We also had to close down our manufacturing in the U. COVID put the whole sales process on hold. And then we got into firefighting mode. And in that firefighting mode, we found a plan and a strategy that we actually were able to sell the company on. Maybe not the factory, but at least the retail stores, yes. Were the retail stores just not profitable?
At some point,we simply needed to take complexity out [in order] to reduce costs and be profitable. With retail out of the picture, what channel do you want to maximize? We have the perfect platform to grow from now—a platform that can service a wholesale environment that is [now] highly dominated by e-commerce. The single most fantastic thing that has happened in the COVID period is [the growth of] our own e-commerce and our ability to drop-ship straight to consumers.
Our own e-commerce has grown dramatically, about 30 percent. We've also seen that we've been able to focus the company to a higher degree on younger consumers—young families, and young households in general. We have seen tremendous growth in the younger target groups, as well as tremendous growth in dinnerware. As opposed to more intricate pieces? The biggest challenge is actually the communication around it. Supply Chain. Industry News. Necessary cookies are absolutely essential for the website to function properly.
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It is mandatory to procure user consent prior to running these cookies on your website. Editors' Picks. Committed to maintaining Bryce Brothers' high standards of quality, Lenox produced crystal that became known for fine design and craftsmanship.
Lenox's growing marketing sophistication also contributed to its line of crystal becoming the favorite choice of new brides across America. During the late s, Lenox crystal was chosen by the vice-president of the United States for use at state occasions and by the State Department for use in its embassies and consulates. During the s, Lenox continued its acquisition program by purchasing Hartmann Luggage, a manufacturer of quality luggage and leather accessories, and Athalon Products, Ltd.
In Lenox was acquired by Brown-Forman Corporation, a large conglomerate with most of its sales in the beverage industry. Brown-Forman's management was attempting to diversify its holdings at the time, and Lenox was a prime example of the new direction Brown-Forman wanted to chart.
Management at Lenox, however, was not in favor of the acquisition, and a strong disagreement ensued. Brown-Forman finally convinced Lenox that it would not interfere with the production of its china, and Lenox was also assured that it would have some control over the marketing methods used to sell its products.
An agreement was finalized and Lenox became a wholly owned subsidiary of Brown-Forman. Lenox benefitted from the acquisition by Brown-Forman. The large conglomerate not only enabled its subsidiary to continue an aggressive acquisitions program, but also provided capital for the company to expand its facilities.
In Lenox opened a new plant in Oxford, North Carolina, with state-of-the-art manufacturing techniques for the company's fine china gifts.
In another new plant was opened in Kinston, North Carolina, to help the company maintain its competitiveness in the growing domestic bone china industry. These acquisitions helped solidify Lenox's position as the pre-eminent fine china company in the United States and one of the world leaders in the industry. James Press, As consumers, we often take for granted all the hard work that goes into building a great company. We see them around but we don't know what goes on behind the scenes.
Finally, we can read about how these great companies came about with Company Histories. We put it to work for you, developing tools that make your job easier. To make sure you get the best possible performance for the money, we're constantly testing our tools throughout the design and manufacturing processes.
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