The Fashion Channel HBS Case Notes
Introduction
The protagonist of this case is Dana Wheeler who is the senior vice president of marketing for TFC
She was looking into preparing a new Segmentation and Positioning Strategy
If her boss liked what he heard then they would move forward with a 60 million dollar IMC campaign utilizing national advertising, promotion, and public relations.
This was an increase of 15 million dollars from last year.
Background
TFC was a successful cable network that was the only one who broadcasted up-to-date news about fashion 24 hours a day, 7 days a week
It was founded in 1996
It has had consistent and constant growth since the beginning, revenue was projected to grow to 310 million dollars in 2006 marking another steady year of growth.
The channel was one of the most widely available niche networks reaching 80 million US households (this number represents the number of people who had TFC in their package not those watching it)
Women between 34 and 54 years were its most avid viewer according to its annual demographic survey
Beyond basic demographics the network had no other information on its viewers
Nor did it attempt to market to any viewer segments in particular
Early on the network had chosen a "something for everyone" type of strategy in its programming and advertising
TFC has clearly grown quickly despite it lack of targeted marketing, however at the beginning of 2006 TFC had realized that other networks were taking note of its success
Some of its biggest competitors became Lifetime and CNN who had added fashion programming to their lineup
This is what prompted TFC's CEO to want to change up TFC marketing and be more strategic with their marketing, this is why they hired Dana who extensive experience with marketing packaged consumer goods as well as broad experience in advertising.
TFC's CEO and other executives felt some urge to resist change and didn't want to "fix what wasn't broken"
Wheeler's Plans
Frazier (senior vp of ad sales) had warned
The protagonist of this case is Dana Wheeler who is the senior vice president of marketing for TFC
She was looking into preparing a new Segmentation and Positioning Strategy
If her boss liked what he heard then they would move forward with a 60 million dollar IMC campaign utilizing national advertising, promotion, and public relations.
This was an increase of 15 million dollars from last year.
Background
TFC was a successful cable network that was the only one who broadcasted up-to-date news about fashion 24 hours a day, 7 days a week
It was founded in 1996
It has had consistent and constant growth since the beginning, revenue was projected to grow to 310 million dollars in 2006 marking another steady year of growth.
The channel was one of the most widely available niche networks reaching 80 million US households (this number represents the number of people who had TFC in their package not those watching it)
Women between 34 and 54 years were its most avid viewer according to its annual demographic survey
Beyond basic demographics the network had no other information on its viewers
Nor did it attempt to market to any viewer segments in particular
Early on the network had chosen a "something for everyone" type of strategy in its programming and advertising
TFC has clearly grown quickly despite it lack of targeted marketing, however at the beginning of 2006 TFC had realized that other networks were taking note of its success
Some of its biggest competitors became Lifetime and CNN who had added fashion programming to their lineup
This is what prompted TFC's CEO to want to change up TFC marketing and be more strategic with their marketing, this is why they hired Dana who extensive experience with marketing packaged consumer goods as well as broad experience in advertising.
TFC's CEO and other executives felt some urge to resist change and didn't want to "fix what wasn't broken"
Wheeler's Plans
Frazier (senior vp of ad sales) had warned