Eddie Bauer’s Post

A brand refresh can do a lot for a brand when done properly & in a timely manner. Reasons for doing so could be an aging brand that has been around for decades & has not had any major branding updates as well as a strategic change to signal a new chapter for a company that is looking to modify or expand its current operations. Regardless, brands must move at pace with the consumer or at least at a pace slightly behind the consumer to avoid being outdated & obsolescence. Eddie Bauer, a brand with over a century of brand heritage is refreshing its brand identity which has been largely unchanged over the years as it sets the stage to compete under its new partners vision ABG/SPARC. The SPARC partnership offers incredibly economies of scale for brands that have been under significant financial strain, while unlocking real estate & advertising opportunities in Simon's vast retail portfolio. The single store that Eddie Bauer opened in Seattle more than 100 years ago is now a mall-based outdoor apparel chain with international ambitions.  It’s a familiar playbook for Authentic-owned brands. The platform, which so far this year has added Rockport, Hunter Boots and Boardriders to its stable, has long emphasized global expansion as a pathway to growth. The company in June announced a $500 million primary follow-on investment from current investor General Atlantic, a global growth equity firm, with Authentic CEO Jamie Salter emphasizing the companies’ shared vision for worldwide expansion. #abg #eddiebauer #brandstrategy #creativestrategy https://lnkd.in/e6itcN6D

🌟 The Power of Branding in Wholesale: Stand Out and Thrive! 🌟 In today's competitive wholesale market, a strong brand identity is not just beneficial—it's essential. Brands that effectively communicate their values and resonate with their audience stand out and thrive. Check out this insightful article on the importance of branding for wholesale companies: 🔗 https://lnkd.in/gqXPFTF9 Key takeaways: 📈 Effective branding strategies can differentiate your wholesale business. 🎯 Understanding your target market is crucial for brand success. 💡 Offer diverse products at competitive prices to attract a wider customer base. Embrace the power of branding and watch your wholesale business flourish! 💼✨ #Wholesale #Branding #BusinessSuccess #BrandIdentity #MarketingStrategy #Entrepreneurship

This is a genius move by Target, and here's 3 reasons why: 1. Increased demographic of shoppers: As shoppers have less price elasticity in the economy they tend to switch to a cheaper retailer as Target has predominately been looked at as a retailer with higher price points. Now they can market to these shoppers while attracting new shoppers that preferred lower priced goods. 2. Improved Margins: As a private label brand, Target is capturing a higher margin of the product. 3. Ability to focus on innovative merchandising: Target can now focus more attention on product categories in which it does not have private label products and merchandise the best brands. In the categories that it has private labels, Target will spend less time in. This is ok because it's usually the most generic categories.

"I Don’t Care That We’re A Dad Brand" - Superdry Founder The founder of Superdry has said he does not care that the retailer is increasingly seen as a “dad brand”, as he prepares to restructure the business. Julian Dunkerton said he is “not ashamed” of appealing to older shoppers after the company was forced to launch a significant restructuring programme after a slump in sales. Dunkerton said: “I’m not ashamed of having a 50-year-old consumer as long as I’ve got a 16-year-old coming through as well.” The Japanese-inspired British brand has struggled to innovate and adapt to the shifting trends in fashion and culture. From our perspective, there’s nothing wrong in courting an older demographic but every business should have a stream of work focused on creating new products and connecting with future audiences. Superdry’s problem hasn’t been its association with consumers in their 40s and 50s but its inability to adapt to a new generation of consumers entering the market. There comes a point where new products, propositions and audiences are required to future-proof your business. If you want to know how to get started just give us a bell Read the full story here: https://lnkd.in/eYKTCBmS Do you want to read more of our hand picked stories? Subscribe now (not later) to receive our newsletter every Friday https://lnkd.in/eG5RvXdq

Fresh off the success of the Barbie movie's marketing juggernaut, Richard Dickson is now headed to Gap to be CEO. Fast Company's Jeff Beer reports that Dickson is known for creating a strong brand playbook that charts company strategy. He believes in design-led innovation and focusing on cultural relevance, asking the question, "What made [this brand] great to begin with? And how do we start to personify our purpose through meaningful touch points and execution?” For more on how Dickson revived Barbie and what he might begin to do at Gap, read on... https://lnkd.in/gwrGjWnq

Curating and protecting your unique value proposition is key for brands and multi-brand retailers alike

Wes Allen is known for his honest takes on the state of business. We talk to him about all that, and also about what brands and categories are selling at his store. #outdoorindustry #outdoorrecreation #outdoorretail

Frasers Group, the retail company founded by Mike Ashley, has been making headlines recently for its expansion and acquisition of premium brands. While this growth may seem impressive, there is the potential for the company to "over-elevate" itself, as discussed in a recent article by TheIndustry.fashion. 📈 While acquiring premium brands can bring in new customers and revenue streams, it's crucial for Frasers Group to maintain a balance and not alienate its existing customer base. Over-elevating could potentially lead to a disconnect and loss of loyalty from core customers. 🛍️ It will be interesting to see how Frasers Group navigates this period of growth and maintains a strong brand image. 🤔#FrasersGroup #RetailStrategy #BrandPositioning

[Foot Locker CEO Mary Dillon Says the Company Is Progressing on Turnaround Despite Tough Q2] Foot Locker just posted disappointing results for the second quarter, with sales down 9.9 percent and a loss of $5 million. But that’s not phasing CEO Mary Dillon, who maintained confidence in the retailer’s ability to pick business back up with its turnaround strategy. As she approaches the one year mark as CEO, Dillon said she feels as excited and confident about Foot Locker’s potential as she did on day one. “Now we really have the right team, and the plans in place to return our company to sustainable longterm profitable growth,” Dillon told FN in an interview on Wednesday, adding that the company is already seeing “green shoots” in its turnaround plan. Foot Locker in March rolled out its “Lace Up” plan, a multipronged strategy meant to help Foot Locker increase market share and grow sales to $9.5 billion by 2026 by diversifying its brand portfolio, relaunching the Foot Locker brand with new store formats focused on an off-mall presence, maximizing its loyalty program and investing in technology to enhance the customer journey. Dillon said while Foot Locker has made progress on several of these initiatives, some of the short-term impact is what is showing up in Q2 results right now. For example, while Foot Locker maintains a strong partnership with Nike, the retailer is gradually moving to a more diverse product mix and decreasing the percentage of Nike sales overall. Sales of non-Nike brands increased to 36 percent in Q2, up from 31 percent in the same quarter last year. The goal is for Nike sales to make up between 55 percent and 60 percent of Foot Locker’s total sales mix by 2026, which has led to some short term sales challenges as the retailer recalibrates its assortment. “It’s well known that coming into this year, it was going to be a reset year for us as we’re transitioning through the reset of Nike in terms of allocating across the marketplace,” Dillon said. “That’s, I think, probably the largest part of why our sales are down now.” Once the reset period concludes, Dillon said the plan is to work with the Swoosh on further growth plans in key categories like basketball and kids. Dillon also reaffirmed Foot Locker’s commitment to stop selling Yeezy products last October in light of brand founder Kanye West’s antisemitic statements. While other retailers have started to sell the brand again for current drops, Foot Locker is not going back. ... Despite the rocky Q2 results, Dillon stood by the need for Foot Locker to create “a plan that drives long term, sustainable, profitable growth,” even at the expense of short-term profit gains. “Sometimes it takes a minute,” she added. “But at least in the long term, investing in the right places, I think is critical for every business because the world is changing rapidly.” Nguồn: sourcing journal https://lnkd.in/gdqjCzMS