Vans, Skating On Air

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Vans: Skating on Air Case Analysis Cory Ritchie Executive Summary Doug Pallidini, a former VP Marketing at Vans, Inc. sums it all in his statement, “In my 20 years of marketing, Vans is probably the closest I have seen to the true definition of a brand as it expresses an emotional connection between consumers and a product. Despite some really awful decisions over the 40 years, Vans has been able to maintain an amazing emotional connection with its customers”. Vans, Inc, a $400 Million company (in 2002), holds about 45% market share in its dominant product category – skate shoes for pro and casual customers, but had struggled to expand outside its established footprint. Vans had experimented with various promotional activities that paid-off very well in terms of superior brand recognition. The Triple Crown Series, the Warped Tour, and the Skate Parks continue to be huge successes. Having captured a dominant market share in alternate sports shoe market, Vans is in crossroads and would like to get to the next level of reaching a billion dollar in annual revenues. In this case analysis we looked at the 4Ps for Vans and proposed and evaluated alternatives that will enable Vans to reach its goal. 1. First P, the Product - Vans had a limited set of products for a small target group (mostly teens between 14 to 17 years of age). In order to triple its current annual revenue, Vans has to expand its product lines. Target segments include Women, Kids, and Middle-aged Males – all typical non-Vans customers. Also, internationally, Vans should have country specific product lines as different sports are popular in different countries. For instance, product line for Australia could be very different from what Vans sells in Europe. 2. Second P, the Place – Vans currently sells its products through several distribution channels, but

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