Le Chateau Case

1664 Words7 Pages
Memorial University Le Chateau: Positioning for the Post-Boomer Market Case Memo Retail Management September 25th, 2013 Problems and Key Issues The retail apparel market in Canada faced some uncertainty issues in 2009. Because of the economic decline in the country, consumer spending had changed and though the economy was recovering in the later months of the year, it was still unclear how retail consumers would react. To add to the uncertainty of the market baby boomers, who had been strongly marketed to for the past 50 years in North America, were starting to retire. This meant less disposable income, and a change in spending habits. Positioning is extremely important for a retail firm, because of course a retail store cannot be everything, and firms that were previously positioned to target this generation were now left wondering what to do next. Market share was also getting more competitive with pressures for lower pricing, fast-fashion, and ethical behavior. Le Chateau was faced with the problem of positioning itself in the post-boomer market to achieve market share and profitability goals as it had done for the past 50 years. Target Market and it’s Evolution Le Chateau initially focused on marketing its apparel to fashion leaders. London’s Carnaby Street was a new fashion wave described as modern in the 1960’s. Rapid growth and success came from the ability to bring key fashion trends to its store for the fashion forward consumers, both men and women. The firm’s product line became more “mainstream” in the 1980s, targeting a larger market, as a result of growth throughout Canada and the move to the United States. Le Chateau then found itself targeting young adventurous women under 21 who enjoyed a Saturday night out, before the reposition in the early 2000’s to market to soccer moms and career focused women who wanted upscale, high quality

More about Le Chateau Case

Open Document