The North Face in Canada

Ayse Nisa Akdemir

Sambhrant J. Rana,

Hae Jin Jang,

IM345

Professor Rideout

The Table of Contents1

Introduction:

Executive Summary: The North Face in Canada …………………………………... 3-4

Future Outlook for The North Face ……………………………………………..…… 4-5

Body:

COUNTRY PROFILE …………………………………………………………………. 5-8

CURRENT TRENDS ……………………………………………….…………… 5

POLITICAL ANALYSIS …………………………………………….…………. 6

ECONOMIC ANALYSIS …………………………………………….………… 6-8

ANALYSIS BY SECTORS: …………………………………………….……………….. 8-10

SERVICE SECTOR …………………………………………….………………... 8

MANUFACTURING SECTOR: …………………………………………….….. 9

ENERGY SECTOR: ………………………...………………………………….… 9-10

AGRICULTURAL SECTOR: ……………………..………………………….… 10

SOCIAL/DEMOGRAPHIC ANALYSIS ..………………………………………….….... 10-11

ENVIRONMENTAL ANALYSIS …………………………………………….…………. 11-13

LEGAL ANALYSIS …………………………………………….………………………… 13

Economic Freedom: Doing Business in Canada .……………………………………….. 13-14

The North Face S.W.O.T. ANALYSIS: …………………………………………………. 14-16

Conclusion:

RECOMMENDATIONS: ………………………………………………………………….16-18

Executive Summary: The North Face in Canada

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Named after the coldest face of the mountain, the North Face was established in 1966 as

a small mountaineering retail store in San Francisco Bay and operates as a subsidiary of Vanity

Fair Corporation. It soon became a retailer of high-performance climbing and backpacking

equipment. In 1968 it moved to the Berkeley area and began designing and manufacturing its

own brand of technical mountaineering apparel and equipment. Through the 1960s, the brand

flourished amongst outdoor athletes, sponsoring expeditions to all untouched corners of the

globe with their slogan “Never Stop Exploring.” By the early 1980s it added extreme skiwear to

the product line becoming the only supplier in the United States to offer a full collection of high-

performance outdoor gear and equipment. In the 1990s the company launched Tekware, an

innovative collection designed to provide rock climbers, backpackers, hikers, trail runners, and

outdoor enthusiasts with the ultimate equipment and feel. Today The North Face provides an

extensive line of performance apparel and equipment while always maintaining a commitment to

pushing the limits of design. Products are primarily sold to select retailers throughout the United

States, Europe, and Canada. In addition to selling through department stores and outdoor

retailers, The North Face operates over 55 Retail and 20 Outlet locations in the United States, 4

retail and 2 Outlet locations in Canada, and many others worldwide. (Behind the Brand, 2015 )

Most businesses in Canada remain privately owned. The diversification of the economy

since the 1970s has been a result of the service sector taking off to provide the main economic

output for the nation. Financial services, telecommunication firms and consumer businesses such

as retail and tourism have also grown dramatically with government support. Budget surpluses

over the past 3 years have allowed the government to begin paying down the nation’s debt and

have allowed them to spend more on federal programs to reduce taxes.

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Foreign trade accounts for 45% of the nation's GDP and is increasing due to the

elimination of tariffs. Approximately $1 billion worth of goods crosses the border to the U.S.

daily. The small population in correlation with the flourishing economy leads the nation to have

a high GDP per capita. Canada has a highly skilled and productive workforce so the future for

economic prosperity also looks good. This leaves high levels of disposable income for Canadians

that drive consumer spending and generates positive results for the economy through its products

and services (Statistics Canada, 2015).

FUTURE OUTLOOK FOR THE NORTH FACE

The company’s goal is to profitably increase their market share and brand awareness in

all retail channels by showing the depth and quality of their products in all retail business chains.

By marketing products to promote the North Face brand image and reputation in each retail

channels and establishing the highest levels of customer service and product knowledge, the

brand can expand and profit at a higher rate. Testing the company’s new products through new

marketing programs as well as supplying customer feedback on all products, services, and

marketing programs will also highlight the problems within the company and its strategy, which

can then be examined to make substantial improvements for the future direction. The overall

goal is to create a safe environment for the company’s growth by gaining more knowledge and

creating incentives for customers to keep buying their products.

North Face is attempting to become a leader in the casual sportswear and outdoor sports

equipment markets. Today it serves a larger market of casual sportswear market, not just the

specialty market it originally targeted. By shifting into the larger market, the company hopes to

gain a greater market share/profit from an expanding market. Since being bought by Vanity Fair,

The North Face has been able to surpass its financial woes and improve its profits, and they

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should continue to take advantage of the resources provided by V.F. to ensure their expansion to

new targets. This new market can be attained through their new product line, the A5 Series.

The A5 Series is created from cotton and is designed to attract customers looking for a

more casual attire that is less extreme than the company's original products. Though this may be

the case, the company has not been correctly marketing the product in order to create the proper

demand for the A5 line. Through changes in the marketing mix, The North Face would be more

successful in the casual outdoor sportswear attire (The North Face Brand Analysis, 2010).

COUNTRY PROFILE

CURRENT TRENDS:

It looks increasingly likely that Canada entered a recession in January-June 2015,

weighed down by the energy sector. As a result, The Economist Intelligence Unit has reduced its

real GDP growth forecast to 1.2% and the Bank of Canada cut its key policy rate by another 25

basis points on July 15th. A surge in support for the New Democratic Party could help the

Conservatives win the federal election in October, as it would attract votes from the Liberals, the

main threat to Conservative rule (“Canada”, 2015).

POLITICAL ANALYSIS

Canada is one of the most business favorable countries around the world with a secure

legal system, independent government, and reliable courts. It offers a playground for many large

corporations to start new businesses in the Nation. Based on the principles of “peace, order and

good government,” Canada forms the basis of democracy. Its government has three branches:

executive, legislative, and judicial with the systems of law being fairly similar to those of

western countries except in Quebec, which is based on the French Code Napoleon. Canada’s

judiciary is totally independent from its legislative and executive branches, and judges are highly

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respected. The government announced that its priorities for 2015-2016 were to establish, expand,

and diversify commercial relationships in high growth markets around the world, encouraging

foreign investment and innovation to promote cooperation and engagement with the foreign

nations such as the U.S. The relationship with U.S. is a key element for the nation to develop into

a more affluent and secure country. Since Canada offers opportunities to global companies,

many U.S. companies have moved their business across the border. Canada is considered as the

freest economy in North America region.

ECONOMIC ANALYSIS

Canada is one of the world’s wealthiest nations and has the 14th largest economy when

measured by (PPP) in U.S. dollars at the market exchange rate. It is a member of the OECD

(Organization for Economic Co-Operation and Development) as well as the G7 (Group of

Seven). The economy is dominated by the service sector while its manufacturing sectors are

dominated by the automobile and aircraft industries followed by the 8th largest commercial

fishing and seafood industry in the world. The nation also is one of the leaders in the world in the

entertainment and software industries. With a population of 35.1 million, Canada has a GDP

(PPP) of $1.592 trillion as of 2014 and a 2% growth rate with a 1.4% compounded five year

annual growth. There is $43,472 per capita with the unemployment rate being 7.1% and inflation

(CPI) at 1%. The inflow of foreign direct investment is at $62.3 billion and in their 2011 report,

Canada's Gross Domestic Product (GDP) was $CDN 1,720,748 million (“North America;

Canada”, 2015).

Canada continues to recover from the recession/financial crisis that started in 2007 in the

U.S. The U.S. being their largest trading partner accounted for about 73% of exports and 63% of

imports in 2009. International trade takes up a large proportion of the economy, especially with

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natural resources. In 2009, 58% of the total exports came from the agricultural, energy, forestry

and mining sectors. The automotive, airline and other manufacturing sectors accounted for 38%

of exports. Both these sectors combined accounting for 30% of the nation's total GDP in 2009

(“North America; Canada”, 2015).

Many large companies in Canada focus on natural resource industries that export mainly

to the U.S. this reliance on natural resources can have positive and negative results on the nation.

One outcome is that these industries become easier to standardize but since resources vary in

regions, it creates unique economic structures in each region according to what is available. It

also integrates the domestic economy that can then transition smoothly within the international

economy. When instability arises in these sectors, it will require more government interventions

to reduce the social impacts of market changes (TPP Negotiators, 2015).

Another important aspect to consider is the Multifactor Productivity (MFP) which is a

productivity measure used by the OECD to assess the long-term trends in a country’s productive

capacity/potential output. It is a measure of the growth possibilities and inflationary pressures on

the economy. According to the annual survey in 2012, Canada experienced weak growth of MFP

and has been declining further since 2002. MFP growth is raised is by boosting innovation

indicators such as business R&D and patenting rates. Since there is no minimum capital

requirement in Canada, establishing a business takes one procedure that last about five days

followed by licensing requirements that takes over half a year. The labor market is also relatively

flexible with costs being relatively moderate. The government provides extensive energy and

agricultural subsidies as well. The average tariff rate is a low 0.8% as it continues to negotiate

free trade agreements. Financial institutions offer a wide range of services, and credit is readily

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available on market terms. The banking sector remains stable with well developed securities

markets.

ANALYSIS BY SECTORS:

SERVICE SECTOR:

The Service sector employs about ¾ of Canadians, accounting for 78% of GDP. The

retail sector is the largest and employs about 12% of Canadians who work in small number of

chain stores concentrated together. Recently there has been an increase in bigger chain stores

such as Wal-Mart and Zellers. The business sector is second largest among the service sectors

and includes financial services, real estate, and communication industries. The education and

health sectors are mainly regulated by the government with healthcare being the third largest

industry. The technology sector includes the tech industry, film, television, and entertainment

produced for international consumption. This connects to the tourism sector, which is also

increasing with most visitors coming from the U.S. The strength of the Canadian Dollar also

hurts tourism at times (“North America;Canada”, 2015).

MANUFACTURING SECTOR:

The nation peaked in WW2 with manufacturing accounting for 29% GDP. In 2005 it only

accounted for 15.6%. Manufacturing since 1960 has kept pace with overall growth in the volume

index of GDP even though the relative % of GDP declined from 24.3% in 1960 to 15.6% in 2005

(Hit hard by financial crisis of 2007-08) In 2010: Manufacturing accounted for 13% of nations

GDP; a decline of more than 2% since 2005. Central Canada is dominated by American/Japanese

automobile makers that produce more vehicles than Michigan which the main region for the

American automobile industry. Large companies such as Ford and General Motors provide a

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significant percentage of the nation's industrial output. Manufacturers are attracted to Canada due

to the highly educated population with lower labor costs than the United States. Much of the

Canadian manufacturing industry consists of branch plants of United States firms, though some

important domestic manufacturers remain (“North America;Canada”, 2015).

ENERGY SECTOR:

The net export of energy products in 2009 came to be about 2.9% of GDP. The vast Athabasca

oil sands give Canada the world's third largest reserves of oil after Saudi Arabia and Venezuela

according to USGS. Hydroelectric power is also an inexpensive and relatively environmentally

friendly source of abundant energy as Canada is also one of the world's highest per capita

consumers of energy. Cheap energy enabled the creation of several industries, such as the large

aluminum industries in British Columbia and Quebec. Foreign investment in Western oil projects

has fueled the nation's rising dollar. One of the most controversial sections of the Canada-U.S.

free Trade Agreement of 1988 was a promise that Canada would never charge the United States

more for energy than fellow Canadians (“North America;Canada”, 2015).

AGRICULTURAL SECTOR:

Canada is also one of the world's largest suppliers of agricultural products and is a major

exporter to the United States and Asia. GDP devoted to agriculture has fallen dramatically over

the past century with the agriculture industry receiving significant government subsidies and

support. In 2000, Canada spent approximately CDN $4.6 billion on supports for the industry. All

but $848.2 million were subsidies worth less than 5% of the value of the crops they were

provided for.

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SOCIAL/DEMOGRAPHIC ANALYSIS

Canada has been known to make serious investments on their R&D activities to become

one the of the most energy efficient countries in the global economy. The nation’s priorities

include infrastructural investments on their environmental business issues, increasing

construction activities, reduction in global trade barriers, greater globalization, and rising

awareness of environmental issues; all of which have been driving industrial growth (“Country

Industry Forecast”, 2006). Canada has an annual 0.8% growth rate and low GINI index 33.7%

from the data obtained in 2012 (Exhibit 1). Canada’s future trends in the economic environment

have been analyzed along with their impact on the Electronic Benefit Transfer (EBT) industry.

This analysis provides immense information to industry participants on market opportunities in

specific segments of the industry in Canada (“Country Industry Forecast”, 2006).

Canada’s labor market has outperformed those of other in the Group of Seven (G-7).

Since 2006, close to 1.6 million new jobs have been created showing some strength in its labor

market strategy despite the recent global recession. Following the economic crisis in 2009,

Canada has created over 1 million jobs and represent the strongest labour market performance

among all G-7 economies (“The State Of The Canadian Labour Market”, 2014). Canada’s

strong economy affects other countries and this can be seen through big companies shifting their

factories and plants to Canada which has in turn helped increase investments, employment rates

and raise globalization.

Canada has a strong immigration rate and an outcome of this has been the high increasing

rate of foreign-born and non indigenous populations migrating into the country. From 1986 to

2006, the immigrant population went from 3.9 million to 6.2 million, accounting for respectively

15.6% and 19.8.% of the Canadian population (“Aging”, 2008).

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ENVIRONMENTAL ANALYSIS

Canada has made huge investments in R&D in Greenfield projects such as sustainability

in the environment and factors of production in the economy. The government has set goals to

reduce greenhouse gases (GHG) to all time low levels which can be seen in 26 megatonnes (Mt)

of carbon dioxide equivalent (CO2 eq) where the efforts of The Green Party to reduce these

emissions is seen. (Exhibit 2)

Results from these green actions have shown that many companies in Canada have

committed to reduce greenhouse gasses and increase the usage of renewable energy. The North

Face has succeeded in many green attempts to utilize renewable energy, recycle and reduce long

term carbon emissions. They provide 100% recycled high-tech products, encouraging people to

explore the world in an environmentally friendly manner.

In August 2008, The company announced it will offset 100% of all their North American

facilities’ energy use ("North Face Announces More Green Initiatives", 2008) The company has

incorporated their sustainability initiative within their projects before investing and R&D. The

company works with Environment Protection Agency Climate Leaders to reduce Greenhouse

Gas energy and eliminate CO2 per metric tons in each year. “US Environmental Protection has

announced that to help implement changes on curbing carbon pollution to electricity grid by

installing wind and solar technologies, for instance, it won’t have to shut down its coal-fired

power plants. States can also cap carbon at a certain level, and allow various companies to buy

and sell permits to pollute. (Ross, 2014) Reduction of these costs provides long-term economic

growth as The North Face has been dedicated to increase the amount of trees planted and the use

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of solar power. The North Face sells high tech and recycled products in a sustainable manner,

decreasing the amount of CO2 emissions and contributing to green field.

LEGAL ANALYSIS

Canada experienced dramatic tax reforms in 2000s. It cut its corporate tax rate from 36%

in 2000 to 26% in 2012 (Exhibit 3). Although Canada substantially cut its tax rate, its tax

revenue increased according to OECD data (Exhibit 3). In contrast, the United States

consistently remained its corporate tax rate of 40% for 15 years. (Exhibit 4) (Edwards, 2012)

Not only the corporate tax rate in Canada is lower than that of US’s, Canada’s corporate tax

revenue as a share of GDP is 3.3% while US’s 2.3%. This drastic reform opens greater and more

beneficial opportunities for companies around the world as Canada becomes one of the most

favorable countries to start and run businesses in. (McBride, 2014)

Economic Freedom: Doing Business in Canada

Canada’s economic freedom score is 79.1, making its economy the 6th freest in the 2015 Index.

Its overall score is 1.1 points lower than last year, with some improvements in monetary freedom

and the control of government spending outweighed by declines in labor freedom and freedom

from corruption. Though there has been a slight increase in the level of perceived corruption

impacting the overall freedom score, Canada still remains one of the world’s most stable

business climates and an attractive investment destination. It has the world’s second best

property rights and is open to global commerce with a strong and competitive financial sector

that is supported by efficient lending practices (“Canada”, 2015).

There are several potential problems facing the Canadian economy. The most significant is the

continuing question over the status of Quebec. Should Quebec become independent, it would

significantly disrupt the Canadian economy, and the nation would lose a sizable proportion of its

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GDP. Another problem for Canada has been the migration of some of its best educated and

trained workers to the United States. This brain drain is the result of lower taxes and higher

wages in the United States. Finally, Canada's dependence on trade makes it vulnerable to effects

in the economies of its major trade partners. This is especially true of the United States seen by

how the Canadian economy was hurt soon after the U.S. economy suffered its recession.

(“Canada Overview of Economy”, 2015).

The North Face S.W.O.T. ANALYSIS:

Strength

The North Face is an American outdoor product company and is a subsidiary of VF Corporation.

As a globally recognized brand, The North Face has its own strength in high-quality products

which are technologically designed for consumers who enjoy extreme sports. The company is

also committed to use eco-friendly materials for its products to protect environment as one of its

Corporate Social Responsibility. Because it’s effort in interacting with community with high-

quality product and with its CSR, The North Face revenue is growing every year.

Weakness

The North Face products’ price is fairly high because of their quality from high-tech. The higher

price seems reasonable since the products are technologically designed. However, some

customers perceive that the products are too expensive to purchase. Their marketing strategy

with their new A5 production line is also misleading to consumers as there is no clear distinction

between their more expensive products to the new casual/cheaper products. The company needs

to communicate and interact with final consumers more by offering information and reasons for

the new market outlook and educate their loyal and new customers.

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Opportunity

In retail industry, the online-based community is becoming powerful. Since it is more

cost efficient, The North Face needs to develop its online presence further. This can be beneficial

when promoting their new A5 series for example to reach a new target markets as there is not

much information online about their new line, even on their official website. Furthermore, the

company can also generate brand awareness through participating and sponsoring major sports

events. Moreover it can also expand product category to more casual apparel to drive more sales

which it has been attempting to do.

Threats

Outdoor Retail Industry is highly concentrated and competitive. The major threat to the

company is its competitors. Columbia Sportswear, Jarden, and Nike are the key players in the US

Retail Industry. Pricing became a significant factor in competition.

RECOMMENDATIONS:

In recent years the company has been shifting its target market from a specialty

mountaineering focus (Tekware) to a larger more profitable market for casual outdoor wears

(A5). The company is in risk of losing some of its loyal customers in search for greater profits as

their marketing strategy has not been in par with their established high value product line.

Instead of shifting the whole market and risk losing their original customers, the company should

create a separate branching line for casual outdoor equipment and apparel and distinguish it from

the old established one. By doing this the new market can be reached without compromising the

output and efficiency of existing ones as it would be unproductive and inefficient to market both

high end products of the company with new cheaper products together. When clearly separated

under the same brand name, it would bring in a whole new market while keeping the old one

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stable and productive. The company is faced with not having an effective positioning strategy for

the new A5 series because the company’s brand is already well known for high quality, high

performance and innovation. Placing the A5 line in the same category as their traditional

products creates confusion in the minds of customers. Their expensive apparel aimed at extreme

athletes should be clearly distinguished from the cheaper A5 series that targets the casual outdoor

sportswear market.

A bad marketing strategy can damage The North Face brand name and this has to be

crucial when expanding the company overseas in Canada. The transition into the Canadian

market will require a better strategy than the current one such as positioning the A5 series

uniquely to emphasize the product’s different benefits. By removing the connection most make

with the new lines to the old ones, they could charge lower prices to position the A5 series which

would help boost business. This positioning strategy will allow the differentiation of the A5 line

from its main competitors such as Prana as well by offering the same value product at a lower

price. The company cannot be casual about the directions it is looking to take with the recent

introduction of casual wear.

Since there is not much distinction being made with the new casual line, it will be hard to

compete effectively with other competitors. Through R&D and feedback from customers and

partners, the new line of cheaper equipment and gear can be highlighted separately to distinguish

it from market competitors. Furthermore, North Face should be attempt to lower cost to earn a

larger market share. As the A5 series becomes more established, they can then perform

marketing audits for example to analyze the competitive environment and adapt its marketing

strategies for success in the future.

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Though this may be the case, the lower prices can also mislead people to think that North

Face has lowered the quality of its products which can be seen through the introduction of their

new line and strategy today. However this would be different if the company separated the

markets and targeted each one differently. With the professional extreme athletes, North Face

will continue to use the higher prices and emphasize quality, innovation, and R&D. For this old

established market, the company should not change its pricing strategy. The A5 series line is

being marketed under the North Face name and priced at the same level at its competitors right

now which should be altered, with regard to making future profits and expanding the brand

further. Also having the power and resources of the Vanity Fair Corporation can help it in its

goal for greater market integration and success.

The North Face should not distribute the A5 line series in specialty shops as its original

products because it is not cost efficient. They should only distribute it to retailers and it should

continue the distribution of the high quality products to the main Stores. This means more

efficiency because it will keep the focus on targeted consumers and strengthen the brand. This

can be especially beneficial in Canada where retail stores contribute greatly to the economy in

small concentrated areas such as malls and shopping centers. The company needs to reap the

advantages of gaining more access to the Canadian retail sector.

As mentioned before, Vanity Fair’s financial, production and marketing resources could

also facilitate the distribution of the A5 line series to targeted consumers in Canada where the

brand is particularly known for their extreme outdoor equipment and gear. Establishing long-

term relationships with its manufacturing sources can also help prevent repeating past

experiences with distribution problems for example.

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Today, many consumers are unaware of the A5 line because the company has not

advertised and promoted it in general magazines. Instead, it has focused its advertisement in

specialty outdoor magazines only. North Face needs to adjust its advertising strategies to suit the

product line in relation to the appropriate target market. The company should look to promote in

general magazines such as the ones owned by Vanity Fair for example and mainstream media.

The company needs to expand its marketing and business strategy through more R&D to appeal

to the larger audience and keep their company’s tradition going (The North Face A5 Series,

2008).

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Lists of Exhibits

Exhibit 1

Exhibit 2

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Exhibit 3

Exhibit 4

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North Face Announces More Green Initiatives. (2008, August) Environmental and

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initiatives/

Ross, A. (2014, June ). The US Government Announces Its Strongest Action Against

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against-climate-change

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<http://www.statcan.gc.ca/start-debut-eng.html>.

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