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In early 2014, Mickey Drexler, CEO of J.Crew Group, Inc., had some important decisions to make. In 2012, after J.Crew customers complained that the company’s latest product offerings consisted of far too many funky patterns with a younger-looking style—as opposed to consisting of a wide and fash-ionable selection of preppy button downs and classic khakis— Drexler decided that J.Crew’s 2013 fall line should, once again, feature conservative, but fashion-ably appealing, button-down shirts, classic blouses, sweaters, skirts, and trousers. However, fall sales were lackluster, producing an alarming 42 percent drop in profits from the fourth quarter of 2012. Drexler was perplexed, feeling that he and the company’s designers had tried their best to listen to customers’ feed-back and respond to their complaints and dislikes.
As he prepared for a meeting with Jenna Lyons, creative director, he wanted to consider a range of economic, cultural, and financial factors in deciding on the company’s approach to its fall 2014 lineup of offerings. It was important for the company to arrive at the best strategy to rejuvenate sales and rekindle consumer interest in shopping at J.Crew. If it did not, J.Crew risked losing the sales boost that came from news reports that such high-profile personalities as First Lady Michelle Obama and Britain’s Prince William and Kate Middleton shopped at J.Crew View Complete Case Study Here...