这个拥有75年历史的公司曾是行业老大, 2014年却连续四个季度报告亏损且股价下跌39%,不得不重新考虑其品牌战略.
Those losses were partially attributed to the fact that Coach's loyal clientele had increasingly turned up its nose at the once-prestigious brand, whose less pricey CC line has been purchased in droves by younger consumers at steep discounts in malls and outlets.
这些亏损部分是因为,寇驰的忠实客户已经越来越对这个曾经著名的品牌嗤之以鼻.在各大商场和奥特莱斯,其相对低廉的CC系列产品因大幅度的折扣被成群结队的年轻消费者买走.
After the appointment of Stuart Vevers as executive creative director in 2013, Coach started a "re-platforming" of its brand. The company closed down one-fifth of its North American retail stores and renovated high-traffic, high-value stores (such as Rodeo Drive) to exude "warmth" and "modern luxury," while returning to the company's original horse and coach logo — along with its upper crust equestrian connotations.
2013年,斯图尔特•维佛斯被任命为执行创意总监后,寇驰开始其品牌的"平台再造".寇驰关闭了北美零售店的五分之一,并整修了其高流量、高价值的专卖店（如罗迪欧大道店）,以彰显其"温暖"和"现代奢华"的风格,并重新使用寇驰原来的马和四轮马车的标志——及其上流社会座驾的内涵.
The company also cut 150 jobs and started to phase out its lower-priced purses and handbag lines.
该公司还削减了150个工作岗位,并开始逐步淘汰其价格较低的钱包和手袋产品线.
The strategy seems to be working. Business has picked up, with sales soaring by 15 percent this quarter — demonstrating that consumers are buying in to the renewed cachet.
该战略似乎起了作用.本季度寇驰的业务明显好转,销量飙升了15%——这证明对于其重新建立的声望,消费者很买账.
英文来源：雅虎新闻
