GREENSBORO, N.C. -- Ellen Rohde, president of Marithe & Francois Girbaud, wants to get back to basics.
"There's been too much attention on marketing vehicles, fixturing and image building in the past," said Rohde, who was named president of Girbaud, a division of VF Corp. in November.
"You can't hide a bad product behind a great fixture or an event," continued Rohde, during a recent interview at Girbaud's headquarters here.
The jeans company had been faltering over the last year, and a 2.8 percent slip in operating profits in 1993 for VF's jeanswear business was attributed to Girbaud's weakness and provisions for reorganization costs.
While VF does not break out Girbaud's sales and earnings, industry estimates place the company's volume at its peak at roughly $150 million. It is by far the smallest of VF's three major jeans companies. The others are Lee and Wrangler. In 1993, the companies had combined sales of $2.1 billion.
Rohde, who had been president of Healthtex, a VF division, was largely credited with guiding it into profitability by focusing on product. She's brought the same philosophy to Girbaud -- with, she hopes, the same results.
Rohde said that Girbaud, best known for its fashion jeans styles, lacked a defined customer base. It was trying to reach consumers anywhere from 13 to 40 years old, she said. Other complications included a fashion concept that Rohde said was perceived as "too sophisticated" for American consumers, and a policy of releasing new product 36 times a year, obscuring its direction.
A new product focus is still only part of Rohde's overall agenda for Girbaud, where the main challenge is to clarify its image in the face of competitors such as Guess, which have carved a clearly defined niche.
"Guess, Lee, Wrangler and Levi -- all these companies have strong statements, and retailers know exactly who they are," said Rohde. "We want to put our stake in the ground by better defining our target consumer."
After months of researchthe company released a positioning statement to its retailers at the beginning of April. Highlights of the new strategy include:
Targeting product toward three distinct age groups: 13 to 17, 18 to 25 and 25 to 40.
Defining a company image based on innovative product, comfort and fit.
Introducing more value-priced merchandise.
Releasing new goods five times a year, rather than 36.
Improving women's product with lighter-weight fabrics, softer silhouettes and more feminine tops.
Introducing new fabrics and fabric treatments in the more fashion-forward collections.
To get the new movement going, Rohde hired five new vice presidents for the operations, human resources, retail, consumer and brand marketing divisions. They replace senior management lost last year.
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