...Question #2 What would you recommend to The Fashion Channel? The Fashion Channel has enjoyed great success with programming targeting everyone from the Fashionista who lives for high fashion, to the busy mom in search of the best deals with which to dress her family, to the bachelor who just needs something to wear. However, competition from other networks including CNN and Lifetime dictates that The Fashion Channel consider segmenting their viewers and determine which markets would be both the most profitable and allow them to gain a competitive advantage. According to our text, market segmentation not only assists companies in effectively serving their customers in a way that is beneficial to both parties, but also assists in indentifying market segments that should not be pursued. As indicated in the data, the broad market segment that The Fashion Channel has employed since the network started is no longer feasible because advertisers are being lured to other channels whose viewership provides the most benefit for their advertising dollars. If TFC does not make a move, their profit margin could potentially drop to 19% in 2007. For the Fashion Channel, male viewers, the “Situationalists,” and the “Basics” do not provide enough benefits to the network (or advertisers for that matter) to include them in their market segmentation strategy moving forward. Therefore, our recommendation is for The Fashion Channel to implement scenario three, which targets the Fashionista’s...
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...Case: * Fashion Channel Read the Fashion Channel case and answer the questions below. Please note the following additional guidance: The discussion of alternatives indicates that for the first scenario, an investment in programming would be required but the case does not indicate how much that might cost.  You can either assume that this spending was flat or you can assume an increase. In either case, specify your assumption and base your findings on that assumption. Questions: 1. What is your interpretation of the consumer and market data presented in the case? What key conclusions do you draw from these data? Explain. TFC meets the needs of women 35-54, who have a passion for fashion. As a result of TLC success, existing networks are launching fashion-specific programming because it is an opportunity to strength its existing ratings/viewership from it core women audience (Lifetime) or gain viewership by expanding its offering to include lifestyle content (CNN). The total population does not have the same attitudes, views and opinions regarding fashion. TFC cannot meet the needs of all the different \’fashion’ segments/clusters. In a fragmented market, thfor programming content with a specific viewer in mind. There is an opportunity for TFC to be a market leader to a particular segment/clusters. Bottom-line, it is not about generalization but specializing \’ focus at being meeting the needs of one segment to gain loyalty. 2. What...
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...Situational and SWOT Analysis The Fashion Channel is a network dedicated to fashion twenty-four hours a day, seven days a week. Since it was founded in 1996, it has successfully achieved profit growth above the industry average rate and steady revenue. TFC reaches more than 80 million households in the United States, and targets a wide variety of demographics, specifically, viewers between the ages of 35 and 54. Impressed by The Fashion Channels’ success, other markets such as CNN and Lifetime started adding fashion related programming to their networks, becoming a threat to TFC. Currently, TFC customers’ satisfaction is low and revenues are projected to decline. The Fashion Channel must implement a new strategy for segmentation and advertising to attract more viewers to increase ratings and revenue. Strengths: • TFC is the only network dedicated to fashion 24/7. • The channel appeals to women between the ages of 35 and 54. • TFC is included in the basic cable package that is in approximately 80 million households. • It is a unique market. • TFC has achieved full penetration of available households. Weaknesses: • By only showing fashion related programming, it is not a diversified market. • TFC grew too quickly and did not develop a detailed segmentation, branding, or position strategy. • Some of the members of the leadership team are resistant to change. • TFC does not target any specific viewer segments. • Customer satisfaction is declining Opportunities: ...
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...2075 JUNE 1, 2007 WENDY STAHL The Fashion Channel Introduction Dana Wheeler, senior vice president of marketing for The Fashion Channel (TFC), sat in her Chicago office and scrolled through the email messages in her inbox. Thankfully, none required an urgent reply. She toggled over to her calendar: no meetings for the rest of the day. Finally, she could focus her thoughts on reviewing her recommendations for TFC’s new segmentation and positioning strategy. Wheeler believed that she had prepared a solid analysis; she felt confident about the strategy she was proposing. But next week’s senior management meeting would mark her first big presentation to the company’s leaders since she had joined TFC, and, she admitted to herself, she was eager to gain the support of her colleagues. There was a lot riding on the outcome of this meeting, both for Wheeler and for the channel. If founder and CEO Jared Thomas and his team liked what they heard, Wheeler would move forward to implement her recommendations. The company needed to strengthen its competitive position and would be spending more than $60 million in all national and affiliate advertising, promotion, and public relations in 2007, based on these recommendations. This would be an increase of $15 million over 2006 spending. Background TFC was a successful cable TV network– and the only network dedicated solely to fashion, with up-to-date and entertaining features and information broadcast 24 hours per day, 7 days per week...
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...2075 JUNE 1, 2007 WENDY STAHL The Fashion Channel Introduction Dana Wheeler, senior vice president of marketing for The Fashion Channel (TFC), sat in her Chicago office and scrolled through the email messages in her inbox. Thankfully, none required an urgent reply. She toggled over to her calendar: no meetings for the rest of the day. Finally, she could focus her thoughts on reviewing her recommendations for TFC’s new segmentation and positioning strategy. Wheeler believed that she had prepared a solid analysis; she felt confident about the strategy she was proposing. But next week’s senior management meeting would mark her first big presentation to the company’s leaders since she had joined TFC, and, she admitted to herself, she was eager to gain the support of her colleagues. There was a lot riding on the outcome of this meeting, both for Wheeler and for the channel. If founder and CEO Jared Thomas and his team liked what they heard, Wheeler would move forward to implement her recommendations. The company needed to strengthen its competitive position and would be spending more than $60 million in all national and affiliate advertising, promotion, and public relations in 2007, based on these recommendations. This would be an increase of $15 million over 2006 spending. Background TFC was a successful cable TV network– and the only network dedicated solely to fashion, with up-to-date and entertaining features and information broadcast 24 hours per day, 7 days per week...
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...Case study Analysis: The Fashion Channel Introduction: “The Fashion Channel” which is a successful cable TV network and which had been started by two entrepreneurs in 1996, with up to date and entertainment features and information broadcast 24×7 which was related to fashion only. The channel was actually dedicated to fashion only and its main audience were women of 35-54 age group. Earlier TFC’s tagline was “Fashion for Everyone” In 2006 TFC has earned the revenue of $310.6 Mn out of which their target was to earn a profit of $230 Mn only through advertisement. Till 2006 TFC was the market leader in fashion related programs and one of its more popular series in 2005 had been “Look Great on Saturday Night for Under $100. In 2006 TFC has realized that some of the other channels like CNN and Lifetime are following the footsteps of TFC and also they are telecasting the programs related to the fashion world, which were now started to become more popular in comparison to the programs of TFC. These channels were giving competition to the TFC directly by taking the share of its ad revenue; these channels were giving a double edged competition to TFC. Norm Frazier, senior vice president of advertising sale, advised that in order to increase the TFC’s ad revenues either TFC has to decrease its ad pricing by 10% or to increase its viewership by improving the quality n contents of the programs. There were around 110 Mn households in USA with cable network and TFC’s average rating...
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...data presented, The Fashion Channel (TFC) was the first TV channel to offer fashion TV shows, reaching 80 million viewers in the USA, initially giving the company an advantage as the original leader in the market. However, now the company is facing tough competition: “Fashion Today” on Lifetime and “Fashion Tonight” on CNN. At the moment this new competition arose, TFC did not have any plan for strategic segmentation or market positioning. The demographic data shows that 61% of the total audience for The Fashion Channel is comprised of women between 35-54 years old, similar to CNN’s audience. However, the Lifetime audience is 63% women between 18-34 years old; that means that TFC has older viewers than Lifetime. Another interesting figure is that CNN has the greater number of men with 45%, mostly between 35-40 years old. Given these figures, it’s clear that Dana Wheeler is focusing on attracting a younger segment of women to TFC, competing directly with Lifetime. She is not interested in reaching the male segment. TFC dedicates more broadcast time to fashion programming than any other network. However, TFC’s fashion programs rank lower in the ratings than its competitors’ shows. That negatively affects TFC because lower-rated shows are less attractive to advertisers, resulting in lower income from commercials. According to a study conducted by GFE Associates, people who are interested in fashion can be divided into four segments: Fashionistas (serious fashion followers), who represent...
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...Case 6 - The Fashion Channel 1. ISSUES Founded in 1996, TFC has been the only channel that is dedicated to fashion features 24 hours a day 7 days a week to a broad range of audience. This gave the channel a competitive edge marking it as the fashion leader channel in the market. However beginning 2006, the company noticed that other channel namely Lifetime and CNN were including fashion programs in their network and thus attracting audiences and advertisers. Advertisers had more choices to advertise through now and since these competitors were targeting the younger and stronger groups of audiences, this was affecting the commercial sales of TFC. The company is losing more advertisements to its competitors and it is estimated that TFC would need to drop its ad price by 10% if its performance doesn’t change. The current marketing theme of TFC is “Fashion for everyone” which means they are offering to broad range of viewers to get more viewership but the current market situation interprets that advertisers are interested in going to networks that target the strong segment of the market-Youth. Dana also found that TFC ranks lower in viewership ratings as compared to its competitor because of targeting broad audience and older females. Since ad rates are based on the number and demographics of the target market, lower viewership rate of TFC was resulting in lower income from commercials. Currently 61% of the total audience for TFC is women between 35-54 years old, similar...
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...Zara Case Study - Answer the following questions using both the case in the text and online research. Citations (within the text) and a bibliography are required. Be sure to provide an overview of the case in a short paragraph prior to answering each question. List the question you are answering prior to your answer. Vertical Supply Chain Zara uses a vertical supply chain, which is an uncommon strategy in the fashion industry. A company that operates in a vertically integrated strategy has total control of the various business activities, such as designing, manufacturing, sourcing, and to distribution to retail stores. This gives the company total business management. 1. As completely as possible, explain the supply chain for Zara from raw materials to consumer purchase. (5 points) Zara makes about 40% of their raw material (fabric) and produces more than half of its own clothes. (Kotler and Armstrong). The remaining 60% is outsourced from within Spain, mostly from the La Curuna. Designing of clothes at Zara is done by creative teams of over 300 professionals at the headquarters in La Curuna, Spain. (Supply Chain Brain). After the designers complete a design they are sent to Zara’s production system to cut the fabric. The design is then sent for sewing by one of several hundred local cooperatives. After sewing, the clothes are returned to Zara’s facilities for ironing by an assembly line of workers. After this, the items are wrapped and transported on conveyor...
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...WENDY STAHL The Fashion Channel Introduction Dana Wheeler, senior vice president of marketing for The Fashion Channel (TFC), sat in her Chicago office and scrolled through the email messages in her inbox. Thankfully, none required an urgent reply. She toggled over to her calendar: no meetings for the rest of the day. Finally, she could focus her thoughts on reviewing her recommendations for TFC’s new segmentation and positioning strategy. Wheeler believed that she had prepared a solid analysis; she felt confident about the strategy she was proposing. But next week’s senior management meeting would mark her first big presentation to the company’s leaders since she had joined TFC, and, she admitted to herself, she was eager to gain the support of her colleagues. There was a lot riding on the outcome of this meeting, both for Wheeler and for the channel. If founder and CEO Jared Thomas and his team liked what they heard, Wheeler would move forward to implement her recommendations. The company needed to strengthen its competitive position and would be spending more than $60 million in all national and affiliate advertising, promotion, and public relations in 2007, based on these recommendations. This would be an increase of $15 million over 2006 spending. Do No Background TFC was a successful cable TV network– and the only network dedicated solely to fashion, with up-to-date and entertaining features and information broadcast 24 hours per day, 7 days per week. Founded...
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...customers. It has 35 shops, over 27,000 Wills Boston partners and an award-winning website. It currently sells the biggest range of products of any UK high street retailer. In early 2010, Wills Boston saw that despite having an incredible 350,000 product SKUs most customers visited on average only twice per year. It was also clear that there was significant potential to increase online annual sales by creating opportunities for customers to interact with the brand through new and multiple touch points. Indeed it was apparent that a multi-channel customer was worth on average 3.3 times more than a shop-only customer shopping on average 6 times per year. As a result of this, and the consumer trend for browsing and purchasing online, Wills Boston refocused its strategy and made e-commerce growth its single highest priority, setting a new commercial objective to increase online annual sales from £393m in 2009/2010 to £685m through online channels by 2014. The journey so far has taken Wills Boston from a department store with a mediocre online business to become one of the top e-tailers in the UK with online sales growing by at least 27% per year over the period 2010/2014. On the busiest day, WillsBoston.com took an order on the website every 1.9 seconds. Wills Boston also grew its multichannel customers in 2010 from 7.3% to 12.67% of the total customer base and in 2014 to 15.75%,...
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...Boohoo Dot com Fashion online | Business Strategy Decision Making | Individual Coursework of Decision making | | Module Code: BU3413Module Tutor: Deji SotundeStudent, UCLA id: G20625452LSBF id: A4072776 | | | Boohoo Dot Com Fashion online store International growth occurs in 2006 in e-fashion industry according to Mintel reports that in UK Fashion e-commerce 147% increase on that time (CONSUMERS' SHOPPING EXPERIENCES IN THE UK AND SPAIN, 2013, pp. 10-13) The Boohoo dot com representing the young generation fashion and they jumped profit £24.5m in 2011 (Gallagher, 2012) Boohoo has decided to listed to the stock market as young fashion icon and expend the business and attract to investors, (Gallagher, 2013) International growth occurs in 2006 in e-fashion industry according to Mintel reports that in UK Fashion e-commerce 147% increase on that time (CONSUMERS' SHOPPING EXPERIENCES IN THE UK AND SPAIN, 2013, pp. 10-13) The Boohoo dot com representing the young generation fashion and they jumped profit £24.5m in 2011 (Gallagher, 2012) Boohoo has decided to listed to the stock market as young fashion icon and expend the business and attract to investors, (Gallagher, 2013) The online fashion outlet ‘Boohoo’ strategy development and critical discussion are based on these four objectives that should evaluate and formulate on it. 1. Boohoo Mission, Vision and Value 2. The strategic goals of defining the direction 3. Strategic Analysis of the...
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...Case Study Analysis: The Fashion Channel Introduction: “The Fashion Channel” which is a successful cable TV network and which had been started by two entrepreneurs in 1996, with up to date and entertainment features and information broadcast 24×7 which was related to fashion only. The channel was actually dedicated to fashion only and its main audience were women of 35-54 age group. Earlier TFC’s tagline was “Fashion for Everyone” In 2006 TFC has earned the revenue of $310.6 Mn out of which their target was to earn a profit of $230 Mn only through advertisement. Till 2006 TFC was the market leader in fashion related programs and one of its more popular series in 2005 had been “Look Great on Saturday Night for Under $100. In 2006 TFC has realized that some of the other channels like CNN and Lifetime are following the footsteps of TFC and also they are telecasting the programs related to the fashion world, which were now started to become more popular in comparison to the programs of TFC. These channels were giving competition to the TFC directly by taking the share of its ad revenue; these channels were giving a double edged competition to TFC. Norm Frazier, senior vice president of advertising sale, advised that in order to increase the TFC’s ad revenues either TFC has to decrease its ad pricing by 10% or to increase its viewership by improving the quality n contents of the programs. There were around 110 Mn households in USA with cable network and TFC’s average rating...
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...etingGRADUATION THESIS SOCIAL MEDIA MARKETING AND THE FASHION INDUSTRY By Lisanne van Rietschoten Amsterdam Fashion Institute GRADUATION THESIS Social Media Marketing and the Fashion Industry WHAT IS SOCIAL MEDIA MARKETING AND HOW ARE FASHION BRANDS APPLYING SOCIAL MEDIA AS A MARKETING TOOL AND COMMUNICATION CHANNEL? By Lisanne van Rietschoten International F&M Student Graduation Coach: Marco Mossinkoff Amsterdam Fashion Institute, May 10,2010. PRODUCT THE PRODUCT IS INSPIRED BY THE DIFFERENT APPLICATIONS OF TACTICS AMONG FASHION SEGMENTS TO ACHIEVE SOCIAL MEDIA GOALS. THE LINK BETWEEN GOALS AND TACTICS IS ACCORDING TO MY RESEARCH AN IMPORTANT PART OF SOCIAL MEDIA SINCE IT PLAYS A CRUCIAL ROLE IN A BRAND’S SOCIAL MEDIA COMMUNICATIONS. MY AIM WITH THE PRODUCT IS TO MAKE FASHION BRANDS AWARE OF MY FINDINGS ON GOALS AND TACTICS. INSTEAD OF GIVING AWAY PRINTOUTS OF MY +15,000 WORD THESIS, THE PRODUCT IS HANDY AND ACTS AS A VISUALISATION OF MY MOST INTERESTING RESEARCH OUTCOMES. MY PRODUCT COMES IN A FORM OF A BROCHURE AND A MAP. IF MY THESIS PROVES TO BE SUCCESSFUL, I AM PLANNING TO SEND OUT THE BROCHURE AND MAP TO COMPANIES ALONG WITH MY CV TO APPLY FOR A FULL-TIME OR PART-TIME JOB IN THE FIELD OF DIGITAL MARKETING. ABSTRACT Social media may sound like a new concept, but it is actually based on the most authentic marketing tool we know: word-of-mouth marketing. The speed of online word-of-mouth goes enormously fast, making social media highly attractive...
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...2008, ‘Harrington Collection: Sizing Up the Active-Wear Market’, Harvard Business Publishing, pp.1-14. Question 1. Active-wear product line for Vigor? Vigor is a division of the Harrington collection, a large manufacturer and retailer of high-end women’s apparel. Acquired in 1984 Harrington aimed to use the division to appeal to younger, fashion-conscious customers. The Vigor division predominantly sells career wear including skirts, pants, blouses, dresses and coats. Out of the 6 general categories of women’s apparel products it classifies its garments under “better”, described as having brand name labels, cheaper than the designer and bridge categories that include career wear, dresses and sportswear. Forty percent of active wear is expected to be captured by the “better” classification by 2009. Vigor’s target customers are said to be “trend setters”, the average women, 25-50 who are college educated, professional, have an income of over $75,000 and are seeking comfortable but stylish clothing for work. Vigor’s market share is 7%. Vigor’s target segment would fit well with the introduction of active-wear. The product category Vigor is under generally sells sportswear and with customers who are seeking comfortable clothing and class themselves as trend setters they would benefit from the comfort of active-wear and the recent trend towards more athletic fashions. Surveys conducted by Harrington support this showing 10% of existing customers would buy an active-wear set...
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