El Cerrito: Driving Growth


Michael Belden, longtime manager of the El Cerrito brand of high-end leather products and accessories, had just concluded a presentation to the senior executive team on his plan to increase profits by 4 percent over the next year. His new boss, Sara Jensen, was not pleased and instructed him to go back to the drawing board: “You and I both know that a 4 percent profit increase just isn’t sufficient. I was hoping to see an increase of 20 percent or more.” Belden was deeply concerned. El Cerrito was a mature brand that catered to exclusive, high-end clientele. Would it be possible to generate the kind of growth Jensen wanted without damaging the brand’s equity?

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