Q1.

What were some of the key characteristics of van’s earliest customers in the 1960s
and 1970s? What was the public perceptions skateboarding during the era?
Ans: During the 1960's, customers preferred shoes which are the most were the most affordable
and durable casual deck in the market. Vans differentiated themselves fro their competitors by
selling its products to customers directly who were actually stylish individuals and desired to
stand out from the crowd. Vans also accommodated for its customers who had no perfect shape
or feet size (hard-to-fit customers). Thus, the major purpose of Vans was to allow its customers
a-new-customized way to purchase shoes for them. The shoes' price was also another factor for
teenager groups.
In the period of the 1970's, "skateboarding rebels" did form the skateboarding perception. Such
group was known as misfits or an eccentric group which was from the depressed place within
California. The public perception was unpleasant and disrespectful but they were the extremely
talented individual group which were creating new craze for skateboarding

Q2. What was Van’s competitive advantage during its early days (in the 1960s and 70s)?
What was the value proposition to customers?
Ans: Competitive advantage:
1. The shoe was twice as thick as those produced by competition
2. provided the option of customization
3. US manufacturing with the cycle time of 19 days from receipt of order to completion of
finished goods
4. Established brand identity among youth. Young generation could easily associate with the
brand- young, fun, Southern-California, beaches, surfing and skateboarding
Value proposition​: Vans sold its customized, easy to wash sneakers directly to consumers out
of its own retail store

Q3. How has the company’s competitive position changed over time? How has the
company’s value promotion changed over time?
Ans:
Altered competitive position: ​In 1960s- Vans focused on providing customized shoes with the
choice of different color and fabric
In 1970s- Z-boys influenced the customers and rather than customization, the focus shifted to
vibrant and unconventional lifestyle of these boys
In Schoenfeld’s era, the focus was mainly to establish a connection with the new generation of
sports, the sporty kids and their lifestyle
Altered value proposition: ​Furthering the authenticity of the brand and connection to lifestyle
associated with core sports

Q4. In recent years, Vans has expanded in a number of directions. The company has a)
increased the number of sorts it is affiliated with; b) diversified its product portfolio; c)
expanded its distribution; and d) broadened its promotional mix. Analyse each of these
decisions in terms of their impact on Van’s customer base, its brand image, and the
overall alternatives sports category.
Ans:

Customer base Brand Image Overall sports

Impact on
category

Diversified product Increased customer Image of buyer: Attracted casual

portfolio base from professionals as buyers with
professionals to well as enthusiasts non-sporting goods
trendy users Image of product: like sandals and
for some- technical outdoor shoes
perfection; stylish;
durable yet
professional; skate
look;

Distribution 1.​ ​Independent Enhanced image Widened customer

expansion speciality skate of supplier: ​better base for other
stores grabbed the availability and sporting goods;
attention of convenient to shop more visibility
professionals as for
well as hardcore
enthusiasts.
2. Mall based stores
helped in grabbing
the attention not
only for shoes but
also for other
sporting stuff
3. Moderate
department stores
helped in the
penetration of Vans
to 2nd and 3rd tier
outlets

Broad promotional 1.Grabbed global 1. Image of ​ enefited because

B
mix attention, thus consumer: ​Youth, of promotion
increased customer athletes (amateur around vans
base inclusive of as well as experts) skaters
skaters from North 2.​ Image of
America, South product: ​the
America, and product is linked
Europe with emotional
 aspect of being
authentic and
having direct
connection with
sports.
3. Image of
supplier:​ the fact
that vans is being
used by most elite
athletes as well
created trust among
the customers

Increased number Widen customer Increased brand ​ ained more

G
of sports affiliated base also helped in visibility visibility
cross selling in
already established
customer base

Q. 5. Company should focus on shoes or entertainment or both?

Ans: The company in its current state is a shoe company which is getting into other arenas as
mere serendipity. They sought to promote their shoe line only through various channels
perceived relevant to send across the message of their brand image. Their presence into
entertainment is more of a complement to their shoe business than a core business. Keeping
this in mind, the best way forward would be to stay focused on shoes and keep it
complementing with entertainment as both business are revenue streams at the end of the day.
If they focus just on entertainment, lets say, they risk losing out on their brand recognition as
people getting influenced by their movies and other entertainment areas will then start buying
competitor products if Vans does not offer a product range corresponding to what they are
promoting in other avenues.
Whereas, if they focus just on shoes business, they risk losing out on their brand association
with the community they are targeting. Instead, if they focus on improving their shoe range they
can keep adding additional elements to their brand through their entertainment presence. This
will ensure that they can focus on new target groups as well.

6. Should Vans go global?

Ans: Vans is operating in a niche segment where most of its target customer base is related to
a few core sports (ref. case). Its products are all promoted in a manner to target various groups
related to these sports. The products for some are aspirational and for some functional but the
association of brand is with the core sports. As of now, Vans branding and product strategy
seems consistent and that is what is helping it to grow in the target segments. If Vans seek out
to build a $1 billion brand by diversifying its product portfolio and target customers outside its
niche market, it might be perceived as selling out by its core customer base. In that case, the
whole idea may fall flat. However, if Vans focuses on growth by improving its product mix and
offerings consistent with its current niche, it stands a good chance to turn into a $1 billion brand,
which its current and future customer base will embrace. For example, Women’s segment
related to skateboarding is still a good penetration area and so is outdoor category. If Vans
introduces relevant products in these categories and alter its product development cycle to suit
the needs of this category, it stands a good chance to exponentially grow in the category as it is
consistent with its brand image. So, Vans can become a $1 billion brand by operating in its
niche segment and increasing the number of its target groups.