Vans is best known for selling footwear and apparel to skateboarders, surfers, and other alternative sports athletes. In April 2002, Gary Schoenfeld, the CEO, is facing a number of challenges. With respect to footwear, he must decide what to do about two product lines that are struggling–the outdoor line of hiking shoes and the women’s collection. More broadly, Vans is currently embarking on a number of new ventures, some of with which the company has little experience. For example, Vans is in the process of promoting a full-length movie, creating its own record label, and working with video-game developers to develop games based on its sporting events.

Setting

California; shoes/apparel; $350 million revenues; 1,700 employees; 2003

Preparation & Analysis

In preparation for this week’s case analysis explore the information on ulearn and go online, research / take down a few notes on a strategic marketing concept called “hostile branding.” Keeping the hostile branding concept in mind, read the Vans case and complete the following individual assignment.

There are a number of challenging issues in this case. Please respond to the following question in 2-3 pages. (Double-spaced, 12 pt Times or Arial font, 1” margins all around.)

Based upon the concept of hostile brands studied, what in your mind, would be an appropriate growth strategy for Vans based upon the information given in the case keeping in mind:

• Which product categories should Vans participate in?
• What distribution channels?
• What promotional strategies / programs would you recommend in order to sustain growth?
• Is there a growth “ceiling” for this brand or is there no limit to Van’s growth potential?