The Fashion Channel: Case Write-Up Decision to Be Made The management team for The Fashion Channel (TFC) must decide which customer segment(s) or “cluster” they should target in their new marketing strategy and how they should position TFC to ultimately increase company revenue. When deciding their marketing strategy‚ TFC must consider how they can increase their share of the market (ratings) versus the increasingly competitive fashion programming on CNN and Lifetime‚ and if they can maintain
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The Fashion Channel is a well known cable television network dedicated to fashion only. CEO Jared Thomas founded the network in 1996 and had seen constant growth in sales‚ revenue and profit since its beginning. Thomas understands that in order to stay aggressive the company needs to strengthen its competitive position. Thus‚ Thomas hired Dana Wheeler‚ an expert in marketing. Dana needs to prove that her recommendations of spending more than $60 million in national and affiliate advertising‚ promotion
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The Fashion Channel Case Analysis Ruoyu Wen Marketing Fundamentals Prof. Joan Crooker Summer 2015 The Fashion Channel Case Analysis The Fashion Channel was founded in 1996 by two entrepreneurs. It was a successful cable TV network. It was the leader of fashion channels. However‚ at present‚ it faced other channels’ challenge like CNN and Lifetime. The founder and CEO Jared Thomas wanted to make some change to keep the channel’s lead position. The senior vice president of marketing Dana Wheeler had
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RETAIL HEARTBEAT Pulse Report: Channel blurring In a fiercely competitive environment‚ retailers can win market share by better addressing shoppers’ and consumers’ evolving needs. Faced with budget constraints and higher food and fuel prices‚ many shoppers are trimming basket size to save money while making more frequent trips to nearby drug‚ dollar and grocery stores‚ according to new analysis from SymphonyIRI Group. In turn‚ drug and dollar retailers have boosted their food and beverage offerings
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The Fashion Channel (TFC) is a stand-alone cable channel‚ which was started in 1996. It known to be the only “fashion only” channel‚ with fashion related content 24/7. The majority audience for TFC was women aged 35-54. TFC had done well in 2006 with revenue of 310 million‚ way above their expected revenue. But in 2006 more competitors had popped up on the scene and offered fashion related content. These channels‚ CNN and Lifetime‚ were not fashion only channels‚ but they had segments in their broadcast
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PRELIMINARY EXAM IN CHANNEL MANAGEMENT CHANNEL MANAGEMENT HISTORY OF PROCTER & GAMBLE: Procter & Gamble Co.‚ also known as P&G‚ is an American multinational consumer goods company headquartered in downtown Cincinnati‚ Ohio‚ United States. Its products include pet foods‚ cleaning agents‚ and personal care products. Prior to the sale of Pringles to the Kellogg Company‚ its product line included foods and beverages.[2] In 2012‚ P&G recorded $83.68 billion in
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Problem Statement The Fashion Channel was a successful cable TV network. It wasn’t long before the network realized that other networks were taking note of its success and beginning to add fashion related programming as well. The Fashion Channel needed to boost segmentation‚ positioning and advertising in order to maintain their current standing. Dana Wheeler was hired to draw on their strengths to help TFC eliminate competitors. TFC realized they need to focus on their target market of women between
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The Fashion Channel-Case Analysis Group-6: Anurag Satapathy (2014PGP050) Meenakshi Sundareswaran (2014PGP201) Nishant Mishra (2011IPM058) Rananavare Abhijeet (2014PGP293) Renuka Denkar (2014PGP102) Sawan Kumar (2011IPM095) Sonali Panda (2014PGP372) From the case it is clear that TFC was initially the only channel dedicated solely to fashion. The need for market segmentation arose due to drop in the TFC ratings to 1.0 due to the increase in competition in the segment. This also saw a fall
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data. From its inception in 1996 until recently‚ The Fashion Channel (TFC) enjoyed great success by appealing to as a broad an audience as possible. Overall viewer numbers were the main focus‚ and so long as TFC had no significant competition in terms of the fashion-specific content it offered‚ this “something for everyone” approach was a winner. But competitors such as CNN and Lifetime made note of TFC’s success. They began to offer fashion-specific programming. Consumers now have a choice‚ and
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Q1) How would you interpret the consumer and market data if you were Dana Wheeler? I would first try to see if I could classify the data into various segments. The fashion channel is very popular among women. Hence‚ I would differentiate between the women viewers based on age‚ spending capacity‚ fashion nerdiness‚ etc. These will become subsets of the superset “women viewers”. Once‚ I determine the segments I would look for any noticeable trends in the segments that will prove profitable for the
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