Harrington Case Study

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Harrington Collection Case 1) How well does active-wear fit with the Vigor division (e.g. target customer, advertising and sales strategy, production capabilities)? What possible impact could this new product line have on the Vigor brand name? Error in marketing research- they interviewed current customers but the market potential is mainly customers who don’t already purchase Harrington products. Harrington Collection a manufacturer and retailer of high-end women’s apparel has seen poor sales of late and their margins are at an all time low. They are now taking a look at whether an active-wear production line option will put an end to poor sales and performance. We will firstly take a look at how the active-wear fits in with the Vigor division. The current target customer of the Vigor division is “trend setter” women aged 25-50 with an average household income of over $75 000 (Tedlow RS, Beckham H 2008). They are typically college-educated professionals seeking fashionable yet comfortable clothing for work. Harrington Collection has decades of experience with an excellent relationship with retail trade giving it a vast understanding of its customer base. They also conducted surveys of the current Vigor customers and they showed considerable interest in active-wear, even customers who are no longer working professionals but who are loyal to the brand were interested in the new active-wear line. This was particularly evident in the baby boomer population who want clothing that does not make them feel old. Harrington is known for its extensive national advertising, top design staff and exceptional quality and styling. When you purchase a Harrington product you instantly purchase “status”. Harrington also estimated that over seven and a half million of active-wear was sold in 2007 with this expected to double by 2009. This represents a huge market

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