Tragedy and Crisis in the 1990s
[fashion-forum.org]Tragedy and Crisis in the 1990s
The public offering enabled the company to go on a buying spree in the late 1980s. The company scored first with the 1987 purchase of Munster, Germany's Schneeberger. That company boosted the group's production capacity, and also gave it an entry into the private-label sector, particularly Schneeberger's focus on plus-sized women's dresses. Next up, Escada purchased Kemper, also based in Germany, which specialized in the production of women's clothing. The addition of Kemper also brought the company its first licensed brand, Cerruti 1881, produced under license from Cerruti starting in 1988. Escada also began developing other labels to be produced in-house to complement its growing Escada and Laurel lines. During the 1980s and into the early 1990s, the company launched or acquired a number of labels, including its own Crisca label, and the Apriori and Natalie Acatrini labels. The company's knitwear segment grew significantly in 1989 when the company reached an agreement to acquire 80 percent of California-based St. John Knits. Like Escada, St. John was a family-controlled company targeting the high-end and luxury segments. The acquisition not only gave Escada a manufacturing presence in the United States, it also boosted its presence in major department stores such as Nieman Marcus, Nordstrom, and Saks Fifth Avenue.
The St. John purchase was also part of a larger company strategy to establish itself as a force on the U.S. fashion scene. The company began adding new stores, doubling its U.S. presence to nine stores in the early 1990s, including a flagship store in Manhattan. The company also acquired New York's Badgley Mischka in 1992. The extension of the Escada range into the accessories and related categories led the company to boost its production capacity, and to expand its range of production expertise. The company continued to seek new markets in which to extend its brand, and in 1990 launched its own collection of perfumes and fragrances. This in turn led to the creation of Escada Beaute and the development of an in-house line of beauty care products. By the end of 1991, Escada's sales had climbed past DEM 1.4 billion ($897 million).
Tragedy struck the company in 1992, however, when Margaretha Ley died at the age of 56. To make matters worse, the company's sales snapped on the global recession of the early 1990s. Escada's rapid expansion finally caught up with the company, leaving it heavily in debt, even as a number of its operations sank into the red. By the end of 1992 the company's losses, including extraordinary items, neared DEM 120 million (approximately $60 million). Escada's losses continued into 1993, topping DEM 37 million ($17 million). In order to pay down its debt, the company sold off its 80 percent stake in St. John Knits that year. The company also moved its accessories production to France in 1994, forming the new subsidiary Escada Development in Paris.
Escada called in American designer Todd Oldham to help it relaunch its collection, now known as Escada Margaretha Ley. The company also continued restructuring, shutting down its unprofitable divisions, including closing most of its money-losing stores, especially under the Laurel brand. Into the mid-1990s, the company also restructured its operations into clearer divisions, including Escada Sports, to encompass its sportswear lines, and Escada Development for its accessories. The company continued to boost its Escada Beaute division, including through the acquisition of Parfum Gres Producions, based in Paris, in 1998.
Yet a new international economic downturn at the dawn of the 21st century forced Escada to rethink its strategy once again. In 2002, for example, Escada decided to exit the beauty care business, selling off Escada Beaute--including the license to its brand name--to Wella Group AG. The company also began plans to restructure its operations again, this time refocusing its operations around its core Escada label. In 2002, the company spun off its Laurel division as a separate company, Laurel GmbH. The company then announced its interest in selling Laurel, as well as its other noncore holdings, including Kemper and Primera. The latter division housed a number of Escada brands, including BiBa and cavita. Instead of carrying out the sale of Laurel, however, Escada regrouped Laurel under the Primera Group.
Escada's restructuring continued into 2003, with the announcement that it was dropping its lingerie collection, which had been produced in partnership with Huber Holding of Austria. Escada's restructuring efforts appeared to pay off, as the company, which had posted losses in the early years of the 2000s, moved into profits by the end of 2004. In that year, as well, the company boosted the Escada brand family with the launch of a new children's clothing collection, Escada Kids. Escada now turned its attention to boosting its position in the fast-growing luxury goods markets in the Far East, especially in the booming Chinese market. After nearly 30 years, Escada remained a force in the international designer clothing market.