Brand Management Dockers
Describe the broader product-market and competitive offerings for pants at the time of the Dockers launch (What choices did men have regarding pants? ). Utilize the CBBE Pyramid to describe the association for the “Levi’s” brand. How did men perceive dress pants (the category) in general? At the time in which Dockers launched, men had two choices regarding pants, one of which was jeans, another one was dress slacks. However, at that time the “baby boomer” that grew up (25-49 years old) was moving out of the jeans market (means freedom, adventure and independence) and they are seeking for natural fibers.
Meanwhile, the dress code at the workplace agrees leisure dressing on Fridays. To meet the needs of its customers, the company decided to create a new product category- “new casuals. ” It would still keep the core values of Levi’s – quality, conform and uniqueness and emotional impact, but is good for both workplace and leisure time.
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Dockers brand was born to satisfy these buyers with its new product, which utilized the comfort and casual feel of cotton, but at the same time is still stylish and unique.
After combining with the CBBE Pyramids scheme, the category identification of Dockers transformed strictly into casual pants; its image is comfortable and relaxing pants, an alternative to traditional dressing for almost every occasion. The association for the “Levi’s brand” is as an extension of the brand, which have same core values-comfort, quality, uniqueness and emotional impact. Meanwhile, it reminds people the connection between Dockers and Levi’s brands, and how the Dockers line was produced by Levi’s with the same strong features as well as quality.
The ultimate response by consumers was good, and the end result has led to consumers continually buying these pants due to their brand loyalty. Men perceive the dress pants as dress slacks for very formal occasions, which also have high quality but won’t satisfy the baby boomer’s fashion needs: casual and comfortable yet stylish as Dockers. 2. Levi’s chose the sub brand “Dockers” (Levi’s Dockers). Refer to the pyramid and explain the “performance and “imagery” associations managers sought to create for Dockers. Explain why they might have chosen this name, the hangtag (women lead off ship by formally dressed man but looking at relaxed, casually dressed man), and the logo (interlocking wings and anchors). “Dockers” is a Levi’s sub-brand, and was swiftly introduced into market in 1986. “Dockers” is now an easy name to remember as it pertains to brand recall/recognition, and it’s by definition is a “dockworker or longshoreman” giving the brand a nautical connotation. The name the company went with at the forefront was Levi‘s Dockers Pants, and many customers thought that was too long to remember.
In an effort to shorten the name, the company it became “Dockers”. Levi’s makes this brand successful because of paying attention for strengthening brand equity and other different marketing strategies. Based on the performance from CBBE Pyramid, Dockers’s core values are very straightforward: Comfort, Uniqueness, Quality and Emotional Impact. These core values are simple, as well as extremely diversified. “Dockers” offers many different product lines for every life style to customers. Moreover, “Dockers” has fantastic alternative for an optimum fit midway between formals and casuals.
The company introduced “new casuals” into the market with a vision to change the markets structure. That is “the new pants to men as more formal than jeans and less causal than dress”. The specific kind of design that Dockers implemented is suitable for both the working class, and leisure based conditions; therefore the “Dockers” hangtag reflects this feature fully. What’s more important, is that Dockers used imagery to suggest to consumers that this brand is fun, and interesting. The managers of “Dockers” changed their logo from the Japanese and Argentina‘s wings and anchors, and also they put its moniker into the image.
These changes can not only increase the link with the Levi‘s brand, but also show customers the transformation from old values to a new image. In addition, “Dockers” created an image to capture the segment of the market, which they wanted to conquer at the beginning: from 25 to 49 years old. The meaning of its logo had a close connection with the meaning of its hangtag. Those actions all strengthen the Docker’s brand image. 3. Describe the marketing program. What were the success factors in creating Dockers brand? Include: product line decisions (include the new product features/benefits, sub-branding strategy), pricing, promotion (adv. , sales promotion, PR, events, direct marketing), and channel strategies (how did they “push” the brand into the retail outlets). A quick, simple, and savvy approach; those words echo exactly what Dockers did as part of their marketing approach. Their marketing program did what a lot of companies are not willing to do, and that was driving in a whole new pants category. The new casual brand that Dockers presented was sleek, comfortable, and very cost efficient. This particular marketing program used both integration, and brand recognition.
Dockers had become a key subsidiary to the Levi’s brand, which was well known with the middle-aged male demographic. The goal was to use the Levis name to push the Dockers line, and ultimately create a new style that was never used before. In hindsight, Dockers made sure they leveraged their product in areas in which they knew they would get a big return on investment. Thorough research was done which led to the distribution of their product in stores that most males in the age range 25-49 years old shopped. Toe streamline the product they struck deals with others brand names such as JCPenney and Bloomingdales.
This move was brilliant on the behalf of Dockers, because they aligned themselves with already established brands that people had trust in. Dockers did a full marketing plan that covered all bases. They covered all areas from pricing all the way to promotions, and even new product features. Dockers were priced in the moderate to upper moderate price range, at $32. 00. This pricing scale allowed for consumers to get the “new casual” at a reasonable price. Not only was Dockers doing this change at a reasonable price in a new category, but they were doing it in a way in which they were the influence for other brands.
Eventually, Dockers came up with new product features to enhance innovation, and those features included wrinkle free features, and stain resistant pants. There is one word for this: branding. They distinguished themselves has a key brand that’s consumers would recognize, and that companies would use at points of sale. Their main focuses with these lines were that they could be used in four major segments of everyday life: Work, Weekends, Dress, and Golf. This clearly made their marketing more appealing than what most bland brands had to offer. The limit of markets that Dockers tapped into was pretty muchunlimited. They focused on major promotion and events in cities such as New York, Columbus, Cincinnati, Minneapolis, Houston, Washington, L. A. , Miami, Dallas, Charlotte, and Denver. This trend continued across other major markets, as they used what is called spot television in each market. These spot advertisements gave Dockers a quick and efficient approach to their strategy. It also kept people thinking as to what the buzz was all about. It must have worked, because in 2005 revenues rose to $4. 1 billion dollars, and net income rose from $126 million to $155. 9 million.
A lot went into Dockers and their marketing program, but ultimately it was a great success for the long haul. It developed a new line of cost efficient pants in which consumers can wear on all occasions, and it drove in revenue because it was the “new casual”. 4. Dockers missed out on the “wrinkle-free” trend when the need first emerged. Not incorporating this technology into the pants hurt the company. Years later, Dockers embraced technology in its products, creating Thermal Adapt Khaki, Perspiration Guard shirt, Stain Resistant cloths, etc. Were these good decisions or did they go too far?
Explain why it was important to manage this category and market. Ultimately, it was a good decision for Dockers to enhance their line, and dip into the “wrinkle-free” aide of the business. It is a very important task for a firm to manage its products through the successive stages of their life cycles. Although Dockers missed out the “wrinkle-free” trend when the need first emerged, they realized their faults quickly, and remained relevant to the existing customer base. In addition, they keeping going and used advanced technology to creative new clothe such Thermal Adapt Khaki, perspiration Guard shift in front to the cloth market.
First of all, the spirit of creative is worthy to learn. If a company is not ambitious enough to create something new and just follows the trend, it will not last long. Secondly, as it relates to the category and market management, it is very important. With using different categories and markets, the company can find new customers. Different categories and markets have different target markets, and Dockers was able to use wrinkle-free pants, resistant cloths, and casual pants to appeal different customers and gain more revenue. Increasing the product’s use was a main attribute that Dockers had to relay to their customers.
That being said, they transformed their lines into different categories that can promote more frequent usage for the customer. For example, business Casual is suitable for the people who wearing in the Friday and weekend. Dockers’ khakis can now be utilized by a much broader market, for any type of situation, and consumers like the lesser is more approach. Dockers to this day are very good at creating new uses for their product line, and building that into situational circumstances. Finding new uses for an existing product has been the strategy behind Dockers, the U. S. market leader in casual pants.
Originally intended as a single pant for every situation, Dockers now promotes different looks for different usage situations: Work, Weekend, Dress, and Golf. Their approach to hit upon different categories can altered the product’s characteristics, such as its quality, performance, appearance, which in turn increased the product’s value to customers as well as sales. Dockers’ wrinkle-free and stain-resistant clothing which was made possible by nanotechnology revolutionized the men’s and women’s apparel business, and stimulated industry sales of casual pants, shirts, and blouses.