reached a point at which growth is virtually non-existent, sales remain relatively flat, hypercompetition in the jeans and casual pants segment is present, and the market can be characterized for Dockers as saturated (Keller, 2003). As Keller (2003, p. 17) put it, "Though still a billion-dollar brand, Dockers sales in 2001 were hovering near the mark set in 1993. Levi Strauss needed to find a way to make the brand relevant and interesting to new consumers." Even an online marketing and e-commerce campaign targeting younger, more hip consumers failed to generate new interest. For a SWOT analysis of the company's and brand's strength and weaknesses, see Exhibit 1.
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