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Running Head: Lands’ End Marketing Plan
LANDS’ END:
A MARKETING CONCEPT
FOR THE NEW MILLENIUM
Donna D. Hatfelder
University of Michigan University College
School of Management and Technology
TMAN 613 – Marketing Technology-Based Products and Services
May 1999
Abstract
This paper discusses a new marketing concept for Lands’ End. Traditionally a direct-sales retailer of men’s, women’s and children’s clothing through catalog and Internet media, this concept leads Lands’ End into strategic partnerships with established retail sales outlets. ... It involves a significant change in business practices concerning distribution, market segmentation, pricing, and other marketing principles.
Introduction
Situation
Lands’ End is a $1. ... Lands’ End is already strongly positioned in the Internet, with sales of $61 million in the last fiscal year (Annual Report, 1999). ...
With a well-placed name brand, a loyal customer base, and increasing sales growth, Lands’ End is a leader in its industry. But looking to the future is important, and Lands’ End is seeking new ways of marketing itself to a broader public while continuing its existing catalog and growing Internet segments.
Premise
The marketing staff of Lands’ End has just left to form a competing clothing sales company, oriented specifically towards Internet sales. This paper is the report of a consultant hired by Lands’ End to help it develop a new marketing staff and a marketing plan that will keep the new competitor off-balance, unable to predict what Lands’ End will do.
Goals
The new plan must consider all aspects of the marketing cycle. It must retain the existing catalog and Internet sales avenues as critical marketing channels, and any new avenues must be complementary to the existing ones. The plan must include a current situation analysis, our marketing objectives, and the strategies we will use to meet these objectives (Boone & Kurtz, 1998). ...
The Marketing Plan
Situation Analysis
Industry structure.
Lands’ End is categorized as a Catalog and Mail-Order House (SIC 5961) (U. ... An analysis using Porter’s Five Competitive Forces (Porter, 1985) as its basis shows that Lands’ End was an early entry and innovator in Internet marketing and sales, giving them a presence that will be difficult for new competitors or new entrants to match (Prencipe, 1998). ... Lands’ End has again led competitors by generating a total of eight different niche market lines since 1990. ... Suppliers are paying relatively low prices for raw materials and buyers are plentiful, although Lands’ End has built strategic alliances with suppliers that minimize turmoil (Annual Report, 1998). ...
Lands’ End carries clothing and accessories for children, women and men. ... S&P gives Lands’ End a “B” quality ranking, which places it in the top of its industry. ... While it is difficult to measure relative market position of Lands’ End and its competitors within a single product line, Lands’ End appears to be in the top quartile. ...
The Lands’ End Home Page (1999) states that over 83% of its customers have a college education, are three times as likely as the general population to have post-graduate education, and 2/3 are in professional or managerial positions. ... This puts Lands’ End customers in the upper end of the scale for its industry. Lands’ End has branched into a number of special market segments for men’s tailored clothing, home products, corporate incentive clothing, working women, children, ‘adventure’ clothing, and uniforms, in addition to their more standard line of casual and dress clothing with segmented direct mail catalog offerings (Annual Report, 1998). ...
As mentioned above, Lands’ End carries a full range of clothing products for men, women, and children. ...
Lands’ End enjoys cost advantages because of its strategic alliances with suppliers, which allows them both to control costs through coordinated planning and a leading internet sales presence (Bird, 1998).
Approximate Word count = 3090
Approximate Pages = 12.4
(250 words per page double spaced)
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