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Liz Claiborne Snag??

August 24, 2010

Analysis of:Targeting Younger Buyers, Liz Claiborne Hits a Snag | online.wsj.com

I read with great interest and sadness your front page article on the fall of Liz Claiborne, who many in the women’s apparel industry regard as THE standard for career and leisure wear. With those fantastic designs and always crisp lines, it meant something special to the woman wearing the Liz label. Their customers were willing to pay extra because she knew the quality was superb and that she always looked great. Sadly, they have lost their way but, having lived through similar circumstances, the label can recover with the right kind of leadership, creative and marketing direction, just as it’s been destroyed by the inverse. All the missteps cited in the article, from hiring the wrong CEO to hiring a “celebrity” at a cost each year of at least $8m right off the bottom line for an unknown customer base with an unproven line, were sanctioned by an either absent or incompetent Board coupled with an out of touch group of Shareholders.

Retail Sales Down Due to Swine Flu....Really????

August 3, 2009

Analysis of:Fashion sales suffer as swine flu rocks consumer confidence | www.retail-week.com

It makes no logical sense to infer that retail sales continue to slide due to the swine flu! More plausible reasons include: - Unemployment approaching 10%;- Current workforce reduced confidence in economic recovery;- Imposition of state and federal taxes for sales, gasoline, energy services, and "sins";- Unsurety of impacts from health care and energy reforms on average household;

Real Change or More of the Same

July 10, 2009

Analysis of:Zale loses top marketing executive, controller | www.dallasnews.com

The replacement of Steve Larkin at Zales is indicative of what is beginning to happen throughout the country in not only the Retail arena but most industries. During economic downturns, those companies having difficulties weathering the storm begin to look at key associates’ performance on Executive and upper management teams. How much of this desire for change is sincere and not merely a front to “appear” new and improved?

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