Eileen Fisher Repositioning The Brand Pdf Reader

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.Dewar, the main brand of Scotch whiskey produced by United Distillers UK, and the U.S. Leader in the Scotch category with 15% market share in the face of a declining among traditional consumers of spirits. Given the growing social, legal and regulatory opposition to drinking in the U.S., market opportunities were limited. In addition, drinking alcohol preferences have moved from the lighter, lower alcohol such as wine, wine coolers, and beer.

In early 1993, Dewar U.S. Importer, Schieffelin and Somerset, in collaboration with long-time brand's ad agency Leo Burnett, began to explore the possibilities for positioning in a Dewar flask with young people. Moving Dewar was necessary for a brand to remain viable in the long term. Its existing customer base was aging, and younger drinkers drink Scotch were consuming less. The question is how to the brand image to attract young consumers. Brand manager faced with the decision of the planning strategy of positioning or 'recruitment' campaign for the brand. 'Hideby Alvin J.

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Eileen Fisher Repositioning The Brand Pdf Reader Book

Silk, Lisa R. Klein Source: Harvard 29 pages. Publication Date: March 22, 1996. #: 596076-PDF-ENG.

IN the new Off Broadway show, “Love, Loss, and What I Wore,” written by Nora and Delia Ephron, a character muses, “When you start wearing Eileen Fisher, you might as well say, ‘I give up.’ ”That sums up the problem for Eileen Fisher, the designer and the brand.Ms. Fisher, a 25-year veteran of the retail trade, has never staged a fashion show or dressed an Oscar nominee. But her generously cut, washable designs developed a passionate following among moderately affluent middle-aged women, who scooped up $200 organic-cotton sweaters or $400 alpaca coats in her stores, havens for the trend-averse.Many customers have been loyalists since college, embracing her kimono shapes and floppy trousers as, one devotee said, “a safe way to be bohemian in a grown-up world.”Those women fueled the company’s growth, but for the fashion-conscious, Eileen Fisher clothes had as much style and shape as a burqa. To them, the line was designed for graying bobos who dabbled in ceramics and had lifetime subscriptions to The New Yorker. To counter that perception, Ms.

Eileen Fisher Repositioning The Brand Pdf Reader Reviews

Fisher is making an about-face. She is embracing fashion, not shunning it, in the hope of attracting a younger, cooler customer who has no fear of leggings, a defined waistline or wedge heels.“About a year ago I was feeling sad,” said Ms. Fisher, 58, as she paced her light-filled showroom on lower Fifth Avenue. “I thought we’re so much cooler than we appear. We have made the clothes look hipper, but nobody knew that.”It was time, she resolved, to give the company a face-lift.

She has subtly tweaked its offerings, highlighting skinny tank tops, leggings and jeans and trimmed-down cardigans, some of which, Ms. Fisher insists, have been in the line all along. And she has capitulated to other fashion norms as well; her advertisements now feature models who glower as convincingly as any on the runways. Gone, for the moment, are the silver-haired models smiling serenely into the distance.But ministering to the faithful while courting the groovy can be fraught. And there is this question: why cure what’s not ailing?“The apparel world is littered with companies who ruined their businesses trying to change their image and reach a different customer,” said Gerald Barnes, the president of Neiman Marcus Direct. “Her merchandise is not really very different from year to year, and that’s one of the good things about Eileen Fisher.”.

Indeed, at a time when her retail competitors are slashing overheads and advertising budgets, Eileen Fisher is healthy enough to chase growth. In the last year the company has added seven stores. It reported sales of $273 million through the fiscal year ending last December, at stores like Saks, Macy’s and Bloomingdale’s; on its Web site, Eileenfisher.com, and at its 49 namesake boutiques. Profits are projected to be off by 8 percent, which is significant, Ms. Fisher acknowledged, but less so when compared with declines of 20 percent or more reported by some competitors.Yes, her pursuit of the hip may turn off fans. “Even with this broadening of her customer base, she wants to make sure it isn’t alienating anyone,” Mr. Barnes said.But Ms.

Fisher’s retail champions are upbeat. Candace Corlett, a partner in WSL Strategic Retail, a consulting firm in New York, pronounced the line “less dowdy” and predicted that Ms. Fisher would also successfully woo style-driven women over 50.

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