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born in Hangzhou, China
Bugle Boy featured men's and boys' clothing, often with a denim theme. Elastic cuffs at the bottom of the jeans and cross-stitching patterns were also a major part of the Bugle Boy style, with brands such as Pilot and Cotler being its contemporaries.
During the 1980s the company enjoyed 90% annual growth as it introduced a series of best-selling items including parachute pants, cargo pants, and denim jeans in various colors. Sales approached $1 billion, making Bugle Boy one of the largest privately owned apparel companies in the United States.
"Excuse me, are those Bugle Boy jeans that you’re wearing?".
Strategy for success: by focusing on consistently delivering products to stores every month. Bugle Boy’s initial timing was particularly good, since the designer jean fad was phasing out and teenagers were looking for alternatives in jeans design. Bugle Boy provided that alternative with its popular cargo pants and parachute pants.
William Mow’s company was built on the “parachute pants” fad of the early 1980s, and appealed mainly to young males. When that fad died out, Bugle Boy began the practice of constantly introducing changes in style and color. The company responded rapidly to changes in the market with a quick manufacturing turnaround process and the use of overseas manufacturers. By 1991, Bugle Boy had broadened its strategy to appeal to young women, adults, and children.
has long dismissed the idea of going public. But now he is considering taking his company public to raise cash in hopes of reaching $1 billion a year in sales, and to chase his much-bigger rival, Levi's.
Economic Freedom
In 1997 Bugle Boy had annual sales of $500 million and had a one year sales growth of 5.2 percent. The company employed 2,200 people in all, including 400 people in California
-In 1997, the company sent out 15 million units of clothing per year to Mexico for manufacturing. Bugle Boy garments produced in Mexico increased by five times between 1994-1997,
-Bugle Boy markets its products through department stores and specialty retail chains. The company also operates its own factory outlet stores throughout the United States.
Mow’s move was successful in terms of moving production to China —he claimed that it saved the company $7 million a year because production and operating costs were cheaper there.
Competition