Have Your Clothes Say Life Is Good
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Have Your Clothes Say Life Is Good |
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Have Your Clothes Say Life Is GoodMoney Making Ideas, extra income opportunities and stories to awaken the entrepreneur in you
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Business Idea: Making money by having your clothes say life is good
Overview: Millions in Sales From 3 Simple Words Even though he broke his foot dancing at his brother’s
wedding one recent weekend, life is still good for Bert Jacobs. Mr. Jacobs is the 42-year-old co-founder of Life is good, a
popular apparel brand based in Boston that is on track to break $100 million
in sales this year. This is rarefied air for Mr. Jacobs, who a dozen years
ago was selling T-shirts out of a battered van on the streets of Boston with
his brother John, now 39. From a single childlike drawing of a character they named
Jake and their uplifting three-word slogan, the brothers have developed a
fashion brand sold in 4,500 independent retail outlets in the United States
and 27 other countries. Since 1994, they have sold nearly 20 million Life is good
T-shirts and now have a product line with more than 900 items, from hats to
dog beds, and the company continues to grow 30 to 40 percent annually. There
are now 93 independently owned Life is good retail shops selling only their
merchandise, and the company plans to have a total of 200 by the end of 2009.
With all that, Life is good has just 250 employees. Life is good, which rations its use of capital letters,
offers one more example of a small company creating a big brand. Though most
consumers associate great brands with marketing giants like Procter &
Gamble, General Motors, Apple and Nike, the ability to build a powerful brand
is no longer reserved for the big spenders. Small companies with great ideas
and well-planned strategies — Kryptonite bicycle locks, Stonyfield Farm
yogurt, Zipcar — have spawned prominent brands. “A big brand comes from big insights about culture and
consumers and what it is that they need,” said Susan Fournier, a brand
expert and associate professor of marketing at the School of Management at
Boston University. “To me, that has nothing to do with big budgets.”
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