Every edition Ragtrader talks to a previously profiled brand to see how it has evolved in the intervening period. Here Tracey Porter talks to Sonya Gilmour of Naturalizer.
COMPANY Naturalizer
BRAND MANAGER Sonya Gilmour
What were the key issues or challenges for your company five years ago? And now?
Launching a well known American brand into the Australian landscape, the range we were offering had to suit our lifestyle. Now, creating brand awareness through marketing and public relations executions is challenging, not to mention the many competitors in the fashionable comfort footwear category.
What was the range like five years ago? How has it changed?
Then it was very much suited to social and event style footwear. Women looking for an outfit for special occasions would look at Naturalizer shoes as an option. The shoes would be applicable to the fashions at the time, if pastels were key then we would have them. We had 60 styles per season.
Now Naturalizer now is brand for work, play and everyday. The range offers something for everyone boasting the tagline 'Beautiful feels so good'. We still have dress shoes for special occasions, corporate styles, and a casual offering for all weekend activities. The most recent addition to our range is a collection called Natural Sport which are shoes suitable for walking, Pilates and yoga; all low impact sports and are also really great for travel. Comfort is still a main feature in all our shoes, it is never sacrificed for fashion both elements work together to create a fashionable shoe with ultimate comfort. Our comfort is now a patented technology which enables us to promote the feature as tried and trusted. The ranges now consist of 100-plus styles per season.
How many wholesale accounts did you have five years ago?
Then we had around 85. Now we are across 250-plus doors, including Myer & David Jones stores nationally.
What was the retail climate like for your business five years ago? How has it changed?
Most customers supported the traditional brands that were once locally produced, they were loyal and didn't try many of new brands. Now everyone sells shoes, customers are going vertically integrated to clothing stores having a footwear range, also designer labels are more welcomed and sort after.
What was your approach to marketing and promotions five years ago? And now? Traditionally we advertised in the major weekly and monthly magazines, along with all other footwear brands. Our focus now is to create some buzz and excitement about the brand by leveraging our public relations and editorial appearances.
What was your approach to staff training five years ago? How has it changed?
Pacific Brands has always had formal training to some degree. However now we have more formal training programs offered for different levels on staff in the organisation, with gap training in place to reach higher goals.
How many staff did you employ five years ago? And now?
Pacific Brands employed approximately 5000 people with four staff - including two sales agents - working directly on Naturalizer. Now Pacific Brands employees 7000-plus employees with five direct staff working on Naturalizer and three sales agents.
What was your greatest moment/most significant development in the past five years?
Launching the new Ath-leisure range 'Natural Sport' the acceptance of the range was phenomenal, we were completely blown away by how well they sold. We knew we had a fantastic product and it was fabulous that our retailers were prepared to support it.