n the next ten years based on timing and talent: "The company got off the ground just as droves of women were entering the work force, and it provided them with stylish, high-quality work clothes at moderate prices" (Darnton, 1992: 61).
The greatest change in the company came in 1989 when Liz Claiborne and her second husband, Art Ortenberg, retired from the active management of the company to pursue philanthropic activities. Since that time, the company has been under the leadership of a team of women division managers, headed up by a three-man executive committee. The company continued to expand into an array of new products, including athletic shoes and large clothes. The company also branched into retailing, with 27 factory-outlet stores (selling out-of-season merchandise) and 18 stand-al
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