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The Fashion Channel
 
 
1. Interpretation of consumer and market data.
From its inception in 1996 until recently, The Fashion Channel (TFC) enjoyed great success by appealing to as a broad an audience as possible. Overall viewer numbers were the main focus, and so long as TFC had no significant competition in terms of the fashion-specific content it offered, this “something for everyone” approach was a winner.
But competitors such as CNN and Lifetime made note of TFC’s success. They began to offer fashion-specific programming. Consumers now have a choice, and the ratings show that non-loyal consumers are starting to choose alternatives to TFC. Reasons for this can be found in the recent Alpha research study on customer satisfaction, which shows that when it comes to consumer interest, awareness and perceived value, both CNN and Lifetime outscore TFC. TFC’s 2 main revenue streams—cable affiliate fees and advertising—are threatened by the attraction of CNN’s and Lifetime’s fashion programming to  an  audience formally exclusive to TFC, and the inability of TFC currently to adequately differentiate itself from its competitors.  
So who are TFC’s viewers? A detailed demographic breakdown shows a 39%-61% split in favor of women, with 33% of viewers aged 18-34 and 45% aged 35-54.  A survey of consumers by GFE Associates identifies four groups that make up potential viewers: Fashionistas (the fashion devoted, who comprise 18% of those surveyed); Planners and Shoppers (enjoyers of fashion, 35%); Situationalists (occasionally interested in fashion for specific purposes, 30%) and Basics (generally uninterested in fashion, 20%).   Attitudinal research by GFE indicates that male consumers tend to fall into the Basics group, while 61% of Fashionistas are women. Also, ...
 
 
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Classic Airlines

This paper will cover an in-depth look and analysis of Classic Airlines, a twenty five-year-old passenger airline. Classic Airlines commands a fleet of more 375 jets that serve 240 cities with more than 2300 daily flights making it the fifth largest airline in the world (University of Phoenix, 2007). Classic has grown to an organization of 32,000 employees, and last year, it earned $10 million on $8.7 billion in sales (University of Phoenix, 2007).
The paper will give the reader background information concerning the current situation the company faces, determine the key issues in the situation, opportunities the company has to address, who this will affect, and the desired end-state goals of the company.
Situation Background : "Increased uncertainty about flying has affected industry stock prices across the board, and Classic has seen a 10% decrease in share prices in the past year. With a concerned investment community on the watch, the airline industry operates under a microscope, subject to scrutiny from all sectors. Not surprisingly, the negativity from Wall Street to the media to the public has affected employee morale, which is the lowest its ever been. Consumer confidence also appears to be waning. By January 2005, Classic's declining Classic Rewards program measured a 19 percent decrease in the number of Classic Rewards members, and 21 percent decrease in flights per remaining member. Clearly, loyal customers were jumping ship and the ones still aboard seemed to be flying less frequently -- or at least less frequently with Classic Airlines....

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