Where To Buy Liz Claiborne Clothes !FULL!
Liz's stated "reason" for not wanting to design for blacks is given as either that she doesn't need (or want) their money, or that they make her clothes look awful.
Origins: In an October 1992 Esquire interview, film director Spike Lee encouraged blacks to boycott the Liz Claiborne company:
where to buy liz claiborne clothes
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Last week, Oprah Winfrey had Liz Claiborne on the show. I guess she wears Liz Claiborne's clothes all the time. Claiborne got on and said she didn't make clothes for Black people to wear. Oprah stopped the show and told her to get her ass off the set. How you gonna get on Oprah's show and say you don't make clothes for Black women? It definitely happened. Get the tape. Every Black woman in America needs to go to her closet, throw that shit out, and never buy another stitch of clothes from Claiborne.
Spike Lee's contribution to this rumor's progress was an important one because his stature caused confidently-stated misinformation to appear in the pages of a widely-read magazine where even greater numbers would see it and likely believe it. As powerful as urban legends are, they become even more persuasive when authoritatively voiced by celebrities.
Another version of the "racist designer" smear came into being in 1995, and thanks to the Internet, by 1996-97 was rolling like a juggernaut. According to this slam, Tommy Hilfiger had appeared on any number of a variety of talk shows only to stun its host with the admission, "If I knew blacks and Asians were going to wear my clothes, I would have never designed them." Like the Liz Claiborne "hips are too big" comment, it too was fiction. But that didn't stop people from believing it or from trying to punish him with a boycott of his line. (See our Tommy Rot page for the history and debunking of the Hilfiger version of the "racist designer" rumor.)
In conclusion, one has every reason to be wary of "damning admission" legends starring the heads of large corporations. Company presidents and CEOs just aren't good talk show material and thus rarely turn up in such forums, something that should be kept in mind when examining the plausibility of similar wild tales. (Granted, every now and then one of them gets onto a talk show, but always because that particular person either leads an interesting life in his own right or is currently the focus of gossip. For example, Donald Trump appeared on The Joan Rivers Show around the time of his woes with Marla Maples and what seemed to be the imminent collapse of his financial empire.) But as a rule, corporate lions just don't make for good TV even when you can get them to agree to be guests because they're bound and determined not to say anything that would embarrass their companies. Unlike ordinary citizens who don't always appreciate just how double-edged a sword the media can be, those high in the corporate world know all too well how vital good public opinion is and how easily damaged it can be. They eschew the spotlight wherever possible, knowing the risks all too often outweigh the benefits of bathing in it.
In 1949, Claiborne won the Jacques Heim National Design Contest (sponsored by Harper's Bazaar),[5][page needed][ISBN missing] and then moved to Manhattan where she worked for years in the Garment District on Seventh Avenue,[4] as a sketch artist at Tina Leser, the sportswear producer. She also worked for the former Hollywood costume designer-turned-fashion designer, Omar Kiam.[6] She worked as a designer for the Dan Keller and Youth Group Inc. fashion labels.[7]
Claiborne became frustrated by the failure of the companies that employed her to provide practical clothes for working women, so, with husband Art Ortenberg, Leonard Boxer, and Jerome Chazen, she launched her own design company, Liz Claiborne Inc., in 1976.[1] It was an immediate success, with sales of $2 million in 1976 and $23 million in 1978.[7] By 1988, it had acquired one-third of the American women's upscale sportswear market.[4]
The company opened its first Liz Claiborne stores in 1989. These 18 stand-alone stores are placed in affluent suburban malls and serve as laboratories for the company to test new designs and product presentations. They provide the company with immediate information regarding market trends through state-of-the-art bar coding and other electronic data interchange systems. Three Elisabeth stores were also opened serving the larger-sized consumer. Overall, sales of the retail division rose 20 percent to $92.9 million in 1992. In addition, the company operates 55 factory-outlet stores that market unsold inventory from past seasons. Sales achieved record levels in this area also, up 34.5 percent to $113.9 million. Liz Claiborne positions these outlets at a distance from the stores where its products are customarily sold.
The company that Liz built is noted for its well-organized management, distribution, and sales teams. In an industry where turmoil is a tradition, Liz Claiborne has cultivated a strong team to run every aspect of the business. The company has continued to meet industry challenges by following four guidelines it has instilled from its beginning: listen to consumers; create first-class products addressing their needs; price products with the consumer in mind; and always try to do more, and do it better. In 1992 Fortune once again named Liz Claiborne, Inc. as one of the ten most admired corporations in America, further reinforcing that the company has indeed achieved success and will continue to thrive into the 1990s.
The company opened its first Liz Claiborne stores in 1989. These 18 stand-alone stores were placed in affluent suburban malls and served as laboratories for the company to test new designs and product presentations. They provided the company with immediate information regarding market trends through state-of-the-art bar coding and other electronic data interchange systems. Three Elisabeth stores were also opened serving the larger-sized consumer. Overall, sales of the retail division rose 20 percent to $92.9 million in 1992. In addition, the company operated 55 factory-outlet stores that marketed unsold inventory from past seasons. Sales achieved record levels in this area also, up 34.5 percent to $113.9 million. Liz Claiborne positioned these outlets at a distance from the stores where its products were customarily sold.
The company that Liz built was noted for its well-organized management, distribution, and sales teams. In an industry where turmoil is a tradition, Liz Claiborne cultivated a strong team to run every aspect of the business. The company met industry challenges by following four guidelines it had instilled from its beginning: listen to consumers; create first-class products addressing their needs; price products with the consumer in mind; and always try to do more, and do it better. In 1992 Fortune once again named Liz Claiborne, Inc. as one of the ten most admired corporations in America.
Elisabeth Claiborne had spent 25 years designing women's clothes when Liz Claiborne, Inc. was founded in 1976. Claiborne waited until her son was 21 years old before starting the company so that he would not be adversely affected if the business failed. Her goal was to be a clothing designer, and to build a small, profitable business. Joined by Leonard Boxer, Jerome A. Chazen, and her husband, Art Ortenberg, each of these four original founders invested $50,000 in the company. Loans from family and friends provided an additional $200,000.
Cost-cutting measures were employed to increase profitability. Jobs were cut by 10 percent, and production was consolidated to give the company better control over the quality of it products and to speed up the time it took for products to reach the market. Technology also played a role in Liz Claiborne's success. Computer-aided design technology was used as was LizRIM, a retail inventory management system that allowed items selling very well to be replaced in stores while still in season. Sales rose 25 percent in stores where LizRIM had been installed. Management became much more flexible. Division managers were given greater decision-making authority so they could respond to fashion trends more quickly, and implement new fashion ideas.
The company's charitable activities are coordinated through the Liz Claiborne Foundation, which works primarily in communities where the company's major facilities are located. They provide assistance to organizations that are involved in helping women and their families. Projects supported by the Foundation include providing educational opportunities for needy children; job training for disadvantaged women; and assisting women who are HIV-positive or have AIDS. The Foundation also provides support to a variety of cultural institutions to enhance the quality of the arts in communities around the country.
On the show, Claiborne supposedly said that she did not make clothes for Black women because they simply could not wear the same sizes as White women and that she did not like the idea of making clothes for Blacks.
Claiborne saw a need for more comfortable professional clothes for working women. Unable to convince her employer to try to meet that need, Claiborne started her own company. Liz Claiborne, Inc. was founded in 1976 with approximately $250,000, including $50,000 of Claiborne and her husband's savings. Ortenberg was the company's secretary and treasurer; industry executive and friend Leonard Boxer handled production; and Jerome Chazen joined the company in 1977 to run the company's marketing operations.
Claiborne's clothes were instantly popular. Total sales for the first year were over two million dollars. Priced in a moderate range and sold in department stores, Liz Claiborne clothes became known among working women for their good quality materials, comfortable fit, good construction, and color selection. Sales increased to $117 million in 1981. The company was considered one of the best managed in the highly competitive women's fashion business. 041b061a72