Business Prospectus

Andy Hernandez Ann Marie Patterson Andre Whitmore

BA 115 M-Th 6pm Mr. Smith
 Table of
Contents
1. Executive Summary............................................................3
2. General Description............................ ................................4
2.1.Mission Statement ....................................................4
2.2.Operations................................................. ..................5
2.3.Product Rationale................................. ......................5
2.4.Vision of The Future..................................... ..............7
3. Competitive Analysis......................... .................................8
3.1.Local Retailers............................ ................................8
3.2.Major Brands.............................................. ...............10
4. Marketing strategy................................................. ...........12
4.1.Product and Competitive Advantage....................13
4.2.Price ............................................... ...........................13
4.3.Distribution and Location.......................................13
4.4.Promotions.......................... ......................................14
5. Appendices..................................................... ....................15
5.1.Primary Market Research Data..............................15
5.2.Promotional Materials.............................................19
5.3.Works Cited........................................... ....................21

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1. E XECUTIVE S UMMARY
K
night Clothing is a
new urban
influenced, high
quality clothing line,
targeted at an adult
professional consumer, set
to open in the Midtown
area of Sacramento, CA.
Upon opening our primary focus
will be on internet based sales,
with the possibility and likelihood of
a brick-and-mortar location existing
in the near future.
At its core Knight is based upon the
concepts of synergy and harmony;
our customers are professional
adults who are diverse in terms of
work, background, and interests
and we strive to bring all of these
elements together into one line of
clothing that speaks to the needs
of a conscientious shopper who has
many interests.
In our Mission Statement, we
describe a company with lofty
goals; a group of business owners
that wish to be actively involved in
the community in which they
operate, donating to local charities,
promoting our local artists, and
providing our products at the
lowest possible price. We are a
company founded on the ideal of
minimizing our ecological
impact and respecting both
our clients and employees
equally. It is these core
philosophies that will give
us a competitive edge over
both smaller local retailers
and major urban brands.
Ultimately, by maintaining these
ideals and adapting them – growing
and changing along with our
customers – we aim to create a
company that will be appealing to
competitors and customers alike to
buy into. Our goal is to be able to
transform our general partnership
into a public corporation within ten
years, and give the public the
chance to take an active role in a
business they will believe in as
strongly as we do.
At the heart of our strategy as we
work towards this goal, is our
continued partnership with other
businesses and participation in
local events. We will be seeking to
engage established retailers with
distribution negotiations, so as to
increase market penetration of our
product and build a rapport with
other companies that have similar
core principals to our own.
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Also critical to allowing Knight to client base that will allow us to
thrive is our marketing through become prominent sponsors for
community participation. By both artistic and charitable
promoting the locals arts, endeavors, thus further giving back
displaying artist work in our office to the community in which we
and gallery location, we plan to started.
achieve a reputation and loyal

2. G ENERAL D ESCRIPTION
An apparel retailer opening in the Midtown area of Sacramento, CA, Knight
Clothing will sell urban themed clothing for the adult consumer in the local
and statewide markets. It was established in the fall of 2008 as a general
partnership, with each of the business founders sharing equally in both initial
investment capital and profits/liabilities. Each will also maintain a
management role within the company.

2.1 Mission Statement

Our objective is to allow our customers to express their individuality through
fashion, while supporting a company that maintains the ideals they believe
in. We feel that fashion companies aretoo often focused on youth advertising
and aspirational marketing. We think that it is possible to build a successful
urban apparel business that caters to professional adults on a budget.

In keeping with these core philosophies, the founders of Knight Clothing vow
that:

• We will always offer high quality designs at reasonable prices, and

treat our customers with the respect they deserve.

• We will make every effort to create a product that is ecologically

responsible; constantly seeking out new ways to minimize our impact
on the environment.

• We will support programs that transform the lives of people in need

and donate a portion of our annual profits to local charities with similar
goals.

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• We will embrace the importance of the arts in our society and
celebrate our local artists, promoting and displaying their work
whenever possible.

• We will hold our employees in the highest esteem, providing an

environment where they can contribute and flourish and be treated as
people instead of cogs in the machine.

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 Figure 2.1, Knight Clothing
Organizational Structure.

2.2 Operations
As a small start up, Knight will have a
simple organizational scheme with a line
structure (Fig. 2.1).

Andy Hernandez, Resources

Director, will handle the day-to-day
financial concerns of the company, our
partnerships with service businesses, and community outreach programs.

Our Creative Director, Andre Whitmore, will design both our actual garments
and the evolution of Knight’s brand identity. The creative vision behind
Knight Clothing, he is responsible for choosing the elements that go into the
product line and the creation of the Knight Life magazine.

Ann Marie Patterson, Marketing Director, will manage our advertising and
promotions including the Knight Website and blog, scheduling of special
events, and artistic partnerships with other businesses.

We will hire a General Manager who will handle our on-site office
management and directly supervise three commission based sales
contractors. These independent agents will network with other retail
establishments to promote the Knight line, increasing our distribution beyond
our own storefront location.

2.3 Product Rationale

The success of Knight Clothing is centered on our need to understand the
market we produce for and to predict changes therein. We have chosen to
fill a gap that is excluded from the youth targeted market approach, allowing
us to take advantage of a void left by our competitors.

This niche approach allows us to capitalize on a marketing error common to

other small urban stores. By focusing exclusively on youth culture as it
pertains to music and the fashions influenced by popular recording artists,
many urban retailers have been unable to adapt to a target market whose
tastes change exceedingly quickly and have gone out of business just as
swiftly.1 By focusing our products on professional adult consumers, instead of
1
“Urban Retailers Struggle To Keep Up With Trends.“ Trading Markets. 28 Jan. 2008.
<http://www.tradingmarkets.com/.site/news/Stock%20News/1034278/> 21 Nov. 2008.
6 of 24
teens and young adults, we will establish a more secure customer base that
is less unpredictable in its fluctuations.

Our Midtown location is a key component to fulfilling this market. Midtown

shoppers have an average age of 35 and make $40,000 per year.2 Primary
market research suggests that the majority of this population is aged 25-45
and that well over half make less than $50,000 (Fig. 2.2).3 Interviews with
Midtown shoppers have shown a concern for affordability, durability, and
versatility in clothing; all key components in the Knight design style.

Placing Knight in Midtown puts us at the centerof Sacramento culture. We

will be able to benefit from potential partnerships with other retailers and
demonstrate the interest in our local community that is at the heart of
ourcompany philosophy. Networking with established businesses, local
artists, and community
Figure 2.2, Data from Primary Research
interviews. See Appendices 5.1- Primary
organizations will be critical to our
Market Research Data.
company image and marketing
strategy.

Building business partnerships is critical in our first year of business, as we

focus on establishing our local image and internet store. We will be seeking
out distribution partnerships with established retailers via independent Sales
Agents to add to our internet based revenue and grant us wider distribution
locally in conventional storefront locations.

Other key success factors will include our reliability and quality of our
customer service. We must show a demonstrable history of product
excellence and timeliness of delivery in order to make consumers believe in
our product and develop brand loyalty.

2.4 Vision of the Future

Opening
Patterned after the business model laid out by Bay Area retailer, DirtBag
Clothing, our main focus for our first two years of operations is on internet
based sales and creating distribution partnerships with established retailers.4
By renting a low cost space intended primarily for office and production use
(see Marketing Strategy) instead of seeking out a conventional retail
2
“Space.” MARRS. Dec 2008. <http://marrs-sactown.com/?page_id=18>. 20 Nov 2008. Path;
Download Macro Brochure.
3
See Appendices 5.1. Primary Market Research Data.
4
Buchanan, Leigh. “The Dirtbag Demographic.” Inc. Dec 2002.
<http://www.inc.com/magazine/20021201/ 24897.html>. 24 Nov 2008.
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location, we will be able to save a great deal on overhead and keep our
pricing affordable, per our Mission Statement.

Two Years
As our revenues grow from distribution deals, web-based sales, and other
community partnerships, we plan to seek out a more traditional brick-and-
mortar location for our Midtown store. At this point we should be seeing a
wider ranged penetration of the state market and be looking to expand into
neighboring states. We will have a wider variety of product lines, which will
grant us a greater appeal on the market.

Five Years
With the assistance of our internet sales, we plan to be a known brand on the
national market at this stage and switch our company ownership to either a
private corporation or limited liability company so as to protect the founders’
personal assets.

Throughout this time, we will have continued to network with other retailers,
artists, and charitable organizations, as dictated by the interests our
customers and with the intention of being a potential sponsor for local
events such as Sacramento Fashion Week.

Ten Years
By Knight’s ten year anniversary, we plan to be a business that is appealing
to other business minded individuals. By going public on the market, we will
give our customers and competitors a chance to own the business they will
have come to respect. This will allow us to pass the reigns of the company
onto people who share the ideals we founded the company on.

3. C OMPETITIVE A NALYSIS

K
night Clothing’s competitive advantage is best expressed in the
Company Mission Statement; low priced, high quality urban designs
that one can wear in a work environment. We also have an active
policy of support for local artists and charities and minimal environmental
impact.

Our competitors can be broken into three main groups; other local clothing
retailers, majorurban brands, and the department and chain stores that
feature urban brands and styles.

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3.1 Local Retailers
The are several apparel stores that present direct competition because they
embrace some or all of Knight’s core philosophies and share a midtown
based location and/or present a strong web presence. By seeking out
distribution with established retailers, focusing on a specific need in the local
market, and keeping our pricing low, we will have a strong advantage against
these competitors. Moreover, many of these local boutiques do not have the
capability for online sales, which will also be to our benefit.

United State Online

At a glace, Unite State’s strongest advantage is a clean looking website
where one sees a dedication to their local artists (particularly the music
community), a large selection of brands, and an ideal location in Midtown.5

Further inspection shows that their selection is limited and somewhat costly
and their online store is not optimized for consumer use. However, they
have a better selection in their brick-and-mortar location than that
represented online and have a reputation for excellent customer service and
the promotion of local fashion designers, amongst their clientele.6

Our focus on our Internet sales, the professionalism of our website, and
availability of lower cost products will be a critical advantage with this
competitor. They may also be an ideal candidate for distribution
negotiations.

Shoefly
Shoefly focuses strictly on shoes and accessories. While they receive high
marks for selection of styles and customer service, they are criticized by
customers for price7 and have no discernable web presence beyond business
directories. They also do not note any active policy of community
involvement.

Cuffs Urban Apparel

Cuffs features vintage and newer, urban clothing at reasonable prices8 and is
well regarded for the in-store shopping experience. Their web site, however,
5
“About Us.” United State Online.
<http://www.unitedstateonline.com/newweb/aboutus.html>. 10 Dec. 2008.
6
“United State Online.” Yelp Business Directory. 18 Dec. 2008.
<http://www.yelp.com/biz/unitedstate-clothing-boutique-sacramento-3>. 18 Dec. 2008.
7
“Shoefly.” Yelp Business Directory. 4 Jun. 2008. <http://www.yelp.com/biz/shoe-fly-
sacramento.> 11 Dec. 2008.
8
“Cuffs Urban Clothing.” Yelp Business Directory. 5 May 2008.
<http://www.yelp.com/biz/cuffs-urban-apparel-sacramento>. 11 Dec. 2008.
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redirects to a MySpace page that is strictly for advertising purposes. While it
is clear that our web sales option will be a benefit when competing with
Cuffs, we view them as a possible distributor of Knight products.

East Coast Fashion

This designer urban storeis very hard to find information about as they have
no web site and practically no listings on any of the commonly used business
directories. Additionally they are located in a more obscure part of
Sacramento. Both of these elements will give Knight a distinct advantage
over this competitor, though their focus on hip-hop styles – including many of
the major urban brands -- may make them an ideal distribution partner as we
seek to penetrate markets outside of Midtown.

Sugar Shack & Krazy Mary’s Boutique

Both of these stores – which share ownership – have an advantageous
Midtown location with a variety of styles in stock. They also get good
reviews from their customers in terms of service,910 though many wish for
lower pricing. Neither has a web site for sales (MySpace advertising only),
however, and they focus strictly on women’s products. While they definitely
show some promise as a potential distributor, our web sales will be our
advantage in terms of competition.

Other Local Retailers

There are countless more clothing retailers in Midtown than we’ve detailed
here, many of which are competitors only by way of location. These
businesses feature different styles of clothing than we do (such as
formalwear, children’s clothing, costume rentals, etc.) and tend to focus on a
specialized product that is different than our own. Many are seeking a
different target market than we are and some may have distribution
potential for Knight Clothing as we introduce new product lines.

3.2 Major Brands

There are several well-known major urban brands of apparel with each
sharing several common characteristics. Most are headed by major
recording artists, granting them name recognition on the global scale. Most
are focused on a high end product with prices above the market standard.
Most produce athletic wear and other styles that are commonly associated
9
“Krazy Mary’s.” Yelp Business Directory. 19 Jul. 2008. <http://www.yelp.com/biz/krazy-
marys-sacramento>. 12 Dec. 2008.
10
“Sugar Shack Boutique.” Yelp Business Directory. 1 Dec 2008. <
http://www.yelp.com/biz/sugar-shack-boutique-sacramento>. 12 Dec 2008.
10 of 24
with the hip-hop influenced interpretation of urban clothing. Most are also
available in one or more major chain or department stores, such as Target,
Macy’s and Nordstrom’s.

In all cases, our affordable pricing, production of a wider variety of urban

styles – including clothing that is suitable for consumers who work in a
business casual environment – and our desire to become a respected
business in the local community will be our competitive advantage.

Rocawear
Founded by Shawn "Jay-Z" Carter of Rocafella Records, Rocawear prides itself
on the inclusion of international themes in their product design.11 Like most
urban brands, they consider their target market to be younger shoppers who
are very into hip-hop music and culture. They feature a variety of product
lines that are available on their web site and in various retail establishments.
Their pricing is on the higher end of average market value.

Our focus on professional consumers and commitment to the local

community will be our critical advantage against this competitor.
Sean John
Sean “Diddy” Combs, founder of the company, seems to have a similar
corporate vision to that expressed by Rocawear.12Consequently, our focus on
local consumers and affordable pricing will once again be our biggest
advantage in competition.

Coogi
Based out of Australia, Coogi is one of the competitors that are not fronted
by a major recording artist, though they do have a solid following based on
the reputation of the founder and fashion designer, Jacky Taranto.13 With
their focus being on a high end product, both in terms of quality and price,
affordability is going to work to our benefit on the local market.

Upper Playground
One of the smaller major urban brands, Upper Playground shares some
company philosophies with Knight Clothing, as well as a Midtown location.
They promote and partner with artists on their website,14 and receive positive
11
“About Us.” Rocawear. < http://www.rocawear.com/shop/aboutus.php>. 10 Dec 2008.
12
“About.” Sean John. 2008. < http://www.rocawear.com/shop/aboutus.php>. 10 Dec 2008.
13
Khan, Jon "Coogi Clothing - Upscale Urban Style." Coogi Clothing - Upscale Urban Style. 3
Nov. 2008. EzineArticles.com. <http://ezinearticles.com/?Coogi-Clothing---Upscale-Urban-
Style&id=1645719>. 6 Jan 2009.
14
“News – Artists Updates.” Upper Playground. 29 Dec 2008.
<http://www.upperplayground.com/ news/category/8>. 30 Dec 2008.
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reviews from their local customers for customizing their retail stores for the
community.15 Our lower pricing will be to our advantage in competing with
their local store, but we feel they may be a great candidate for distribution
partnership or mutual advertising.

Other Major Urban Brands

As was the case with the locally owned competition, there are many more
major competitors than the major ones we’ve detailed here. Some of the
major discount chain stores, such as Target and Wal-Mart, feature their own
brands of urban wear. Most of these brands are focused on the hip-hop and
athletic wear interpretations of the urban motif and our desire to produce a
more versatile high-quality line of clothing will be critical in competing with
these lines. As Knight gains deeper market penetration, some may be ideal
for distribution, as well.

4. M ARKETING S TRATEGY

K
night will have a multi-segment market but with a single market
approach, due to the nature of our designs, the interests of the market
in Midtown and the diversity of the company founders.

Midtown consumers spend an average of $1000-2000 per year on clothing,16

lining up with the national average of $1800 spent on apparel in 2007.17
Women generally make up the largest portion of consumer dollars and retail
trends have shown that marketing towards women will not necessarily
isolate male customers.18 Thus our advertising efforts will feature a large
focus on seeking out the female consumer within our target market.

Additionally, Sacramento has seen a large increase in the Latino population,

a trend that is expected to continue, 19and Midtown shoppers tend to be very
racially and ethnically diverse.20

Primary research indicates that there is an interest amongst shoppers across

these demographics for high quality, affordable, classic designs with an
urban concept and that businesses with an artistic and charitable
involvement thrive in this market (Fig. 4.1).
15
“Upper Playground, Sacramento.” Yelp Business Directory. 21 Oct 2008. <
http://www.yelp.com/biz/upper-playground-sacramento>. 20 Dec 2008.
16
See Appendices 5.1 Primary Market Research Data.
17
“Consumer Expenditures in 2007.” Bureau of Labor Statistics. 25 Nov 2008.
<http://www.bls.gov/news.release/ cesan.nr0.htm> 30 Nov 2008.
18
Learned, Andrea. “The Six Costliest Mistakes You Can Make in Marketing to Women.” Inc.
Jan 2003. <http://www.inc.com/articles/2003/01/25019.html>. 16 Nov 2008.
19
Baldassare, Mark. “Forum: Fastest Growing Region in the State.” Public Policy Institute of
California. 15 Apr 2001. < http://www.ppic.org/main/commentary.asp?i=240>. 20 Nov 2008.
20
See Appendices 5.1 Primary Market Research.
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 Consequently, our primary target audience is both men and women in the
25-40 yr. age range, with a median income of $20,000 – 40,000, across
ethnicities and lifestyles, who support the local artists and businesses that
Midtown is knownfor.

4.1 Product and Competitive

Advantage
All of our garments are made from natural, high quality fabrics and are
designed to be comfortable as well as
Figure 4.1 Data from Primary Research interviews.
stylish. By keeping our production costs
See Appendices 5.1 Primary Market Research Data.
low in establishing our startup location
and dealing with local wholesalers, we
will be able to produce a line that is affordable relative to its quality, which
allows us to move away from the aspirational marketing approach that many
socially conscious consumers are finding more distasteful.21

It is this simple approach, with an emphasis on diversity, self expression,

responsibility and affordability that will set KnightClothing above the
competition.

4.2 Price
Because we are able to cut costs by keeping much of our production process
and advertising in-house, distributing via other retailers while emphasizing
internet sales, and maintaining an office and gallery with a lower overhead
than a traditional storefront, a price that is below market value will be the
most effective strategy for KnightClothing at its conception.

We anticipate using promotional pricing when appropriate, since our Midtown

features many public events, such as the Second Saturday Artwalk, and will
receive a great deal of free advertising and publicity from our business
partners.

4.3 Distribution and Location

While we have the ability to sell on our business website, and therefore to
reach a greater audience than just those in the Sacramento Metro area,
KnightClothing is primarily a local business that aims to build partnerships in
the Midtown area. Our company will be located in a local theatrical and arts
21
Clifford, Stephanie. “Goodbye Seduction, Hello Coupons.” New York Times. 9 Nov 2008.
<http://www.nytimes.com/2008/11/10/business/media/10adco.html>. 30 Nov 2008.
13 of 24
complex and will serve mainly as an office and gallery for our designs. We
will display the work of local artists in this space, allowing us to participate
actively in the local arts community.

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4.4 Promotions
The first step in Knight’s promotional plan is our opening, which will coincide
with the Second Saturday Artwalk and Sacramento Fashion Week. 22 Due this
critical timing and our proximity to theatre companies, other art galleries,
and Midtown’s active night life, we will be able to take advantage of free
and/or low cost publicity from the related websites and large crowds typically
gathered at such events. By presenting a store-front fashion show, and
promotional pricing for the event, we anticipate garnering a number of
repeat guests our first day.

While we do plan to pay for conventional advertising in the periodicals

Sacramento Magazine and Midtown Monthly, as well as on the MidtownGrid
and Sacramento News & Review websites, we will also be able to acquire
publicity by promoting Knight on the free community calendars of the Black,
Hispanic, Women’s and Rainbow Chambers of Commerce, as well via
networking with the Midtown Business Association.

Finally, Knight will be promoting itself in-house via its own smaller magazine,
“Knight Life,” and company website which will feature information on store
promotions, ongoing design concepts, and upcoming public events relevant
to the business.

The combination of all of these elements will allow us to keep advertising

costs low while dramatically increasing the visibility of the company upon
opening. As we expand and tackle the plans laid out in our vision for Knight’s
future, we will be able to increase advertising to include local billboards, a
stronger presence in local advertising publications, and explore similar
advertising methods in other geographical areas.

22
“Schedule.” Sacramento Fashion Week.
<http://www.sacramentofashionweek.com/fall2008/schedule.asp>. 17 Nov 2008.
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5. A PPENDICES
5.1 Primary Market Research Data
During Q4 2008 Knight Clothing conducted consumer interviews regarding
preferences in clothing including styles, annual spending, retail company
philosophies, and demographics. These interviews were conducted in person
near Knight’s “brick and mortar” location and several potential competitors
and online via forms, emails, and message boardstargeting the Sacramento
area.

Polling confirmed demographic information obtained in secondary research

and cemented our belief that a valid market exists in this area for urban
clothing with the adult, professional customer in mind. Respondents also
expressed a preference for businesses that support local arts endeavors and
charities.
Demographic* Totals of Respondents Total
456

Men Women

Other/ Other/
Age Group 25-35 35-45 25-35 35-45
Decline Decline
82 75 64 %of 93 78 64 %of
18% 16% 14% total 20% 17% 14% total
African American 19 23 14 12% 21 24 16 13%
Ethnicity

Caucasian 31 26 22 17% 44 37 25 23%

Hispanic 23 21 15 13% 27 14 14 12%
Other/Decline 9 5 13 6% 1 3 9 3%
less than $20,000 21 4 12 8% 29 12 11 11%
$20,000-35,000 20 14 11 10% 27 18 15 13%
Income

$35,000-50,000 32 31 19 18% 29 29 22 18%

$50,000+ 7 21 19 10% 4 17 12 7%
Decline 2 5 3 2% 4 2 4 2%
less than $1000 37 27 23 19% 37 16 24 17%
$ per year,
apparel**

$1000-2000 38 31 31 22% 43 42 28 25%

more than $2000 7 10 8 5% 13 16 9 8%
Decline 0 7 2 2% 0 4 3 2%
*Demographic indicators not shown did not reveal any statistically significant trends.
**Ethnic and Income indicators showed fewer differentiations in annual apparel spending
than gender and age breakdowns.

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 Conceptual Interest

Artist Charity Knight

Total
Support Support Interest
Gender/ Age Men 25-35 82 68% 56% 83%
Men 35-45 75 68% 56% 51%
Men Other/Decline 64 58% 55% 72%
Women 25-35 93 56% 72% 69%
Women 35-45 78 87% 76% 63%
Women Other/Decline 64 53% 72% 66%
African American 117 79% 69% 81%
Ethnicity

Caucasian 185 69% 65% 55%

Hispanic 114 67% 69% 78%
Other/Decline 40 30% 38% 53%
less than $20,000 89 60% 74% 94%
$20,000-35,000 105 67% 74% 85%
Income

$35,000-50,000 162 70% 59% 56%

$50,000+ 80 70% 55% 41%
Decline 20 30% 55% 55%
less than $1000 164 56% 63% 74%
$ per year,
apparel**

$1000-2000 213 70% 67% 67%

more than $2000 63 75% 60% 54%
Of those
Decline 16 56% 63% 50%
Total 456 65% 65% 67%
interviewed, we found that Midtown shoppers made less than $50,000 per
year while still spending at least $1000 on clothing. While there was not a
large degree of difference in the number of men and women interviewed, or
their apparel spending habits, female shoppers generally had larger numbers
in terms of both population and spending dollars, and lower incomes, across
age and ethnic groups.

Upon conclusion of market research interviews, Knight Clothing determined

that most demographic groups expressed a notable interest in our company
philosophies of artist and charitable community involvement, as well as in
the design concepts we seek to express. Two-thirds of those interviewed
stated they would be likely to shop at Knight Clothing and even stronger
interest was shown in individuals who stated their income as less than
$35,000 per year. Highlighted demographics indicate groups that expressed
an interest that was greater than 65% of those interviewed.

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Market Research Survey –
page 1

18 of 24
Market Research Survey – page 2

19 of 24
5.2 Promotional Materials

Seen on this page is the first cover of

“Knight Life Magazine” and several of
our initial promotional graphics. These
images showcase the intended
diversity of our product line and
advertising efforts, with images
appealing to a variety of demographic
groups.

20 of 24
21 of 24
The graphics here highlight Knight’s vision of its future, featuring
mockups for advertising and events we plan to use as we approach a
greater share of the statewide and eventually national market and
introduce a larger number of product lines.
5.3 Works Cited
“About Us.” Rocawear. < http://www.rocawear.com/shop/aboutus.php>. 10
Dec 2008.
“About Us.” United State Online.
<http://www.unitedstateonline.com/newweb/aboutus.html>. 10 Dec
2008.
“About.” Sean John. 2008. < http://www.rocawear.com/shop/aboutus.php>.
10 Dec 2008.
“Consumer Expenditures in 2007.” Bureau of Labor Statistics. 25 Nov 2008.
<http://www.bls.gov/news.release/ cesan.nr0.htm> 30 Nov 2008.
“News - Artists Updates.” Upper Playground. 29 Dec 2008.
<http://www.upperplayground.com /news/category/8>. 30 Dec 2008.

23 of 24
“Schedule.” Sacramento Fashion Week.
<http://www.sacramentofashionweek.com /fall2008/schedule.asp>. 17
Nov 2008.
“Space.” MARRS. Dec 2008. <http://marrs-sactown.com/?page_id=18>. 20
Nov 2008. Path; Download Macro Brochure.
“Urban Retailers Struggle To Keep Up With Trends.“ Trading Markets. 28 Jan.
2008.
<http://www.tradingmarkets.com/.site/news/Stock%20News/1034278/
> 21 Nov 2008.
Baldassare, Mark. “Forum: Fastest Growing Region in the State.” Public Policy
Institute of California. 15 Apr 2001. <
http://www.ppic.org/main/commentary.asp?i=240>. 20 Nov 2008.
Buchanan, Leigh. “The Dirtbag Demographic.” Inc. Dec 2002.
<http://www.inc.com/ magazine/20021201/ 24897.html>. 24 Nov
2008.
Clifford, Stephanie. “Goodbye Seduction, Hello Coupons.” New York Times. 9
Nov 2008.
<http://www.nytimes.com/2008/11/10/business/media/10adco.html>.
30 Nov 2008.
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