LIZ CLAIBORNE history

In 1985 the company acquired the Kaiser-Roth Corporation, which had been a licensee producing accessories, including handbags, scarves, belts, and hats.

Four new divisions were launched in 1985, including Claiborne, the company’s expansion into men’s clothing.

In 1986, when company sales reached $1.2 billion, it joined the list of Fortune magazine's 500 largest industrial companies in the United States; it was one of only two companies started by a woman included on the list.

1987: Elected chairman of board and chief executive officer.

Morris, Michele. "The Wizard of the Working Woman's Wardrobe." Working Woman, June 1988.

The cosmetics division began as a joint venture with Avon Cosmetics Ltd., and in 1988 the company regained full rights to the line.

After 13 years, they retired from day-to-day operation of the business in June 1989 to concentrate on personal and social interests, including environmental projects and a campaign against domestic violence.

In 1989 the Dana Buchman division was launched.

Liz Claiborne’s $6 million advertising campaign broke in the November 1991 issues of 15 consumer publications, including HG, Vanity Fair and Elle.

Tailored suits for the working woman debuted in 1991.

In the fall of 1991, the company originated Women’s Work, a philanthropic enterprise pairing women artists and writers with community groups in projects addressing domestic violence and work/family conflicts.

The program, Women's Work, was established in 1991 to educate and raise public awareness.

In 1992, the company managed to achieve a 9.3% increase translating to $2.2 billion, which was still a tangible achievement in the existing industry.

Regardless of registering massive sales worth $2.2 billion and the victory of many honors as the largest women apparel company, this came to a standstill in 1993.

In the fall 1993, the group introduced Vivid, its third women’s fragrance.

But the company’s fortunes dramatically shifted in 1993.

In mid-1987, however, a slump hit the apparel business. It operated 40 First Issue specialty stores throughout the United States and planned to add 16 more stores, mostly in 1993.

The line offered everything from career clothing and activewear to social occasion dressing. It currently operates 40 First Issue specialty stores throughout the United States and planned to add 16 more stores, mostly in 1993.

In 1994, the Company, concerned about human rights abuses by the Burmese government, announced that it no longer would buy clothing made in Burma.

His appointment as the CEO in 1995 from VF Corp also made some reconstructions to the company.

In 1995 international sales reached $138.2 million.

In an attempt to recover fully, the company went further to spend $25 million in campaigning through different media and related programs in 1996.

Knowledge at Wharton asked Chazen, who stepped down as CEO in 1996, to discuss the highs and lows of running a successful fashion business in a highly competitive industry. (Podcast with transcript)

In 1996 the company used well-known college athletes to deliver public service announcements that discouraged men from engaging in violence in relationships.

The collection was to be available exclusively at J. C. Penney beginning in the Fall of 1998.

Lucky Jeans (1999) — Paid around $135 million for an 85% stake.

CEO Charron commented to the Wall Street Journal in February 2000, "It is better to steal market share from yourself than to sit back and let somebody else do it."

Monget Monget, "Launching Liz Sleepwear," in Women's Wear Daily, 14 August 2000.

In 2000, Target Stores successfully sold women's apparel under the Niki Taylor name.

In addition, the company had acquired the trademarks of the Monet Group in 2000, which enhanced its accessories line and increased market share.

Its first retail outlet on London's Regent Street was opened in 2000 to celebrate the 10th anniversary of the company's presence in Europe.

In 2000, Target Stores successfully sold women's apparel under the Niki Taylor name. It will be renamed Meg Allen and available to Target exclusively in 2001.

In October of 2006, it made one really poor decision, and since then the company has not turned a profit.

The company’s sales decreased by 2.1% in the first quarter of 2006 to sales worth $1.17 billion that raised a margin of 2.4% that is, $1.13 billion for the second quarter period of the same year.

Understanding this, Liz Claiborne made an effort in late 2008 to revive the brand by poaching Isaac Mizrahi from Target.

Mulcaster, Willy. “Three Strategic Frameworks.” Business Strategy Series 10.1 (2009): 68–75.

He was right losses — were down to $251 million annually, an over $50 million improvement compared to 2009.

Meet the Authors: Wharton’s Peter Cappelli on The Future of the OfficeNovember 4, 2021