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Harvard Case - Escape Outdoors: The Herschel Brand Mix Decision

"Escape Outdoors: The Herschel Brand Mix Decision" Harvard business case study is written by Sherry Finney, Meghan Finney, Gemma Whyte. It deals with the challenges in the field of Marketing. The case study is 12 page(s) long and it was first published on : Jul 2, 2020

At Fern Fort University, we recommend that Herschel Supply Co. pursue a multi-brand strategy with a focus on expanding their product portfolio to cater to a wider range of consumer needs and preferences. This strategy will involve launching a new sub-brand under the Herschel umbrella, focusing on high-performance outdoor gear for a more specialized target market. This new brand will leverage Herschel's existing strengths in design, quality, and brand equity while appealing to a different segment of the outdoor market.

2. Background

Herschel Supply Co. is a successful Canadian brand known for its stylish and functional bags and accessories. The company has achieved significant growth through its focus on consumer marketing, digital marketing, and social media. However, Herschel faces increasing competition in the crowded outdoor gear market, and the company is looking to expand its product offerings to maintain its growth trajectory.

The case study focuses on the decision-making process for Herschel as they consider launching a new brand focused on high-performance outdoor gear. This decision involves evaluating the potential benefits and risks associated with expanding their product portfolio and creating a new brand identity.

3. Analysis of the Case Study

To analyze Herschel's situation, we can utilize several frameworks:

A. SWOT Analysis:

  • Strengths: Strong brand recognition, established design aesthetic, loyal customer base, efficient manufacturing processes, and a strong online presence.
  • Weaknesses: Limited product portfolio, potential for brand dilution, lack of expertise in high-performance outdoor gear.
  • Opportunities: Expanding into new market segments, leveraging existing brand equity, tapping into the growing outdoor market, and utilizing technology and analytics for better customer insights.
  • Threats: Increased competition from established outdoor brands, evolving consumer preferences, and potential economic downturns.

B. Porter's Five Forces:

  • Threat of new entrants: Moderate, as the outdoor gear market is relatively mature with established players, but new entrants with innovative products and marketing strategies can emerge.
  • Bargaining power of buyers: Moderate, as consumers have access to a wide range of choices and can easily compare prices and features.
  • Bargaining power of suppliers: Low, as Herschel has established relationships with suppliers and can negotiate favorable terms.
  • Threat of substitute products: Moderate, as consumers can choose from various alternatives, including cheaper options and specialized gear from niche brands.
  • Rivalry among existing competitors: High, as the outdoor gear market is highly competitive, with established players like Patagonia, North Face, and Arc'teryx vying for market share.

C. Consumer Behavior Analysis:

  • Herschel's current target market consists of young, fashion-conscious consumers seeking stylish and functional bags and accessories.
  • The new brand should target a more specialized segment of outdoor enthusiasts seeking high-performance gear with advanced features and durability.
  • Understanding the needs, preferences, and purchasing behavior of this target market is crucial for developing a successful product and marketing strategy.

D. Competitive Analysis:

  • Herschel needs to analyze the competitive landscape within the high-performance outdoor gear market, identifying key competitors, their strengths and weaknesses, and their target market.
  • This analysis will inform the development of a differentiated value proposition and a competitive pricing strategy.

4. Recommendations

Herschel should pursue a multi-brand strategy by launching a new sub-brand focused on high-performance outdoor gear. This strategy will allow the company to:

  • Expand its product portfolio: Catering to a wider range of consumer needs and preferences, attracting new customers and increasing market share.
  • Target a new market segment: Reaching a more specialized audience of outdoor enthusiasts with specific needs and preferences.
  • Leverage existing brand equity: Utilizing Herschel's established reputation for design, quality, and customer service to build trust and credibility for the new brand.
  • Minimize brand dilution: Maintaining the distinct identity of the original Herschel brand while introducing a new brand for a specific market segment.

Key Steps for Launching the New Brand:

  1. Market Research: Conduct thorough market research to understand the needs, preferences, and purchasing behavior of the target market for high-performance outdoor gear.
  2. Product Development: Develop a range of high-quality, innovative products that meet the specific needs of the target market, focusing on functionality, durability, and performance.
  3. Brand Positioning: Develop a distinct brand identity for the new brand, emphasizing its focus on high-performance outdoor gear and differentiating it from the original Herschel brand.
  4. Pricing Strategy: Determine a competitive pricing strategy that reflects the value proposition of the new brand and its target market.
  5. Distribution Channels: Select appropriate distribution channels for reaching the target market, including online retailers, specialty outdoor stores, and potentially wholesale partnerships.
  6. Marketing Communications: Develop a comprehensive marketing communications strategy that includes targeted advertising campaigns, social media marketing, influencer partnerships, and content marketing.

5. Basis of Recommendations

This recommendation aligns with Herschel's core competencies in design, quality, and brand management. It also considers the evolving needs of external customers and internal clients by addressing the growing demand for high-performance outdoor gear and providing new opportunities for growth and innovation.

The recommendation is based on a thorough analysis of the competitive landscape, consumer behavior, and market trends. It aims to leverage Herschel's existing brand equity while minimizing potential brand dilution.

6. Conclusion

By launching a new sub-brand focused on high-performance outdoor gear, Herschel can expand its product portfolio, target a new market segment, and maintain its growth trajectory in the increasingly competitive outdoor market. This strategy will require careful planning, execution, and ongoing monitoring to ensure its success.

7. Discussion

Other alternatives include:

  • Expanding the existing Herschel product line: This option could involve adding high-performance outdoor gear to the existing Herschel product portfolio. However, this approach could lead to brand dilution and confuse consumers.
  • Acquiring an existing outdoor brand: This option could provide immediate access to a new market segment and established product lines. However, it involves significant financial investment and potential integration challenges.

The recommendation of launching a new sub-brand offers a balanced approach, minimizing brand dilution while allowing Herschel to leverage its existing strengths and expertise.

Key Assumptions:

  • The outdoor gear market will continue to grow and offer opportunities for new brands.
  • Herschel can successfully develop and market high-performance outdoor gear that meets the needs of the target market.
  • The new brand can be successfully integrated into Herschel's existing operations and brand portfolio.

8. Next Steps

  1. Conduct detailed market research: Analyze the target market, competitors, and market trends.
  2. Develop a detailed business plan: Define the product portfolio, pricing strategy, distribution channels, and marketing communications plan for the new brand.
  3. Secure funding: Allocate resources for product development, marketing, and initial operations.
  4. Develop a prototype and test the product: Gather feedback from potential customers and refine the product based on their insights.
  5. Launch the new brand: Implement the marketing plan and track key performance indicators to monitor the brand's success.

By following these steps, Herschel can successfully launch a new sub-brand focused on high-performance outdoor gear and expand its reach in the growing outdoor market.

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Case Description

The co-manager and partner at Escape Outdoors (EO), North Sydney, Nova Scotia had to decide if the adoption of Herschel Supply Co. (Herschel) products-as part of her outdoor store's product mix-was a good decision for her company. Herschel had never been included in the traditional outdoor mix of brands, and EO's market was an older clientele than Herschel's. Marketing factors affecting her decision to adopt a new brand included buyer behaviour, marketing informatics, segmentation, differentiation, and positioning. However, Herschel was a post-millennial-focused brand, and the company's representative believed the younger demographic was becoming more interested in outdoor recreation. EO's co-manager and partner had concerns. Did Herschel fit EO's values, current brand mix, and customer base? Should EO adopt the brand? Which specific lines or products would be the best fit? How much inventory should EO begin with?

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