Dockers' strategic response to recession and competitive market challenges

Dockers is a Levi Strauss brand that was initially launched in 1986. Throughout the 1990s Dockers rode a wave of success as business casual gained acceptance in the workplace, and khakis became the pants of choice in mens casual wear. Dockers was at the forefront of the business casual movement and its brand became synonymous with khakis. Such success spurred brand expansion; in 1998 Dockers launched a line of clothing for women, and eventually clothing for children. Over the next several years, the Dockers brand expanded internationally and entered other product categories, such as accessories and clothing beyond khaki pants.

With such expansion, though, came lack of focus as Dockers moved farther away from the early success of its original model. Karen Riley-Grant, the current director of global consumer marketing for Dockers says that the brand "…went through a kind of midlife crisis, splintering the message and our advertising started looking like everybody else's. And we weren't innovating" (Tschorn, 2010). Dockers typically sells its products at a mid-to-low range price point through both its own retail outlets and in select department stores. So in an attempt to bring new life to its brand, Dockers is entering the high-end apparel market, designing and selling pants that are priced as high as two hundred dollars (Ibid).

The current economic downturn though has seen a dramatic decrease in consumer casual pants purchases. Between January 2009 and January 2010, purchases fell nearly ten percent in the category (Tschorn, 2010). Dockers also faces stiff competition from other entrants in the field, such as the Gap and discounted store brands from retailers such as Target, Wal-Mart and Macy's. As a new entrant to the into the high-end apparel market, Dockers will have existing competition from makers of luxury jeans, including Levi Strauss' own premium brands. In order to successfully address the market challenges it faces, Dockers must focus its resources "on the products, brand, and markets that are key to their strategy…[and] not waste resources on peripheral or potential customers" (Marsh, 2009). It is true that Dockers is well-positioned to enter the luxury market in that it is "…the world's best and most loved khaki" (Levi Strauss, 2009, p. 7). Yet it also seems clear that the challenges faced by Dockers in the form of competition and economic climate may cause its foray into the luxury market to fizzle, taking more revenues with it.

As noted above, experts agree that in the current economic climate, Dockers should focus "on the products, brand, and markets that are key to their strategy…[and] not waste resources on peripheral or potential customers" (Marsh, 2009). In attempting to enter the luxury apparel category, Dockers is using resources in an attempt to lure what may be considered peripheral or potential customers. Instead, Dockers should focus its strategy on getting its already industry-leading products out to new and existing customers in the market in which it has been a dominant player for nearly a quarter century: mid-range casual wear.

Target Market

In her interview with The Los Angeles Times, Riley-Grant, the consumer marketing director, said

"…today's twentysomethings have grown up swaddled in denim from day one. So there's a potentially huge untapped market in the Millennial generation…. [C]onsumers will soon be clamoring for something new and different but just as multi-purpose" (Tschorn, 2010).

It seems that acknowledging this market, but then attempting to enter the luxury apparel sector is essentially ignoring the market Dockers should be targeting. In a recession, Dockers should be attempting to target this untapped market at the price point for which it is known. While the twentysomethings about whom Riley-Grant is speaking may not be purchasing Dockers, but they are certainly aware what Dockers are, where they are sold and how much they cost. The marketing for Dockers must acknowledge this audience and attempt to persuade them that Dockers are still relevant and what they are selling today is something different that will appeal to the target market. Changing the price and attempting to become a more exclusive product may backfire in the current economic climate, while at the same time confuse the brand in the minds of the consumers, further "splintering the message." Dockers must create a need and a desire among this khaki-less generation and direct the message to this audience accordingly.

When people think of Dockers, they tend to think of Khaki trousers. Dockers, however, does "head-to-toe" (Tschorn, 2010). By limiting its attempt to reach new markets to Dockers' pants products seems short-sighted. As it is already producing products beyond trousers, it would not be attempting a foray into new product territory; rather, Dockers should leverage its existing product line beyond pants and attempt to inform consumers of the choices available to them from the company beyond khaki trousers.

In terms of advertising, Dockers has historically had quite a bit of success. This year, Dockers launched its "Wear the Pants" ad campaign to try and reach new customers. It was successful with its placement of an ad during the 2010 Superbowl. While it was not a favorite (ranked 59 out 63 in Ad Meter rankings), the ad delivered a 5010% increase in traffic to Dockers' web site, compared to a Snickers ad which was ranked significantly higher yet saw almost no increase in web traffic (Duffy, 2010).