Vans Case Study Analysis
Vans: Skating on Air | Marketing Case Analysis |
| MBA 516 | Staton |
Statement of Central Issue In the spring of 2002, the Vans brand had reached monumental success that outpaced most brands within their industry and transformed them into a $350 million business. The rapid growth of the company and increase demand created a need for a new strategy to guide the brand’s future growth plans. Van’s CEO and president, Gary Schoenfeld, felt strongly that the brand was at a crossroads and that, while they were pleased with the current success, they had not yet maxed out their potential. His question was not whether or not growth was needed, but rather how best to drive the next stage of growth. Given the unique brand and culture that the Vans brand embodied, he was interested in figuring out which product categories s to participate in and which distribution channels to be in.
Key Characteristics of the Firm and the Competitive Environment The Vans brand began as a shoe company in the 1960’s that was geared towards the Southern California surfing and skateboarding culture. The company designed durable and affordable shoes that served an unmet need in a niche market. Being a small, local, grass roots company allowed them great flexibility to experiment with many different designs and patterns in ways that the large traditional shoe companies could not. They focused on incorporating the surf and skate lifestyle into their brand early on and were very much a part of what was seen as a subculture movement during that time. Because of their attention to customers, as well as their affordability and flexibility, Vans instantly became a favorite amongst the skate and surf communities. They had found a niche market and offered a differentiated product offering that the larger shoe manufacturers had not yet penetrated or who lacked the expertise and understanding to compete. Vans had created a loyal following and became as much part of skateboarding
| MBA 516 | Staton |
Statement of Central Issue In the spring of 2002, the Vans brand had reached monumental success that outpaced most brands within their industry and transformed them into a $350 million business. The rapid growth of the company and increase demand created a need for a new strategy to guide the brand’s future growth plans. Van’s CEO and president, Gary Schoenfeld, felt strongly that the brand was at a crossroads and that, while they were pleased with the current success, they had not yet maxed out their potential. His question was not whether or not growth was needed, but rather how best to drive the next stage of growth. Given the unique brand and culture that the Vans brand embodied, he was interested in figuring out which product categories s to participate in and which distribution channels to be in.
Key Characteristics of the Firm and the Competitive Environment The Vans brand began as a shoe company in the 1960’s that was geared towards the Southern California surfing and skateboarding culture. The company designed durable and affordable shoes that served an unmet need in a niche market. Being a small, local, grass roots company allowed them great flexibility to experiment with many different designs and patterns in ways that the large traditional shoe companies could not. They focused on incorporating the surf and skate lifestyle into their brand early on and were very much a part of what was seen as a subculture movement during that time. Because of their attention to customers, as well as their affordability and flexibility, Vans instantly became a favorite amongst the skate and surf communities. They had found a niche market and offered a differentiated product offering that the larger shoe manufacturers had not yet penetrated or who lacked the expertise and understanding to compete. Vans had created a loyal following and became as much part of skateboarding