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Abstract

Puma AG, the German maker of quality sport footwear in the 1970s and early 1980s, saw its brand image suffering serious damage in the latter part of the 1980s. By the beginning of the 1990s, the image of exclusivity that had long been associated with the brand had faded and the company suffered losses due to a steep decline in sales. By the end of 1993, the company was saddled with $100 million in debt and had recorded losses of $32 million. Jochen Zeitz, who took over the reins as Puma''s Chief Executive Officer in 1993, instituted a three-phase plan for turning around the company''s fortunes. This case, through the example of Puma, asserts the importance of the brand image of a company in driving the sales and revenues. A structured assignment ''304-241-1'' is available to accompany this case.
Location:
Industry:
Other setting(s):
2004

About

Abstract

Puma AG, the German maker of quality sport footwear in the 1970s and early 1980s, saw its brand image suffering serious damage in the latter part of the 1980s. By the beginning of the 1990s, the image of exclusivity that had long been associated with the brand had faded and the company suffered losses due to a steep decline in sales. By the end of 1993, the company was saddled with $100 million in debt and had recorded losses of $32 million. Jochen Zeitz, who took over the reins as Puma''s Chief Executive Officer in 1993, instituted a three-phase plan for turning around the company''s fortunes. This case, through the example of Puma, asserts the importance of the brand image of a company in driving the sales and revenues. A structured assignment ''304-241-1'' is available to accompany this case.

Settings

Location:
Industry:
Other setting(s):
2004

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