compelled to adjust the price range of its main products to $20 – 30 in order to satisfy
the needs of discount store customers. However, Oliver has considered Internet shopping as
another channel for the Oliver brand, as Internet shopping is rapidly gaining popularity in Korea.
This case can be used in conjunction with discussions on marketing topics, such as the design of
marketing channels (Chapter 6, Designing the Marketing Channel, “Marketing Channels: A
Management View,” 7th Edition by Bert Rosenbloom, South-Western College Pub, 2007) for senior
level marketing seminars.
Keywords: Marketing Channels, Channel Design, Retailer types
INTRODUCTION
okids launched its kids‘ apparel brand, Oliver, in Korea by signing a brand license contract with Oliver
of USA, a world famous kids‘ apparel brand. Oliver of USA boasts 90-years of history, and has been
recognized as the No. 1 kids‘ apparel brand with high-quality products as well as very reasonable prices.
Bokids‘ Oliver in Korea (hereafter referred to as Oliver) introduced strategically planned products, developed
natural materials providing comfortability and durability, and operated a just-in-time production system.
Upon its launch in 2005, Oliver was positioned as a reasonably priced and high-quality brand, which was
sold primarily in department stores. However, Oliver decided to cut its prices by 15-20% in December of 2005, as its
prices were deemed to be higher than those of its competitor brands in department stores. In line with the price cut,
the company decided to expand its direct import line, from 5% to 30% of total sales.
In October 2006, Oliver re-positioned itself as a denim-specialty brand and expanded its denim line, one of
the strong points of the brand. Additionally, Oliver transformed its organization from a brand license-based
production to a direct import company in order to reinforce its brand originality. While expanding i.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Business Valuation Principles for EntrepreneursBen Wann
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Marketing research eddie bauer
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12. Distribution Channels Eddie Bauer is a complex organization with three core business and three channels apparel Apparel Home Outlet Retail Over 400 Stores Catalog 100M E-Commence www. eddiebauer .com www. eddiebauerhome .com www. eddiebaueroutlet .com
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14. Competitive Analysis Eddie Bauer L.L. Bean Lands’ End The Gap Origin Founded 1920 Eddie Bauer Founded 1912 Leon Leonwood Bean Founded 1960 Gary Comer Founded 1969 Donald & Doris Fisher Products Sportswear, Outdoor Gear Outdoor gear & apparel Casual-style & Urban Chic Stores Worldwide 400 Few retail stores; 15 factory store outlets in Northeast 15 in US; products sold in 860 Sears stores in US 2009 Revenue FY ’10 $1.4 billion, down from $1.5 billion the year before $66.9m. Income rose 93% on a revenue increase of 7.3%. $14.2 billion Sales Channel On-line; catalogs, retail On-line; * catalogs; retail stores (mail out 200 million catalogs) * Catalogs; website; Sears Dept. stores; retail stores Website; Private Labels none none none Banana Republic Old Navy Target Market women & men; 30-54 years old income of $77,000. Upper/middle-class 50 percent men, Male/females 17-25 yrs. old; middle/ upper class; urban/ suburban; career oriented; active; all minorities
15. Decision Support System (DSS) Store Sales Data 2008 2007 2006 Retail and outlet stores sales: Retail store sales $443.9 $462.1 $455.4 Outlet store sales 158.1 140.6 104.1 Comparable store sales 602.0 602.7 559.5 Non-comparable store sales 95.1 108.7 140.6 Total retail and outlet store sales $697.1 $711.4 $700.1 Catolog and Internet sales 274.2 277.9 256.5 Other merchandise sales 0.0 0.0 0.1 Total merchandise sales $971.3 $989.4 $956.7 Shipping Revenues 34.0 34.2 34.0 Licensing revenues 12.8 13.8 15.7 Foreign Royalty revenues 5.0 6.3 6.6 Other revenues 0.3 0.6 0.4 Total Net sales and other revenues $1,023.4 $1,044.4 $1,013.4 Growth Rate (2.0%) 0.03 (4.3%) Net Income (Loss) ($165.5) ($101.7) ($211.9)
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Editor's Notes
Eddie Bauer, a multi-channel retailer who specializes in selling outerwear apparel and accessories for active outdoorsmen and women, operating more than 400 stores throughout North America, stores in Japan through joint ventures and 100 million catalogs and on-line websites, is looking to the future with a focus on the past. This 90-year-old retailer is struggling to find its niche in today’s marketplace all while trying to create a higher degree of differentiation from its competitors. In the past five years, Eddie Bauer has been all over the place trying to reinvent itself several times. After several failed attempts, the company emerged from a previous Chapter 11 protection 2005, after its previous owner, Spiegel Catalog and then again in June 17, 2009, Eddie Bauer filed for Chapter 11 bankruptcy protection. This evening our Team’s presentation will examine Eddie Bauer’s strategic situation and present an analysis of the company by describing their competencies in their value chain activities and an analysis of their competitive advantage. After reviewing critical areas of the business, we will present a few strategic recommendations, that if applied, would help them gain and maintain a competitive advantage well into the future.
How do consumers view our company?
What do we sell? What does our company/product mean? Applied Marketing Research (what a business need to address for a specific reason) It also licenses its name for furniture, luggage, paint, and Ford vehicles, eyewear, bicycles and as previously mentioned has stores in Japan through a joint venture.
What do consumers desire?
Strategic Marketing Management: 1-14 Identify and evaluate market opportunities Analyze market segments and select target market Plan and implement a marketing mix that provide value to customers and meet org. objectives Analyze firm performance. Once a strategy is executed, then a marketing mix and planned and implemented.
2008, ED stumbled and used trendy colors on classic clothes. Big Mistake. They got distracted and tried to reach too many segments. 70% of retail customers are women and women’s products are 45% of sales. When women’s business falters, the loss is two-fold because many women shop for men. Store customers are slightly younger on average than its catalog customers.
Note: Finding the amount of monetary sacrifice that best represents the value customers perceive after various market constaints.
Note: Effectiveness of advertising, premiums, coupons, sampling, discounts, public relations, and other sales promotions. What media alternatives are best suited to convey the intended message Customers used a special promotion code to receive discounted merchandise at 20% off. Finding: At the end of 1999, the website/catalog division enjoyed the most profitable year in the history of the business. Result: Made a significant change to business strategy and did away with the promotions Offer customers more than one way to buy their products from a web site, in retail stores and on the phone. ( At least one study says that customers of multichannel companies spend 30% more than customers of one-channel companies). Introduced a new outerwear line called "First Ascent " positioning itself as a premier outdoor and expedition outfitter.
Note: Retail sites or warehouse locations in support of the distribution channel. The link between suppliers and customers. Outsourcing manuf plants – Eddie Bauer does not have any economies or diseconomies of scale. This is do to the fact that they are not in charge of their production process because it is handled overseas;
Eddie Bauer has evolved from a single store in Seattle to a tri-channel, international company with more than 400 store, 100 million catalogs and online website which operate store in the U.S. and Canada, and through joint venture partnerships in Germany. These are the engines that drive the sales Catalog sales : EB primary marketing tool – reach new customers and generate direct sales, not available in stores. Sell merchandise through call centers Retail Sales: ED stores tend to be in mid- to up-scale regional malls. Sells premium merchandise E-Commence: is more of a marketing platform, not a distribution platform – one potential benefit: reduce the number of catalogs mailed and save cost of catalog production. Completely discontinuance of the catalog would result in savings of $75 million. Initial costs of production and print setup is expensive. Outlet Store: sells merchandise and inventory overstocks at value or clearance price points
Note: External Analysis – Voice of the Customers - EB did an on-line open-ended survey in Feb. 2007. They wanted to get qualitative information from customers based on critical incident questions . This method involved more in-depth observation and elicited more participation by interviewees. Sample questions asked: Does the company still have cachet with consumers? Do we want Eddie Bauer to Live? Do we need Eddie to Live? Would we care if Eddie Bauer went out of business?
The SWOT analysis provide an in-depth strategic analysis of the company’s businesses and operations to give you a clear and an unbiased view of the company’s key strengths and weaknesses and the potential opportunities and threats. Weakness: Moved to far away from its outdoor heritage and raised prices too aggressively. Supply chain concerns: Lowering overall supply chain costs and aligning supply chain & business strategy are notable objectives. This can be done through distribution network optimisation, reducing logistics/transport costs. Through efficient planning and forecasting tools, reducing waste and inefficiencies, and reducing inventory
Note: Opportunities recognize problems and identify opportunities that would enrich and motivate actions that benefit both the customer and the firm. Threats: Competitors: Eddie Bauer has a large threat of rivals because there is such vast arrays of clothing stores that sell active wear. Eddie Bauer has 22 close competitors with GAP, Lands’ End and L.L. Bean being the top three. Their top competitors are not closely related to them when it comes to the number actual retail store locations, but they offer relatively the same catalog and online services. Suppliers: Eddie Bauer is highly threatened by suppliers because they do not own or manage any of their own manufacturing companies. All of their manufacturing plants are located overseas so Eddie Bauer has zero control over them. New Entry: Eddie Bauer has a definite threat of entry because they do not have a cost advantage over new entrants within its industry. Note: The one area that Eddie Bauer has some control over their suppliers is when it comes to being threatened by substitutes . There are several manufacturing firms that would be willing to produce Eddie Bauer’s products and do so while following their strict global labor practices EB is a valuable customer to their manufacturing firms.
Under the pressure of the Chapter 11 status, good time to tweak its image – returning to its rugged roots. Enforcing the outdoors theme and using the original store’s sport shop logo on it’s catalog. Playing off more of its signature, ruggedness blue jeans, durability and value. They have also found that the knit and woven tops which are a perfect combination, is a marketing handle that marries up to their premium quality merchandise that is the spirit of EB sporting tradition of rugged casualty. Clothing better suited to appeal and fit its core customer, ages 30-54.An items that customers preferred over J. Crew and Lands’ end. The differentiator has to be overall quality and brand image, rather than price.
Turn Around Strategy – After filing for bankruptcy, Eddie Bauer decided they needed to create a turnaround strategy that included reestablishing its strong customer relationships with their once loyal customers. They recently implemented a new customer-loyalty program called, Eddie Bauer Friends, which lets shoppers accrue points that can be redeemed for merchandise or other things. Eddie Bauer is getting back to the basics and has begun to sharpen its focus in the outerwear category. They are returning to their classic apparel after having taken its eye off its core customer in recent years. Expand global markets – The retail and consumer products industry is not thriving in 2010, but it is surviving in both Europe and North America. In addition, there are indicators of strong growth in Asia-Pacific, Africa and South America. EB already has a good strong presence in Germany and Japan Expand their market share in these markets is a good move for them. Backward Integration – Furthermore, in order for them to be able to lower their costs and have more control over their manufacturing we would like to see them perform a backward integration strategy. Consolidation strategy – B y merging with another company EB can get their products across a greater area without it costing a great deal of money. It also can help firms gain market share and increase firms’ product differentiation.
If Eddie Bauer, went out of Business tomorrow, would it be missed? Conclusion: Eddie Bauer has seen better days. In recent years sales have been slow and it has lost relevance. It’s CEO abruptly quit and they’ve been in a turnaround phase for years now and recently rejected two buyout offers from private equity firms. Eddie Bauer, a once relevant retailer, leading in outdoor clothing, attempts to broaden it’s brand appeal, drifted into selling casual everyday wear and linen and things for the home. So back to the drawing board for Eddie Bauer.