BoR Daily Digest | Sharpie’s Social Media Strategy, Kohl’s: An M&A Candidate, 2013 New Marketing Agenda, China’s Online Fashion Market, Burberry Turnaround

sharpie

3 Ways Sharpie is Engaging Teens With Social Media – socialmediaexaminer.com

“[…] to connect with a teen target market, you must do more than simply have a presence on the sites they use. You must also pay attention to what motivates and inspires them. Take some tips from permanent marker manufacturer Sharpie. Their successful 2012 Back to School campaign helped grow their market share to 89% of their category through a savvy understanding of how teens use social media.”

Kohl’s J-Lo Connection Invites LBO on Discount: Real M&A – Bloomberg.com

“After slashing prices over the holidays, Kohl’s Corp. (KSS) itself could be picked up at a 42 percent discount to its revenue. […] With exclusive brands from Jennifer Lopez and Vera Wang that help build customer loyalty and a free cash flow yield that’s higher than the median of its peers, Kohl’s could be an attractive buyout candidate for a private equity firm, Edward Jones & Co.”

10 Not-So-Simple Principles Underlying The New Marketing Agenda – fastcompany.com

“Marketers will need a new agenda for 2013, as will technology suppliers and service providers wishing to provide value to marketing organizations. This year will see several technologies move from enticing new options worthy of experimentation, to necessary components of the marketing arsenal. Marketers and those who serve the marketing industry will need to keep these ten items top of mind in 2013.”

Suited-Up Online: Why China’s Fashionista Websites Aim High (And Low) – Forbes.com

“[…] entrepreneurs are making a similar journey to the fashion world, lured by the promise of e-commerce in China, forecast by The Boston Consulting Group (BCG) to be worth $370 billion in 2015, up from $74 billion in 2010. The sector’s commanding heights belong to Alibaba, 360buy.com and a handful of other, well-financed general sites. But that leaves plenty of space for specialist websites to expand by offering goods and services to consumers looking for alternatives. Fashion is China’s biggest e-commerce category.”

Burberry’s CEO on Turning an Aging British Icon into a Global Luxury Brand – Hbr.org

“When I became the CEO of Burberry, in July 2006, luxury was one of the fastest-growing sectors in the world. With its rich history, centered on trench coats that were recognized around the world, the Burberry brand should have had many advantages. But as I watched my top managers arrive for our first strategic planning meeting, something struck me right away. They had flown in from around the world to classic British weather, gray and damp, but not one of these more than 60 people was wearing a Burberry trench coat. I doubt that many of them even owned one. If our top people weren’t buying our products, despite the great discount they could get, how could we expect customers to pay full price for them?”

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