Retailing Strategies Of The Limited Inc.

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Retailing Strategies of The Limited Inc.

Retailing Management
Dr. Heiens
AMKT 551

Jason Myers


Table of Contents

Introduction ………………………………………………………… 3

Products and Target Markets ………………………………………. 5

Growth Objectives ………………………………………………… 8

Competition ………………………………………………………. 8

Site Location ……………………………………………………… 9

Marketing and Promotion …………………………………………. 10




A.Introduction

The Limited, Inc. is an international company committed to building a family of the world's best fashion brands that will maximize shareholder value by eliciting strong consumer demand across a variety of disciplines, demographics, and lifestyles. Our primary focus today is to purchase, distribute, and sell women’s, men’s, and children’s apparel, women’s intimate apparel, and personal care products. We emphasize rapid turnover of merchandise to keep our line fresh and current with latest fashion trends. Through six subsidiaries, the Limited operates 3,008 specialty stores and owns 84% of Intimate Brands, Inc., which consist of Victoria’s Secret, Bath & Body Works, White Barn Candle Company, and Gryphon Development, Inc. We also operate an integrated distribution system to support our retail activities.
Our first phase of growth began in 1963 when we began with a single Limited store in Columbus, Ohio which soon increased to hundreds of Limited stores. From this modest beginning through our second phase of growth ending around 1992, we have focused on building businesses without building bureaucracy. As we began our third phase of growth, we realized that simply working harder at the same thing would not sustain our growth into the future. We decided that our future was in brands and that we did not have the expertise to succeed in this arena.
We chose a new Chief Financial Officer and hired presidents and other top executives with experience in retail specialty brands. We added expertise in fashion design, brand positions, store planning, information technology, production, and communications. The apparel industry is a rapidly changing one. In our competitive market, our agenda is always formalized and implemented quickly. Our planning schedule is fourteen months ahead of the sales target. Strategic planning is extremely important in our business. In 1999, we relocated the Victoria’s Secret beauty business to New York City to enhance our future business in the world market.
We do not tolerate losers.

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