Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Table
of
Contents
Company
Analysis
..
3-6
Consumer Analysis.. 6-7 Product Analysis... 7-9 Competitive Analysis. 9-14 Market Analysis. 14-15 Other Considerations (Past and Present Communications) 15-17 SWOT. 18-19 Primary Research Considerations.. 19 Work Cited and Appendix 20-29
Company
Analysis
Company
Mission
and
Philosophy
Converse
sneakers
were
originally
created
as
a
basketball
shoe,
and
the
Chuck
Taylor
All
Star
is
now
an
iconic
part
of
the
fashion
industry
and
American
culture.
The
Converse
brand
has
evolved
from
a
focus
on
function
to
a
brand
of
symbolism.
The
company
stands
for
optimistic
rebellion,
independence
and
originality
(3).
The
brand
has
established
itself
as
Americas
Original
Sports
Company
and
speaks
to
those
who
enjoy
expressing
individuality
through
their
footwear
and
apparel
(4).
History
In
1908
a
small
company
in
Malden,
Massachusetts
known
as
Marquis
Mills
invested
$250,000
into
a
rubber
company
and
the
name
Converse
Rubber
was
born.
With
only
fifteen
initial
employees
the
company
saw
its
first
big
success
in
1917
with
the
production
of
their
iconic
All
Star
Basketball
shoe.
This
shoe
would
carry
the
Converse
company
through
years
of
financial
troubles
and
takeovers
and
eventually
make
it
into
one
of
the
most
recognizable,
popular
brands
of
today
(1).
Converse
is
best
known
for
the
first
sports
endorsed
product
through
basketball
player
Chuck
Taylor.
Taylor
joined
the
company
in
1921
and
made
the
All
Stars
famous.
However,
shortly
after
this
Converse
fell
into
its
first
financial
woes
and
filed
for
bankruptcy
in
1929.
Hodgman
Rubber
acquired
Converse
initially,
but
after
diminishing
profits
the
Stone
Family
began
its
long
period
of
ownership.
During
World
War
II
production
shifted
to
supplying
the
U.S.
military
with
protective
footwear,
parkas
and
other
equipment.
After
the
war
Converse
expanded
and
acquired
Taylor
Rubber
Co.
(1961)
and
Hodgman
line
of
sporting
goods
(1964).
Converse
passed
hands
yet
again
this
time
to
Eltra
in
1972.
This
was
the
first
of
many
buyouts
for
the
Converse
brand
who
is
now
currently
owned
by
Nike.
For
more
details
of
the
numerous
bankruptcies
and
changes
in
ownership
see
the
detailed
timeline
below
(2).
Currently
Converse
is
owned
by
NIKE.
NIKE
purchased
Converse
for
$305
million
in
2003
after
closing
many
US
facilities.
Within
the
last
five
years
Converse
has
released
its
first
ever
apparel
line
in
conjunction
with
new
sneakers.
Converse
also
became
involved
with
the
(Product)
Red
campaign
in
an
effort
to
join
the
popular
conscious
consumer
trend.
In
2008
Converse
celebrated
its
100
anniversary
and
its
standing
as
not
only
a
brand
of
sneakers
but
also
representing
an
identity
of
Americans
who
view
Converse
as
part
of
their
personality
and
image
(1).
Last
year
(2009)
Converse
saw
a
26%
sales
increase
from
2008
with
an
overall
net
income
of
$18.6
million.
(1)
th
Timeline:
1908:
Capital
investment
of
$250,000
by
Marquis
Mills
Converse
establishes
Converse
Rubber
Co.
in
Malden,
Massachusetts
with
15
employees.
1918:
Production
reaches
15,000
pairs
daily
of
heavy
shoes,
20,000
when
tennis
shoe
run
was
large,
canvas
shoes
production
doubles.
1921:
Chuck
Taylor
joins
Converse
with
idea
for
all
star
improvement.
1929:
Converse
Rubber
Co.
falls
into
bankruptcy.
Mitchell
B.
Kaufman
takes
over.
1933:
Converse
purchased
by
the
Stone
family,
beginning
of
39
year
period
of
family
ownership
and
market
leadership.
1942:
Production
shifts
for
the
war
effort
(Chuck
Taylor
All
Star
sneakers
for
basic
training)
1962:
Converse
develops
a
low-cut
version
of
the
All
Star
sneaker,
shoe
of
choice
of
pro
players
and
those
looking
for
a
laid
back
lifestyle.
1972:
Stone
family
dynasty
ends
its
reign
and
Eltra
Corporation
purchases
Converse.
1974:
Launch
of
One
Star
a
low
cut
performance
shoe
later
adopted
by
surfers
and
skaters
as
a
retro,
alternative
lifestyle
look.
1979:
Allied
Corporation
purchases
Converse.
1982:
Group
led
by
Richard
B.
Loynd,
president
of
Allieds
Eltra
Corporation
and
John
P.
ONeil,
Converse
president
buy
Converse
from
Allied
for
approximately
$100
million.
1983:
Converse
stock
became
available
on
the
NASDAQ
exchange.
1984:
Contracts
for
manufacturing,
distribution
and
sales
of
Converse
footwear
in
Japan.
International
expansion
becomes
a
focus.
1986:
Converse
acquired
by
Interco
Inc.
Within
three
years
Interco
files
for
bankruptcy.
1995:
Converse
named
official
shoe
of
NBA.
2001:
Converse
files
for
bankruptcy.
William
Simon
and
Marsden
Cason
purchased
all
rights
to
the
Converse
brand
name.
2003:
Converse
is
acquired
by
Nike,
Inc.
2006:
Converse
Joins
(Product)
Red,
becoming
part
of
the
consciousness
consumerism
movement.
2008:
Celebrates
100
Anniversary
(2).
Organizational
Chart
CEO-
Mr.
Michael
Spillane
Chief
Marketing
Officer-
Mr.
Geoff
Cottrill
th
VP and Global Creative Director- Mr. Paul Tew VP Apparel- Mr. Chris Manley Director Marketing UK- Ms. Cheryl Calegari Director Creative Services- Mr. Jeff C. Steep Entertainment Marketing- Mr. Jason Thome Media Relations- Mr. Keith Gulla (1). Product Offerings As stated above Converse primarily manufactures athletic footwear for men and women. Consumers can purchase sneakers online or at other retailers such as Journeys, Foot Locker, Champs Sports and many other sporting good stores. In an effort to expand their brand Converse released an apparel line to be sold in Target stores around the country. To this day Converse keeps its focus on their footwear lines and has implemented new ideas to keep its products cutting edge and on the top of the consumer wish list. Recent Additions to the Converse line Fall 2009 Music Focused Collaborations: The fall 2009 collection has a new twist and is inspired by albums and concert graphics from the popular band ACDC. The Chuck Taylor All Star is the main focus and comes in a monochromatic black version in reference to the Back in Black album. They are also available in different colors and band prints for the MSRP of fifty dollars. In addition, Converse brought Metallica on board to take the music themes even further. Again All Star high tops display band graphics and are available for MSRP of fifty dollars for those wishing to own an extremely unique pair of sneakers. Converse felt these two bands represented their brand image of rebellion, individuality and independence. Fall 2009 Premium Collections: In addition to the music line, Converse also introduced Premium Collections with new silhouettes and details all designed to reflect their message of standing out and originality. New collaborations with Woolrich (outdoor clothing company) led to a new series of shoes with fresh patterns and fabrics. Also, the new Jack Purcell footwear line brought the (Product) Red campaign back into focus with their first African canvas shoe. Lastly, John Varvatos Chuck Taylor All Star Bosey and the Chuck Taylor All Star Outsider boots were inspired by Converses origin as a rubber manufacturer. Design Your Own: Now more than ever it is possible for a consumer to not only own a one of a kind sneaker, but to also design a pair themselves. Converse now gives everyday people the control and freedom of creativity to build their own custom pair of shoes (4). Note: Parent company Nike also offers this online feature.
Interpretation and Insights Converse has a very unique history resulting from multiple changes in ownership, changing production due to the war effort and being the first athletic footwear brand to take advantage of sports endorsements. Despite the changing environment and cultural influences, Converse has managed to keep their core values of optimistic rebellion, independence and originality. Converse recognizes that their consumers respond to these ideals and have tailored their products to meet them. The new online interactive shoe designs, musical collaborations and conscious consumer motives are all examples of efforts to stay current with societal trends and remain a top competitor for athletic footwear.
Consumer
Analysis
Target
Demographic
Profile
Converse
has
been
able
to
become
a
pioneer
in
building
a
relationship
between
the
consumer
and
the
company
by
designing
its
product
for
people
of
all
ages
and
gender.
Based
on
the
information
from
Simmons
Choice
3
from
the
year
2006,
Converse
consumers
were
split
in
three
distinct
ages:
18-24,
25-34,
and
35-49
both
genders
male
and
female
(3).
In
the
first
target
age
group,
51%
of
Converse
consumers
are
males,
compared
to
the
49%
consumers
that
are
females.
This
information
varies
from
the
age
groups
of
25-34
and
35-49
where
females
take
over
51%
of
the
consumers
why
buy
Converse
most
often.
The
information
provided
by
Simmons
Choice
3
about
brand
loyalty
suggested
that
12%
of
the
age
group
18-24
is
Below
Average,
13%
Average,
and
9.55%
are
Above
Average
regarding
brand
loyalty
to
Converse
Shoes
(4).
From
the
target
age
group
of
25-34,
20%
are
Below
Average,
19%
Average
and
13%
are
Above
Average
regarding
brand
loyalty
to
Converse
Shoes.
And
the
last
target
group
from
the
ages
35-49,
29%
is
Below
Average
as
well
as
Average
and
30%
is
Above
Average
regarding
brand
loyalty
to
Converse
Shoes.
Based
on
the
information
of
2009
from
Quantcast
Profile
Audience
(2),
females
were
the
predominant
group
by
more
than
10%.
Converse
also
experienced
an
increase
in
sales
based
on
different
ethnic
groups
such
as
African
American,
Asian
and
Hispanic.
Psychographics-Consumer
Profile
The
American
audience
is
the
strongest
consumer
of
this
product.
The
Quantcast
Profile
Audience
chart
shows
a
projection
from
last
years
sales,
revealing
the
consumers
behavior
in
the
last
5
months
of
the
year
2009
(2).
It
is
evident
that
there
were
high
sales
in
the
month
of
August.
The
sales
began
to
drop
by
the
end
of
the
month,
and
slowly
rose
again
around
November
due
to
the
Holidays.
Interpretations and Insights Converse is a company that has revolutionized the sport shoe into one that represents a lifestyle. It has created brand loyalty among consumers by offering top-quality, low cost and unique products that identify with the user. The target audience ranges from all ages, and the brand appeals to all audiences, from school kids to fashion designers. This shoe symbolizes a rebellious era of trend-setters who began as basketball fans and transcended to Rock and Roll (1). It personifies a lifestyle of freedom and revolution for its consumers who express their attitudes through clothing. Converse has been innovative in the idea of choosing the right shoe to fit its users by giving its fans the opportunity to make their own design. This new campaign has increased the products sales and has perfected the brands image into a trendsetting company. Based on the demographic information from Simmons Choice 3 and Quantcast Profile Audience, Converses best consumers are females from the ages of 25 to 34 who seek uniqueness in their choice of shoes. Converse consumers are rebellious youngsters who like high quality and low cost products. Converse shoes are a style that represents a personality. With their new "custom made" process, customers have the opportunity to create their own style of shoe and truly represent themselves through the brand.
Product
Analysis
Celebrate
and
Provoke,
are
words
that
CMO
Geoff
Cottrill
used
to
describe
the
advertising
strategy
.
He
states
that
the
whole
mission
is
to
inspire
originality
and
be
an
advocate
and
catalyst
for
creativity.
But
how
can
a
shoe
with
the
same
look
create
originality
and
creativity?
(4)
Buy.
Make.
Play
(1),
three
words
that
are
plastered
on
the
home
page
of
the
Converse
site.
Buy
Converse,
Make
your
own,
or
Play
around
with
the
Converse
experience.
Jack
Purcell,
Chucks,
All
Stars,
Converse,
Chuckies,
Chuckie
Ts
or
whatever
name
you
may
affectionately
call
them,
Converse
All
Stars
have
seemed
to
transform
from
a
popular
basketball
shoe
in
the
early
1900s
to
a
brand,
and
now
to
a
lifestyle.
Through
mass
popularity
to
bankruptcy,
Converse
has
stood
the
test
of
time,
staying
true
to
the
brand
and
the
design
of
the
original
shoe.
Converse
tries
its
best
to
stay
so
true
to
the
brand
that
even
on
its
site
it
gives
a
timeline
of
production,
and
the
monumental
events
throughout
the
century.
Product
History
Marquis
Mills
Converse,
a
respectable
manager
at
a
footwear
manufacturing
firm,
opened
the
Converse
Rubber
Shoe
Company)
in
Malden,
Massachusetts
in
1908.
The
company
was
a
rubber
shoe
manufacturer,
providing
winterized
rubber
soled
footwear
for
men,
women,
and
children.
By
early
1910,
Converse
was
producing
$4,000
shoes
daily,
but
it
wasn't
until
1915
that
the
company
began
manufacturing
athletic
shoes
for
tennis.
In
1917
the
Converse
All-Star
basketball
shoe
was
introduced.
Then
in
1921,
a
basketball
player
named
Charles
H.
"Chuck"
Taylor
walked
into
Converse
Inc
complaining
of
sore
feet,
blisters,
and
aches
and
pains.
Converse
claimed
that
these
other
pains
could
have
so
much
to
do
with
the
shoes
he
was
wearing
during
and
outside
of
his
games.
Converse
decided
that
Mr.
Taylor
would
work
as
a
salesman
and
representative,
promoting
the
shoes
around
the
United
States,
and
in
1923
his
signature
was
added
to
the
All
Star
patch
located
on
the
outside
of
the
high
top
shoe.
While
so
many
people
all
over
the
world
refer
to
the
converse
shoe
as
Chucks
or
Chuck
Taylors,
most
people
dont
know
the
significance
of
the
name,
or
who
Charles
H.
Chuck
Taylor
is.
When
the
United
States
entered
World
War
II
in
1941,
Converse
shifted
production
to
manufacturing
footwear,
apparel,
boots,
parkas,
rubber
protective
suits,
and
ponchos
for
pilots
and
troops.
World
War
II
provided
Converse
with
a
singular
opportunity.
Appliances
and
products
for
servicemen
overseas
became
a
focus
of
Converse
manufacturing.
During
the
1950s
and
60s,
there
was
the
birth
of
Rock
N
Roll
in
which
Converse
had
said
was
in
search
of
a
uniform.
The
high
top
converse
allowed
for
rock
n
roll
stars
to
pair
the
shoes
with
anything.
Most
commonly,
they
were
worn
with
a
leather
jacket,
blue
jeans
and
t-shirt.
This
was
huge
for
Converse
because
for
so
long
Converse
had
mostly
been
associated
with
athletes,
giving
them
few
tunnels
of
opportunity.
Previously
if
consumers
did
not
watch
basketball
or
tennis,
there
was
a
larger
chance
of
them
not
being
interested
in
Converse,
but
rock
n
roll
was
so
huge
at
the
time
that
music
seemed
to
be
a
great
opportunity
for
Converse.
In
the
1970's,
Converse
purchased
the
trademark
rights
to
Jack
Purcell
sneakers
from
B.F.
Goodrich.
Converse
lost
much
of
its
share
in
the
marketplace
in
the
1970s
and
onward,
with
new
competitors,
including
Puma
and
Adidas,
then
Nike,
who
introduced
radical
new
designs
to
the
market.
Since
Converse
had
only
one
specific
look,
it
was
unable
to
keep
up
with
the
new
designs
that
other
shoe
companies
were
able
to
produce.
Converse
found
that
they
were
no
longer
the
official
sneaker
of
the
National
Basketball
Association.
The
loss
of
market
share
lead
Converse
to
file
for
bankruptcy
on
January
22,
2001
and
the
last
factory
in
the
United
States
was
closed.
On
July
9,
2003,
the
company
accepted
a
$305
million
purchase
offer
from
rival
Nike.
Since
then
Converse
has
been
back
in
full
affect
adhering
to
the
product
that
they
originally
created:
a
distinct
look
wrapped
around
a
complete
lifestyle.
Product
Attributes
The
Physical
It
is
evident
that
the
Converse
shoe
has
a
distinct
look.
The
Chuck
Taylor
All
Star
has
remained
virtually
unchanged- -and
a
best
seller
at
that--since
it
debuted
in
1918.
The
shoe
is
made
of
a
canvas
material
with
a
rubber
sole,
but
unlike
many
other
sneakers,
the
rubber
sole
comes
from
under
the
bottom
of
the
shoe
onto
the
side.
The
Converse
All
Star
has
had
the
same
physical
makeup
since
they
were
first
introduced
in
1918
(3).
Few
mainstream
brands
have
managed
to
last
as
long
as
the
All
Stars.
Not
until
the
later
years
of
the
20
century
did
Converse
step
away
from
the
traditional
black
and
white
canvas
shoe.
Now
Converse
offers
multiple
colors
of
as
well
as
prints
(5).
th
Campaigns/Formulas Following the bankruptcy of Converse Inc., Converse was bought by Nike, and soon after Converse launched an ambitious ad campaign that expressed the brand by playing music and engaging in sports, arts and fashion. First, Converse made their online site and store much more interactive. With the advancement of computers and the Internet, Converse has been able to sell their shoes with the click of the mouse, and also allows consumers to create their own ideal shoe. Shoes can be designed with a plethora of colors, designs, and styles, and Converse even allows consumers to get their name printed across the heel. This strategy reflects the brand by allowing Converse to stay true to the original make and design, all the while competing with other sneakers with multiple looks. Converse took a different approach then it had years ago. Instead of recruiting pro athletes to be icons for the brand, Converse recruited entertainers such as Pharrell Williams, N.E.R.D., Santogold and Julian Casablancas (4). Now Converse was able to transform its previous demographic from the all American consumer and athlete, to a wider much broader demographic, everyone who listen to music. Converse teamed up with Apples Ipod and Youtube with extended versions of the television commercial (4). In these commercials Converse plays on interconnectedness through individuals while ties of nostalgia tug on their inner child. Visuals are modeled after paper-doll chains, and connected by their sneakers. Instead of having an athlete take the Converse with them, and be an advocate for the brand, Converse now used musical celebrities to endorse the product by making them wear it, and associating the product as a way of life: music, while still evoking the old brand emotion. Interpretations and Insights Overall, Converse has managed to stick to its original format. Throughout Converses history, the brand has always managed to have someone in popular culture be an advocate of the brand, and somewhat catapult the business. Whether its Chuck Taylor, Jack Purcell, or Pharrell Williams, Converse has managed to stay true to the same look of the shoe, but has changed the way many consumers view them. Now consumers are able to customize their shoes, and get their sneakers in an array of colors. This is a great way for Converse to compete with other sneaker companies. Also the newer ad campaigns mixed with the original formula of Converse has allowed for a new and better twist to the shoe, playing on nostalgia.
Competitive
Analysis
Throughout
the
history
of
Converse,
various
marketing
strategies
and
brand
positioning
have
created
multiple
images
associated
with
the
brand,
thus
varying
its
primary
competitors.
Converse
first
experienced
success
with
its
creation
of
the
All
Star
shoe,
made
famous
by
sponsor
Chuck
Taylor,
which
was
primarily
marketed
towards
the
basketball
segment
of
the
sneaker
market.
This
style
is
still
prevalent
today
in
the
Converse
line,
however
its
image has shifted from strictly a sport shoe to one that expresses the individuality of its consumers. Converses competitors have followed a similar transfer from sport shoes based upon functionality to shoes appealing to fashion and style, while still maintaining the sport performance image and quality. Thus Converses primary competitors are Adidas, which competes mainly in the basketball market segment, Puma, which competes in both sport and lifestyle/image segments, and Vans, which competes primarily in the lifestyle/image segment. Adidas: Nike Inc.s 2003 acquisition of the Converse brand was the catalyst for competition between Converse and Adidas in the basketball shoe market. Adidas is the #2 sporting goods maker worldwide with a market share of 13.8% which is just behind Nike, who possesses 16.4% of the market (1). This has prompted Adidas to rev up their marketing strategy in order to gain market share at Nikes expense. Adidas recently acquired the Reebok brand in 2006 for 3.8 billion dollars in an attempt to shave some market share from Nike, particularly Nikes Converse subsidiary (2). They looked to achieve this by providing customers with more relevant products, strengthening the brand, improving their product design and innovation, and working towards achieving a market leader position internationally (3). The Converse brand is sold in thirteen countries worldwide, and now that it is under the control of Nike, new resources have become available in order to widen this reach (4). Adidas has acknowledged this threat to their market share, and has reacted by boosting their marketing abroad, especially in Asia. According to Market Share Reporter, in 2007 Nike held an 11.1% share in the sports apparel market in China, while Adidas was just lingering behind at 9.8%. Adidas is making strides to take the lead, for instance the Adidas brand sponsored the Beijing Olympics in 2008, and recently opened their biggest store to date in Beijing which features unique Chinese inspired designs (2). Adidass buyout of Reebok in 2006 was aimed at gaining market share in the basketball shoe segment at the expense of Nike, and particularly Converse. However this move has been speculated to have opposite effects, in that Adidas has been chipping away at Reeboks 2.5 billion dollar basketball footwear market instead of Nikes. With the purchase of Reebok, Adidas took over Reeboks 400 million dollar deal with the National Basketball Association, which is scheduled to end in 2011. With this they have planned to create ten new NBA-Adidas stores along with adding NBA products to 1,000 of its stores. These moves have increased Adidass basketball market share from 9.9% in 2006 to 11% in 2007. However, Nike and their Converse subsidiary have also staged huge gains while Reebok lost share. John Horan, publisher of Sporting Goods Intelligence stated, (Adidas) moved the needle a little big, but more at the expense of Reebok than anyone else (5). This conclusion may require Adidas to rethink their marketing strategies and make a distinct decision regarding whether they will promote their newly acquired Reebok brand or completely dissolve it within the Adidas brand.
10
Nikes control over the Converse brand and its various designs gives Converse a competitive edge in the marketplace under Nikes lead to provide customer relationship enhancement, superior and innovative product lines, and supply chain management (3). Thus the resources Nike provides will allow Converse to acquire new markets worldwide and compete directly with Adidas in the basketball shoe market. However, according to Simmons Choices 3, 30% of people who bought basketball shoes in the last twelve months on average purchase the Adidas brand most often, while only 14% of people who bought basketball shoes in the last twelve months buy the Converse brand most often, which proves that Converse must reevaluate their marketing strategy targeting the basketball shoe market in order to successfully compete directly with Adidas and eventually gain market share (Appendix 1). Puma: The Puma brand was founded in 1948 when German brothers Rudi and Adi Dassler split their shared brand Gebrder Dassler OHG into Adidas and Puma. Both brands have grown substantially since then and now directly compete against each other (6). In the 1990s, Puma focused primarily on mainstream sports, movies, and music, which is similar to Converses original marketing strategy. However, their image shifted dramatically when Antonio Bertone came to Puma in 1998 at age 21 and became the chief marketing officer for Pumas new Sport Lifestyle division which soon became the heart of the brand. This strategy to move past their goal of competing directly with top sport shoe makers Nike and Adidas has resulted in Puma becoming the fourth largest athletic apparel company in the world with a 6% global market share (7). Bertone had originally consulted for Converse but was rejected for a job because he was not corporate enough. However his innovative ideas were the catalyst Puma needed to move the brand into the fashion oriented market focused on originality, much like what Converses marketing strategy encompasses. Marshal Cohen, chief industry analyst at NPD group stated, For Puma, its become more about style than function, which was the exact goal of Bertone. This switch from sports to fashion has resulted in a 6.6% sales increase in 2008, which is the highest growth rate among all of Pumas primary competitors (8). In 2006, Puma entered a five year corporate development program with an objective to enter new market categories, invest in its brand, and reach further geographically. PPR, a French luxury goods company bought out 27% of Pumas shares in 2007 and immediately promoted the goal of making Puma best at blending fashion with athletics (9). This program was immensely successful; as of 2008 Puma distributes its products to 130 countries worldwide and designs shoes for a vast variety of sports including soccer, tennis, motocross, sailing, golf, running, baseball, and basketball (6). These objectives have all aimed towards the primary goal of pushing Puma to become the largest sport lifestyle company in the world.
11
Puma has flourished in the sport lifestyle shoe market and poses as a serious threat to Converses image of originality and independence. A segment of Puma.com, called the Archive, includes videos and images that symbolize the true essence of the Puma lifestyle, which is quoted as style with significant substance. The site features musicians and artists who tell stories related to their Puma experience, and explain the Puma brand as something wild and free beyond performance (10). The Converse brand is viewed as a lifestyle as much as a shoe company and Pumas recent marketing launch to create experiences directly associated with their brand poses as a serious threat to Converse. Vans: The core of the Vans brand is its fashionable image of extreme sports and youth rebellion, and has grown in popularity since its 1982 debut in the movie Fast Times at Ridgemont High. Vans produce shoes in a variety of categories including skateboarding, snowboarding, BMX, surfing, and casual wear, and each category has an iconic representation attached to it through Vans sponsorship of athletes, musicians, and extreme sporting events. For instance, Vans sponsored the opening of ten indoor state parks and also owns the rights to 70% of the annual Warped Tour, which features various heavy metal and alternative rock bands who perform in forty North American cities each summer (11). By sponsoring these unique events, Vans is reaching their core audience directly and becoming part of their youth experience, which is essential for gaining brand loyalty. Vans was the first to capitalize on the 1990s skateboard craze, which gave the brand a huge boost into the extreme sports shoe market. This trend was just beginning to subside when in April of 2004 VF Corporation, the largest publically held apparel company in the world, bought out the Vans brand for 400 million dollars (11). Michael Patcher, an analyst at Wedbush Morgan Securites, stated, VF is buying a tired brand that still has a strong niche position, and the primary goal of VF Corp at the time of the buyout was to expand this niche to include new market categories (12). The Vans brand gave VF Corp their first major entry into the footwear business and VF Corp gave Vans the financial backing and brand expertise to move their core audience beyond 12-24 year old males interested in action sports. Vans CEO Gary Schoenfeld proclaimed in 2004 at the time of the buyout, VF means more resources available to us, which would prove to be essential in allowing Vans to move into more market segments (12). Just two years after Vans was acquired by VF Corp, the brands net worth rose from 340 million dollars in 2004 to 500 million dollars in 2006. This sharp increase in sales was primarily seen in the companys classics shoe, which rose from 15% of all sales in 2003 to 50% in 2006. With the help of VF Corp, the Vans brand experienced such an increase in sales due to the use of powerful branding, new innovative performance products, and sponsorship of athletes in action sports to boost awareness of the brand. Vans marketing strategy follows three As: authenticity, aspiration, and awareness, all of which have allowed Vans to acquire a strong niche in the lifestyle market with a classic product based around the skateboarding as a culture ideal, however not limited to just passionate
12
skateboarders. Vans has become an expert in targeting their consumers in their own element, through bold graphics, custom shelving, and window displays in various local skates hops nationwide (13). The key to moving the brand past a mere skateboarders product has been the brands strong commitment to authenticity, which appeals to those who may not directly participate in the sport but still appreciate the genuineness of the brand and are thus attracted to their lifestyle products. In 2008 Vans experienced a 15% sales increase due in part to their international expansion, particularly in the Chinese market, and also to the online community the brand has developed which includes videos of sponsors and personal stories from over 90,000 consumers (13). Vans hopes to increase its net worth to 1 billion dollars in 2013, which is a very ambitious and must include strong marketing strategies in the near future (11). Vans ability to market directly to their core audience in places such as skate parks and musical performances allows the brand to become completely engulfed in the culture and experiences of its audiences, which has proved to be crucial to the success of the brand. Converse has taken similar steps to be known as an iconic cultural symbol instead of merely a shoe company, and may be able to learn from Vans strategies which have gained such strong brand loyalty among its consumers. Interpretations and Insights Much of Converses marketing strategy relies on creating an image of independence, creativity, and rebellion through its consumers. Converse has experienced success with creating such a brand image, which is evident in the brand loyalty consumers feel towards it. For instance, according to Simmons Choices 3, 20% of people in the general population who buy the Converse brand most often rated their loyalty to brands above average. This percentage was the highest among those asked about brand loyalty in other samples of the population who buy Adidas, Puma, or Vans most often (Appendix 2). The creation of brand loyalty is crucial for the future success of a brand, and Converse must continue its strategy of becoming one with the experiences of its consumers in order to further reinforce its consumers loyalty. Company websites have become a fundamental characteristic of the company itself as well as a forum for new ideas and events that have further merged the gap between the brand and their target audience. Trendwating.com released an article in 2006 titled Consumer-Made, which is a new online trend in which consumers become actively involved in voicing their creativity and opinions through a companys website. This trend has seen enormous success; these online forums allow the company to tailor their products directly to consumer desires, and consumer involvement creates a strong connection to the brand. Converse and all three of its primary competitors offer consumer-made divisions in their company websites, however Converse has especially succeeded in this program by offering the Converse Gallery, which features dozens of 24 second films created by Converse fans that express what Converse shoes mean to them. These videos are then broadcasted on converse.com and have a chance to be aired on the MTV cable network (14). Converse has been very successful in
13
creating marketing strategies that are consumer oriented, in that the consumer initiates action with the brand and thus does not feel intruded upon. Further evidence of this success is seen in Appendix 3, which shows the amount of internet hits Converses and each of its competitors websites have received. Converse is leading for the majority of 2009, which proves the success of its marketing strategy, thus implying the brand should continue with strategies that promote direct consumer involvement.
Market
Analysis
The
United
States
footwear
industry
consists
of
roughly
100
manufactures
and
1,500
wholesalers,
with
total
revenue
of
about
$25
billion
(1).
Reflecting
the
current
economic
downturn
in
the
US
economy,
US
apparel
and
footwear
imports
in
2008
experienced
their
worse
decline
since
the
months
after
September
11 ,
2001(2).
Retail
sales
are
down
4.0
percent
from
2008
according
to
United
States
Census
Bureau.
(2)
The
popularity
of
American
brands
in
the
international
market
is
steadily
growing.
Big
companies
such
as
NIKE
receive
almost
50%
of
their
revenue
from
international
sales.
According
to
Hoovers,
even
in
this
economic
struggle
Converse
still
has
seen
an
increase
in
sales
of
26%
due
to
its
consumer
demand
in
the
United
Stated
and
internationally
(1).
According
to
Simmons,
people
on
the
pacific
side
of
the
United
States
purchase
far
more
Converse
than
other
sections
of
the
country.
This
is
the
target
region
in
which
brands
need
to
market
because
that
region
has
a
tremendous
amount
of
potential
buyers
for
Converse
in
comparison
to
other
regions.
Even
though
Converse
sells
most
of
their
products
in
the
pacific
region,
where
it
is
second
in
the
area
to
the
Vans
brand,
there
is
still
room
for
growth.
Converse
sales
are
a
lot
lower
in
the
southern
and
eastern
parts
of
the
United
States.
Interpretations
and
Insights
Due
to
the
fairly
flat
market
in
shoe
sales,
companies
must
rely
on
marketing
and
advertising.
Converse
shoes
have
proven
themselves
in
this
struggling
market
through
creative
advertising
that
has
truly
captured
their
consumers
personalities.
Converse
must
keep
up
with
this
strategy,
and
with
the
demand
for
shoes
driven
by
fashion
Converses
image
has
given
them
the
ability
to
market
and
design
attractive
personal
shoes.
With
American
shoes
increasing
in
foreign
markets,
Converse
must
hold
on
to
their
share
of
the
international
market
through
advertising.
While
others
are
failing
in
this
market,
Converse
is
prevailing.
th
14
1921: Charles Chuck Taylor enters Converse and becomes what could be called Americas first player-endorser. (5) 1930s: Creating the first-ever signature basketball shoe, Chuck Taylors signature is added to the All Star ankle patch. (5) 1935: Jack Purcell, Badminton champ designs his innovative and sturdy signature court shoe. (5) 1984: LA Olympics Converse is official footwear sponsor. Wearing Converse the U.S. Mens basketball team wins gold. (5) 1986: Converse launches the Choose Your Weapon campaign featuring two of the games biggest rivals Larry Bird and Magic Johnson (5). 1991: Converse launches Grandmama campaign, featuring Larry Johnson dressed as Grandmama (5). (Right Photo from Icdnturner.com) 1994: The seventh Grandmama commercial Welcome to 3-Point Land premiers at Super Bowl XXVIII. (5) 2001: Series of print ads only released in Japan, directed by Yoichi Komatsu. (7)(Below) 2003: Converse signs basketball legend John Isaacs, the last surviving member of the New York Rens. (5) 2003: Converse signs Dwayne Wade, Kirk Hinrich and Jameer Nelson. (5) Also in that year, a series of print ads released in Japan directed by Toru Fujii. (7) (Right) 2004: Converse launches Brand Democracy campaign. Converse allowed fans to create their own ads; anyone with a camera could submit a 60 second film. 30 ads were shown on TV. (6) 2005: Converse launches apparel line in combination with John Varvatos and the Dwayne Wade signature line. (5) 2006: Converse joins (PRODUCT) RED, becoming part of the consciousness consumerism movement. Series of TV ads released, spinning ball, faith and cooking, ads all featuring Dwayne Wade. (7)
15
2007: Converse releases a series of Mask print ads and Shoe People ads where people are actually wearing Converse shoes as clothes: only released in Poland. (7) (Bottom of previous page) 2008: Connectivity. This new campaign features legendary icons from the worlds of music, art, sports and fashion. Campaign Launches in Over 75 Countries Across EMEA, Asia Pacific and the Americas and Features James Dean, Sid Vicious, Hunter S. Thompson, Dwayne Wade, Billie Joe Armstrong, Common, M.I.A. and many more.(2)(Right Photo from Popculterpost.com) 2008: Music collaboration with Pharrell Williams, N.E.R.D., Santogold and Julian Casablancas. The track, My Drive Thru, was released to fans through digital download at converse.com and a corresponding music video that was launched with a myspace.com online premiere followed by a broadcast premiere on MTV. (4) 2008: Converse launches 1Hund(Red) a special artist series with proceeds going to the Global Fund. A yearlong launch of shoes designed by notable artists, including Auckland- based illustrator, Dennis Juan Ma. (3)(Left) 2009: Mutant Campaign launched featuring fantasy based characters that really catch your attention and show the customization of converse shoes. (8)(Right) Interpretations and Insights Converse has stepped away from exclusively marketing as a sports shoe, and instead of being endorsed by just athletes, their advertising has expanded to reach their other consumer. They have positioned themselves to appeal to both consumers sports player and the free spirit rocker. Converses new creative ads have proven themselves in a tough market, with the help from international sales. These creative ads have really spoken to the new consumer by showing how they can express themselves through their shoes. Converse also hit gold with the strategy of letting consumers create ads; this allowed fans to really express what Converse meant to them. Not only did this create more of a fan base, but it also saved Converse a substantial amount of money. Instead of spending 300,000 plus for a 30 sec spot, they paid the top commercials 10,000 a piece. Converses marketing staff
16
has the right idea; they truly caught the consumers personality in a creative way and the consumers are speaking back by making commercials or by just buying the shoes they love.
17
SWOT
Analysis
Strengths
Overall
Converses
biggest
strength
is
having
a
strong
brand
identity
and
attracting
consumers
who
not
only
wear
their
sneakers
for
functional
reasons
but
also
as
a
means
of
expression.
Consumer
loyalty
is
high
with
Converse
sneakers
because
it
represents
a
lifestyle
and
stereotype
of
people
often
seen
as
rocker
or
unique.
Converse
has
managed
to
become
an
icon
that
that
is
easily
recognizable
and
often
even
imitated.
Their
ability
to
incorporate
the
latest
cultural
trends
and
still
maintain
their
original
appeals
has
allowed
them
to
grow
as
a
company
and
as
a
cultural
image.
Now
more
than
ever
Converse
has
access
to
more
resources
and
technology
which
will
be
used
to
build
upon
an
already
very
successful
brand.
Weaknesses
Converse
is
widely
known
for
having
a
distinct
look
and
a
distinct
brand
identity.
The
Chuck
Taylor
All
Star
has
not
changed
in
any
form
other
than
the
array
of
colors
that
it
comes
in.
For
so
long
the
consumers
of
Converse
have
been
stereotyped.
Over
the
years
people
who
wear
converse
are
either
grunge,
punk,
unique
or
too
cool,
leaving
out
other
people
who
do
not
fall
into
any
of
those
categories.
Having
a
strong
brand
identity
is
usually
very
beneficial
for
a
company.
Most
often
companies
feel
that
by
having
a
strong
brand
identity,
they
will
always
be
able
to
sell
to
consumers.
Unfortunately,
this
may
mean
that
they
will
be
only
able
to
appeal
to
a
certain
demographic.
By
appealing
to
a
more
narrow
demographic,
Converse
may
not
be
able
to
sell
products
to
their
full
potential,
allowing
for
a
big
gap
in
the
market
share
with
its
competitors.
Opportunities
While
other
shoe
companies
are
struggling
to
turn
a
profit,
Converse
is
increasing
sales.
They
need
to
take
advantage
of
this
opportunity
while
other
companies
are
low;
they
have
to
position
themselves
as
a
prominent
and
dominant
shoe
company.
Converse
has
to
keep
coming
out
with
creative
ads
and
really
speak
to
their
consumer,
if
they
fray
from
that
strategy
it
could
turn
for
the
worse.
With
the
popularity
of
American
brands
in
international
markets
increasing,
Converse
should
keep
creating
more
creative
shoe
ideas
and
must
hold
on
to
their
image
overseas
by
continuing
their
unique
advertising
efforts
to
stay
in
the
market.
Converse
has
already
taken
advantage
of
the
online
sales
with
their
new
design
your
own
shoe
campaign,
but
they
must
make
consumers
aware
of
the
capabilities
this
site
holds
in
really
displaying
their
creative
possibilities.
Converse
has
come
out
with
an
apparel
line
but
should
make
the
clothing
line
better
known
by
creating
some
sort
of
ad
campaign
that
focuses
on
the
clothing
line
and
by
designing
more
clothes
for
both
men
and
women.
Threats
18
The Converse brand experiences various threats related to its competitors and their marketing strategies. For instance, Converses primary competitor in the basketball shoe market, Adidas, recently acquired the Reebok brand and a massive deal with the NBA along with it. This move poses as a serious threat to the iconic All Star shoe in the Converse line, in that Reeboks partnership with the NBA now has all of the financial support and resources associated with the Adidas brand. In the sport lifestyle division, Converse largely is threatened by the Puma and Vans brands. Pumas marketing strategy has recently become very similar to that of Converse, and includes such aspects as online communities to gain consumer involvement and promote brand loyalty. Vans has always been a representation of their target audience, and has reached the core of their consumers experiences through action sports and musical event sponsorships. Now under the control of VF Corp, Vans has more resources to produce strong marketing campaigns. Both of these brands have implemented strategies that build strong brand loyalty, which threatens Converses ability to gain market share at their expense.
19
Work
Cited
Company
Analysis
1.
2. 3. 4.
Consumer
Analysis
1. "Converse
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Converse
Shoes.
2009.
Converse
Corporation,
Web.
22
Feb
2010.
http://www.converse.com/About/
"Quancast
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Quanstcast.
2010.
Quantcast
Corporation,
Web.
22
Feb
2010.
<a.
<http://www.quantcast.com/converse.com>
Simmons
Choice
3
Ryan,
T..
"Converse
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100.
"
SGB
1
Feb.
2008:
ABI/INFORM
Global,
ProQuest.
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Feb.
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Ryan,
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SGB
1
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ABI/INFORM
Global,
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Feb.
2010.
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2010.
<http://www.converse.com/About/FactSheets.aspx>.
"Converse
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Hoover's
Company
Records
15
February
2010
Hoover's
Company
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ProQuest.
Web.
16
Feb.
2010.
2.
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Product Analysis 1. "About Converse." Converse.com. Web. 02 Feb. 14. <http://www.converse.com/About/>. 2. Jeffers, Michael. "Word On The Street." Adweek 16 May 2005: 26-29. Print. 3. Lippert, Barbara. "Converse Stays True." Adweek 3 Dec. 2007. Adweek. Business Module. Web. 19 Feb. 2010. 4. Parpis, Eleftheria. "Turn Up the Noise." Adweek 14 July 2008: 22-25. Print. 5. Sinek, Simon. "Too Cool For School." Brandweek. Research Library Core. Web. 02 Feb. 2010. Competitive Analysis 1. 2. 3. Market Share Reporter. Lazich, Robert S. 2010. Gale, Cengage Learning. Hoovers. Adidas AG. http://premium.hoovers.com/subscribe/co/overview.xhtml?ID=ffffstjytythkysxrr. Adidas AG 2006 company profile edition 1: Competitor Analysis. http://proquest.umi.com/pqdweb?index=5&did=1129864591&SrchMode=2&sid=4&Fmt=3&VInst=PROD &VType=PQD&RQT=309&VName=PQD&TS=1266886777&clientId=9874. 4. http://www.converse.com/Help/OrdersShippingAndReturns/InternationalCustomers.aspx.
20
5.
Adidas Steps on Reebok. Jung, Helen. Knight Ridder Tribune Business News. Washington: Dec 6, 2006. Pg. 1. http://proquest.umi.com/pqdweb?index=3&did=1175806411&SrchMode=2&sid=5&Fmt=3&VInst=PROD &VType=PQD&RQT=309&VName=PQD&TS=1266886989&clientId=9874.
6.
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The Secret to Pumas Pounce. Wasserman, Todd. Adweek. May 4, 2009. http://proquest.umi.com/pqdweb?index=0&did=1744961321&SrchMode=2&sid=6&Fmt=6&VInst=PROD &VType=PQD&RQT=309&VName=PQD&TS=1266887774&clientId=9874.
9.
Pumas Got Net. Williams, Christopher C. Barrons. New York, NY.: May 14, 2007. Vol. 87, Iss. 20; pg. 16. http://proquest.umi.com/pqdweb?index=2&did=1271783331&SrchMode=2&sid=7&Fmt=3&VInst=PROD &VType=PQD&RQT=309&VName=PQD&TS=1266887884&clientId=9874.
10. http://archive.puma.com/us/en/pindex.jsp;jsessionid=A7E576B723DD0A6D2A8DA152604C6E3B.tomcat1. 11. Hoovers. Vans, Inc. http://premium.hoovers.com/subscribe/co/overview.xhtml?ID=ffffrrsxjrskryrxjh. 12. Clothing Giant VF to Acquire Shoe Firm Vans. Peltz, James F. Los Angeles Times. Los Angeles, Calif.: Apr 28, 2004. Pg. C.1. http://proquest.umi.com/pqdweb?index=0&did=624799901&SrchMode=2&sid=10&Fmt=3&VInst=PROD &VType=PQD&RQT=309&VName=PQD&TS=1266888515&clientId=9874. 13. All Vans on Deck. Carofano, Jennifer. Footwear News: FN. New York: Dec 4, 2006. Vol. 62, Iss. 48; pg. 40. http://proquest.umi.com/pqdweb?index=0&did=1178266141&SrchMode=2&sid=9&Fmt=3&VInst=PROD &VType=PQD&RQT=309&VName=PQD&TS=1266888166&clientId=9874. 14. Consumer-Made. http://trendwatching.com/trends/pdf/2006_05_customer_made.pdf
21
Market Analysis 1. 2. "Footwear Manufacture, Wholesale, and Retail." First Research 8 Feb 2010: 1-8. Web. 22 Feb 2010. <http://proquest.umi.com/pqdweb?index=6&did>. "Industry Stats." American Appartel and Footwear Association 17 Feb 2009: 1. Web. 22 Feb 2010. <www.apparelandfootwear.org/statistics.asp>. 2. " Connectivity Advertising Campaign to Celebrate a Century in Music, Art, Sports and Fashion ." BussinessWire 25 Feb 2008: 1. Web. 19 Feb 2010. <http://www.businesswire.com/portal/site/google/?ndmViewId=news_view&newsId=20080225005524& newsLang=en 3. "Converse artist series." Lost At E Minor 30 Oct 2008: 1. Web. 20 Feb 2010. <http://www.lostateminor.com/2008/10/30/converse-artist-series/>. 4. "Converse Launches New Advertising Campaign Built around the Hit Summer Track My Drive Thru " Business Wire 15 July 2008: 1. Web. 20 Feb 2010. <http://findarticles.com/p/articles/mi_m0EIN/is_2008_July_15/ai_n27912878/>. 5 . " C o n v e r s e T i m e l i n e . " N i k e b i z 2 0 0 8 : 1 - 2 . W e b . 2 2 F e b 2 0 1 0 . < w w w . n i k e b i z . c o m / m e d i a / p r / 2 0 0 8 / 0 2 / . . . / C o n v e r s e - T i m e l i n e . p d f > . 6. Kiley, David. "Advertising Of, By, And For The People ." BusinessWeek25 July 2005: 1. Web. 20 Feb 2010. <http://www.businessweek.com/magazine/content/05_30/b3944097.htm>. 7 . " M o s t C r e a t i v e a d s . " A D V E R T O L O G S e p t 2 0 0 9 : 1 - 4 . W e b . 2 2 F e b 2 0 1 0 . < h t t p : / / w w w . a d v e r t o l o g . c o m / f o c u s / m o s t - c r e a t i v e - a d s - f o r - c o n v e r s e / > 8. "Mutants." Coloribus. Web. 20 Feb 2010. <http://www.coloribus.com/focus/most_creative_ads_for_converse/>.
22
Appendix
Consumer
Analysis
Appendix
Consumer
Analysis,
Demographics
and
Psychographics
I. II. III. IV. Quancast
Audience
Profile:
Monthly
Graph
Quancats
Audience
Profile:
Index
of
yr.
2009
Simmons
Choice
3-
Gender
Based
Simmons
Choice
3-
Loyalty
Based
23
Based on Gender Total Sample elements Total Sample AGE: 18 - 24 AGE: 25 - 34 AGE: 35 - 49 (000) Vertical Index Base (000) Vertical Index Base (000) Vertical Index Base (000) Vertical Index Base 212,488 100% 100% 100 100% 24,115 11% 100% 100 11% 36,350 17% 100% 100 17% 62,037 29% 100% 100 29% MALE 102,474 100% 48% 100 48% 12,179 12% 51% 105 5.73% 17,756 17% 49% 101 8.36% 30,618 30% 49% 102 14% FEMALE 110,014 100% 52% 100 52% 11,936 11% 49% 96 5.62% 18,594 17% 51% 99 8.75% 31,419 29% 51% 98 15%
Horizontal
Horizontal
Horizontal
Horizontal
24
Based on Loyalty (JAN 06 - OCT 06) Copyright SMRB 2007 Total Sample Total Sample AGE: 18 - 24 AGE: 25 - 34 AGE: 35 - 49 elements Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base 213,768 100% 100% 100 100% 2,335 23,954 11% 100% 100 11% 3,518 36,732 17% 100% 100 17% 7,142 61,273 29% 100% 100 29% BELOW 3,770 34,099 100% 16% 100 16% 389 3,969 12% 17% 104 1.86% 584 6,864 20% 19% 117 3.21% 1,179 9,902 29% 16% 101 4.63% AVERAGE 7,339 65,083 100% 30% 100 30% 810 8,380 13% 35% 115 3.92% 1,206 12,307 19% 34% 110 5.76% 2,188 19,109 29% 31% 102 8.94% ABOVE 4,085 34,156 100% 16% 100 16% 368 3,263 9.55% 14% 85 1.53% 495 4,460 13% 12% 76 2.09% 1,177 10,237 30% 17% 105 4.79%
24,467
25
Total Sample of sneakers/athletic shoes bought in last 12 mo. NCS/NHCS: FALL 2006 ADULT FULL YEAR (JAN 06 - OCT 06) Copyright SMRB 2007 Total Sample BASKETBALL CASUAL SNEAKERS OTHER elements Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base 24,467 213,768 100% 100% 100 100% 1,322 13,715 6.42% 100% 100 6.42% 6,308 53,311 25% 100% 100 25% 2,834 22,728 11% 100% 100 11% ADIDAS 2,559 18,649 100% 8.72% 100 8.72% 424 4,053 22% 30% 339 1.90% 1,317 9,235 50% 17% 199 4.32% 621 4,153 22% 18% 209 1.94% CONVERSE 870 6,560 100% 3.07% 100 3.07% 229 1,933 29% 14% 459 0.90% 569 4,274 65% 8.02% 261 2.00% 234 1,948 30% 8.57% 279 0.91% PUMA 796 4,883 100% 2.28% 100 2.28% 153 1,436 29% 10% 458 0.67% 499 3,439 70% 6.45% 282 1.61% 238 1,556 32% 6.85% 300 0.73% VANS 556 4,105 100% 1.92% 100 1.92% 104 747 18% 5.45% 284 0.35% 357 2,814 69% 5.28% 275 1.32% 201 1,581 39% 6.96% 362 0.74%
26
Appendix
2
BRANDLOYALTY
NCS/NHCS:
FALL
2006
ADULT
FULL
YEAR
(JAN
06
-
OCT
06)
Copyright
SMRB
2007
Total
Sample
BELOW
AVERAGE
AVERAGE
ABOVE
AVERAGE
870
6,560
100%
3.07%
100
3.07%
123
1,073
16%
3.15%
103
0.50%
259
1,878
29%
2.89%
94
0.88%
173
1,311
20%
3.84%
125
0.61%
ADIDAS
2,559
18,649
100%
8.72%
100
8.72%
411
3,011
16%
8.83%
101
1.41%
808
5,831
31%
8.96%
103
2.73%
449
3,154
17%
9.23%
106
1.48%
213,768
100%
100%
100
100%
3,770
34,099
16%
100%
100
16%
7,339
65,083
30%
100%
100
30%
4,085
34,156
16%
100%
100
16%
VANS
796
556
4,105
100%
1.92%
100
1.92%
102
780
19%
2.29%
119
0.36%
153
1,290
31%
1.98%
103
0.60%
99
710
17%
2.08%
108
0.33%
24,467
CONVERSE
PUMA
elements Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base Sample (000) Vertical Horizontal Index Base
4,883 100% 2.28% 100 2.28% 105 662 14% 1.94% 85 0.31% 270 1,685 35% 2.59% 113 0.79% 135 788 16% 2.31% 101 0.37%
27
Appendix 3
28
Market Analysis Appendix Simmons 1 NCS/NHCS: FALL 2006 ADULT FULL YEAR (JAN 06 - OCT 06) Copyright SMRB 2007 SOUTH PACIFIC Total Sample 4,827 42,132 100 3,363 32,327 100 309 2,494 193 2,540 27,065 100 111 600 60 218 1,236 128 4,011 26,618 100 50 455 55 92 430 58 655 4,512 123 3,856 41,758 100 167 851 104 24 299 48 354 2,751 98 288 1,887 233 7,867 68,376 100 68 771 60 110 491 81 178 1,942 82 57 398 64 5,870 43,868 100 235 1,623 77 125 870 91 465 2,390 103 31 360 69 24,467 213,768 100 165 1,389 103 235 1,361 87 337 2,958 81 58 373 73 CONVERSE 870 6,560 100 227 1,556 155 802 5,348 90 37 476 59 PUMA 796 4,883 100 570 4,096 107 95 849 65 ADIDAS 2,559 18,649 100 85 611 73 VANS 556 4,105 100
NORTHEAST
SOUTH EAST
SOUTH WEST
EAST CENTRAL
WEST CENTRAL
29