Eddie Bauer Case Study

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1. Exhibit 3 shows a “super segment analysis” of the apparel market. Eddie Bauer positions itself mostly to the “Durable Quality Classics” segment. (What apparel brands target the other segments in the table?) Based on the buying behavior and sales data described in the case, how would you distinguish between Eddie Bauer customers who buy in the store by catalog in both the store and by catalog?

The “super segment analysis” table has four quadrants that are: “Quality-Timeless,” “Quality-Newest,” “Inexpensive-Lasting,” and “Inexpensive-Trendy.” Located within the “Quality-Timeless” quadrant are the “Durable Quality Classics” and “Upscale Classic Brands” segments. Eddie Bauer positions itself in the “Durable Quality Classics” segment, while their competition targets the “Upscale Classic Brands” segment. The main competitor included in this segment is L.L. Bean. Lands’ End, J. Crew, and Gap can technically be considered targeting this segment, but L.L. Bean is the primary retailer.
Based on the buying behavior and sales data described in the case, how would you distinguish between Eddie Bauer customers who buy:
a) In the store
Eddie Bauer is a unique store when it comes to distinguishing between customers who shop in their store and buy items from their catalog. Eddie Bauer, Inc. first began in 1920 as Eddie Bauer’s Tennis Shop. This single store located in the Seattle area was known for their customer service, outdoor sporting gear, and tennis equipment. After closing their retail stores for a while and just concentrating on the catalog or mail order side, it wasn’t until 1970 when Eddie Bauer opened another store in the Seattle area. These new stores continued to attract the same customer base as 1920 and were now known for cold-weather garments. However, when General Mills bought the company in 1971, they wanted it to grow. To achieve this goal they used the brand’s image to their advantage by placing a majority of the retail stores in northern cities.
It

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