A Case Study on Lady Foot Locker: the Lobo Launch
I. Statement of the Problem
Based upon the critical issues stated in the case, Wyatt wondered if LFL should consider bringing a Lobo shoe to market in partnership with Reebok. Was there retail potential in a signature product built around an emerging professional women’s player such as Rebecca Lobo? Did it make sense financially?
II. Objectives of the Study
This study seeks the following objectives: - to be able to understand the market potential of LFL shoes in partnership of Reebok - to determine the profitability of the partnership and the launch - to know whether the decision of being partners with Reebok on the Lobo launch was a good idea
III. Scopes and Limitations of the Study
The study includes the current situation of Woolworth Corporation, the LFL, its consumers and Reebok. The nature of the company LFL., the organizational background of the company and the different strategies that the company has already done to the specific product line of athletic shoes and apparel, are also some scopes included in the study.
The study however, is limited with only secondary data based on personal interviews and field research and was written solely as a basis for class discussion rather than to illustrate either effective or ineffective retail and marketing strategy practices.
This study has recommendations and points of view that are based from my own perspectives and thinking as a marketing student.
IV. Nature of the Research
A. Woolworth Corporation
Woolworth Corporation’s Athletic Group included LFL, Foot Locker, World Foot Locker, Kids Foot Locker, Champs Sports, Going to The Game and many more. The athletic group, Woolworth’s largest and most profitable business unit, operated 3,588 stores in North America, Europe, Asia and Australia and led the industry in sales of branded athletic footwear and apparel in the US.
As part of its growing strategy, the Athletic Group had continually introduced new store
Based upon the critical issues stated in the case, Wyatt wondered if LFL should consider bringing a Lobo shoe to market in partnership with Reebok. Was there retail potential in a signature product built around an emerging professional women’s player such as Rebecca Lobo? Did it make sense financially?
II. Objectives of the Study
This study seeks the following objectives: - to be able to understand the market potential of LFL shoes in partnership of Reebok - to determine the profitability of the partnership and the launch - to know whether the decision of being partners with Reebok on the Lobo launch was a good idea
III. Scopes and Limitations of the Study
The study includes the current situation of Woolworth Corporation, the LFL, its consumers and Reebok. The nature of the company LFL., the organizational background of the company and the different strategies that the company has already done to the specific product line of athletic shoes and apparel, are also some scopes included in the study.
The study however, is limited with only secondary data based on personal interviews and field research and was written solely as a basis for class discussion rather than to illustrate either effective or ineffective retail and marketing strategy practices.
This study has recommendations and points of view that are based from my own perspectives and thinking as a marketing student.
IV. Nature of the Research
A. Woolworth Corporation
Woolworth Corporation’s Athletic Group included LFL, Foot Locker, World Foot Locker, Kids Foot Locker, Champs Sports, Going to The Game and many more. The athletic group, Woolworth’s largest and most profitable business unit, operated 3,588 stores in North America, Europe, Asia and Australia and led the industry in sales of branded athletic footwear and apparel in the US.
As part of its growing strategy, the Athletic Group had continually introduced new store