Women's Wear Daily — Ad Copy + Subscriber Content

Written for Women’s Wear Daily, fashion’s leading industry publication since 1910. My work for WWD spanned two distinct content types: high-conversion Facebook ad copy targeting new subscribers, and premium editorial content for existing subscribers — including a multi-part retrospective series commemorating WWD’s centennial history.

The ad copy had to convert in under 100 characters. The subscriber content had to make a paying audience feel like insiders. Same brand, two completely different jobs for the words to do.

Subscriber Content — WWD Retrospective Series

Email copy for a multi-part subscriber retrospective series, positioning WWD’s century of archival content as exclusive access for paying subscribers. The assignment: make 100 years of fashion history feel urgent, valuable, and worth opening every email.

WWD AT 100 — A CENTURY AS THE LEADING VOICE IN FASHION

As a WWD subscriber, you’ve unlocked exclusive access to the trusted voice of fashion since 1910. Over the next few weeks you’ll receive several special retrospectives originally published to commemorate important milestones in the history of fashion powerhouses and retail giants. These vintage pieces offer valuable snapshots of the evolution of these brands and strategic insight into the industry’s most illustrious companies and executives.

To begin, please enjoy this digital edition of WWD 100 YEARS, which chronicles some of fashion’s most memorable moments from WWD’s first century.

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Contents include: • How WWD reported on many of the fashion world’s most significant events and offbeat surprises • Models — from the Power Girls to Naomi Simms and the Supes to Kate Moss • The Remarkable 100 Moments: A look at some of the more memorable styles, socials, parties, designers, entrepreneurs, artists, celebrities and news-making events from WWD’s 100 years of coverage • How decades before HSN launched in 1982, WWD reported on the first instance of what it called “armchair shopping” after a local retailer in Atlanta brought television cameras into his Rich’s Inc. store for a three-hour direct-selling broadcast

WWD RETROSPECTIVE — CALVIN KLEIN AT 40

It’s here! The latest edition of WWD’s exclusive retrospective email series for subscribers. This limited, in-depth series will be sent to you over the coming weeks, so keep an eye on your inbox for this great content covering iconic brands and businesses in the fashion industry!

Did you know that Calvin Klein’s legendary rise in the world of fashion began in 1968 when his best friend Barry Schwartz lent him $10,000? In 2003, the duo would immediately pocket $215 million in cash and stock from the sale of Calvin Klein Inc. when it was sold to Phillips-Van Heusen in a deal estimated to be worth as much as $700 million. Please enjoy this vintage issue of WWD Milestones: Calvin Klein at 40, which captures four decades of one of America’s most iconic fashion brands.

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Contents include: • History Lessons: Groundbreaking moments and much publicized escapades • Incendiary Ads: Inside Calvin Klein’s School for Scandal • Deal Book: From seed money to super sale • Total Recall: Key executives talk all things Calvin • Spare Essentials: Exploring the house’s minimalist aesthetic • Interview with co-founder Barry Schwartz, five years after the sale to PVH

Key business facts inside: • In 1980, the Minnetonka Corp. bought the rights to produce Calvin Klein cosmetics for $1 million, stock and ongoing royalties. Beauty became a $600 million business, and CKI received $30 million in royalties. • Since Phillips-Van Heusen Corp. acquired the designer brand in 2003, CKI’s volume nearly doubled from less than $3 billion to $5.4 billion in 2007. • PVH coined the “Calvin Klein brand pyramid” of three clearly differentiated collections: the $200 million Calvin Klein Collection designer business, the $1 billion bridge ck Calvin Klein business and the $4.2 billion Calvin Klein white label business. • PVH more than quadrupled the overall marketing budget in its first 5 years of ownership, spending $250 million a year in advertising worldwide by 2008.

WWD RETROSPECTIVE — GUCCI AT 90

As a valued subscriber, you have access to exclusive content celebrating the world’s leading designer brands. We’re excited to bring you another special edition of WWD’s retrospective email series.

Please enjoy this 2011 issue of WWD Milestones: Gucci at 90. This special edition highlights Gucci’s nine-decade business journey from leather craftsman to a multinational fashion conglomerate, that by 2010, had annual sales of $3.4 billion.

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Contents include: • Key events in Gucci’s history from 1921 to 2011 • François-Henri Pinault on the expansion of the Gucci business • Comments from key executives, including the Creative Director, CEO & President • Domenico De Sole and Tom Ford’s reinvention of the fabled designer label • The history of Gucci menswear from 1921 to 2011 • Gucci’s iconic luggage product line by-the-numbers • An in-depth look at Gucci’s fragrance business • A comprehensive showcase of Gucci’s retail operations • Gucci’s brand marketing and advertising feature • Gucci and the tech boom — analysis of Gucci’s digital & eCommerce business • The brand’s celebrity relationships over the decades

Key business facts inside: • Back in 1993, Gucci had annual worldwide sales of $198 million. By 2010, the brand posted annual sales of 2.67 billion euros, or $3.4 billion. • On a summer weekend in 1998, Prada had taken a 9.5 percent stake in Gucci. • Between June 1998 and February 1999, Bernard Arnault began to amass Gucci shares, eventually building up a stake of 34.4 percent. • In less than three years, the Gucci Group spent $2.9 billion acquiring Yves Saint Laurent, Balenciaga, Bottega Veneta, Alexander McQueen, Stella McCartney, Boucheron and Bedat. • By 2010, with sales exceeding 1 billion euros, or $1.32 billion, luggage represented more than 50% of Gucci’s revenues. • In between 1995 and 1996, Gucci’s advertising budget jumped from $11.7 million to $48 million.

WWD RETROSPECTIVE — MACY’S AT 150

This retrospective installment looks at one of the most significant fashion retailers in US corporate history. Make sure you don’t miss this edition, or future issues of our informative, in-depth series that’ll be sent to you during the weeks ahead.

Records show that Macy’s first-year sales were almost $90,000, which would have equated to roughly $21.8 million in 2008 (based on the Consumer Price Index and historical inflation rates). In 2008, buoyed by their landmark acquisition of May’s Department Stores, Macy’s reported prior year revenue of $26.3 billion.

We trust you’ll enjoy this edition of WWD Milestones which celebrated Macy’s 150-year anniversary as an iconic retail giant, whose rich legacy spans the history of American retailing.

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Contents include: • Key events in Macy’s history and the evolution of American department store retailing • Macy’s CEO and Chairman Terry Lundgren establishes himself as a change agent with the $17 billion takeover of May Department Stores • A look at the Herald Square Flagship as well as stores in each region of the U.S. • Developing Macy’s women’s business • Implementing strategies to boost the men’s business • Macy’s private label and exclusive brands • Retail’s “Mr. Fix-It” Allen I. Questrom on wresting retail giants from bankruptcy • James Zimmerman reflects on negotiating Federated’s acquisition of Macy’s

Key business facts inside: • The leveraged buyout of R.H. Macy & Co. in the late 1980’s saddled the business with too much debt and Macy’s declared bankruptcy in 1992. • Macy’s $17 billion takeover of May Department Stores in 2005 created one of the largest department store chains in the world — 850 units and $27 billion in volume. • Macy’s aggressively grew the private brand business beginning in the mid-nineties. By 2008, private brand penetration reached about 19%. • In 2008, Macy’s Herald Square flagship location did more volume with the largest number of vendors than any other store in the world. Its 1.1 million square feet of selling space saw 20 million visitors per year and did an estimated $800 million in annual sales. • Between 2005 to 2008, Macy’s sister store, Bloomingdale’s, increased its number of stores by more than 10%, becoming a $2.6 billion business. • More than 35% of the $26.3 billion in sales Macy’s did in 2007 came from brands that are exclusive to the retailer or in limited distribution.

WWD RETROSPECTIVE — KARL LAGERFELD

In March 2019, WWD released a special retrospective to commemorate Karl Lagerfeld’s spectacular career. We trust you’ll enjoy this comprehensive look back at one of the industry’s most successful and celebrated innovators.

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Contents include: • Lessons learned from covering Lagerfeld • Lagerfeld’s contributions to the world of fashion — from house reinvention to infusing classics with currency • Thoughts from Karl Lagerfeld’s last Chanel show • Looks from the runways across the decades — from Chanel to Fendi to Chloé • A Popular Subject: WWD photographers capture Lagerfeld on film • A collection of Karl Lagerfeld’s sketches • Why Karl Lagerfeld should be studied in business schools: How his new creative approaches became influential business models

WWD RETROSPECTIVE — CARTIER AT 100

In 1909, Cartier expanded into the growing American market when Pierre Cartier opened a subsidiary in New York at 712 Fifth Avenue. In 2009, WWD Milestones celebrated 100 years of Cartier in America, one of the world’s most recognized jewelry houses, that by 2009, was generating more than $2 billion in sales per year.

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Contents include: • The heritage of Maison Cartier • An interview with the North American president and CEO • A feature on the Parisian flagship store • The Craft: a detailed look at the creation of high-end jewelry • The long-standing tradition of Cartier watches • Extra Credit: Accessories are the maison’s accessible element

Key business facts inside: • The brand is very selective when it comes to opening new boutiques. In 2009, 100 years after founding its flagship New York store, there were only 36 boutiques in North America. • In 2009, Cartier’s sales were about 2 billion euros, or $2.65 billion, which was 38% of overall group sales for Compagnie Financière Richemont SA. Cartier’s EBIT was estimated at about 600 million euros (or $794 million), 55% of the group’s EBIT. • Led by President Bernard Fornas, Cartier’s growth strategy in the early 2000s included moves to streamline supply chains, to build Cartier’s presence in emerging economies and to ramp up creativity. • Fornas’ emphasis on creative resulted in 25% to 30% of the product assortment comprising new products every year. • Every year, Cartier purchases about 1% of gem-quality diamonds and 3% of gold used in jewelry. • Bespoke orders grew tenfold from 2006 and 2009.

WWD RETROSPECTIVE — TOMMY HILFIGER AT 25

Check out this vintage issue of WWD Milestones: Tommy Hilfiger at 25 which explores a quarter-century of American cool. WWD details the brand’s meteoric rise into a major fashion label with over 1000 retail outlets and annual revenues of more than $2 billion, leading to its acquisition in 2010 by Phillips-Van Heusen Corp. for $3 billion.

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Contents include: • Key events in Hilfiger’s history, from 1985 to 2010 • An in-depth interview with Tommy Hilfiger • Joel Horowitz reflects on his 19-year tenure as Hilfiger’s business partner & CEO • Fred Gehring, the architect of Hilfiger’s turnaround, shares his vision for the brand • PVH chairman and CEO Emanuel Chirico on the integration of Tommy Hilfiger and Calvin Klein post-acquisition • The exclusive deal with Macy’s that bolstered U.S. sales

Key business facts inside: • Sportswear Holdings Ltd. acquired 70% of Tommy Hilfiger Corp. and helped take the company from about $25 million in 1989 to nearly $2 billion in volume by 2002. • After eliminating every business other than men’s wear in 1989, profitability soared. By 1992, volume was about $125 million, with a profit margin of 18% to 20%. • The company went public at $15 a share in September 1992 in one of the industry’s most successful IPOs. It had a secondary offering in November 1993 at $31 a share. • Apax Partners acquired Hilfiger for $1.6 billion in 2006. • A key to the deal for Phillips-Van Heusen to buy Hilfiger in 2010 for $3.1 billion was for the senior management, particularly Global CEO Fred Gehring, to stay on board. • In 2010, licensing generated about 13% of global retail sales, or nearly $500 million a year. • From 1999 through 2009, U.S. sales slid from $1.57 billion to $719.2 million. During the same period, sales in Europe steadily grew from $76.6 million to $1.13 billion. • In 2008, Hilfiger embarked on an exclusive wholesale distribution deal with Macy’s. The following year, Macy’s represented about 56% of Tommy Hilfiger’s total North American revenue and 6% of its global revenue.

WWD RETROSPECTIVE — COACH AT 70

In 2011, WWD Milestones produced Coach at 70, a detailed 52-page analysis of the brand’s journey from a small family-run leather goods manufacturer making wallets and billfolds in 1941, to its spin-off listing on the stock market in 2000, to a global brand that by 2011 generated more than $4 billion in annual sales.

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Contents include: • Key events in Coach’s history from 1941 to 2011 • Interviews with the CEO and Creative Director • Coach’s men’s business • Design inspirations • Retail analysis • International expansion strategy • Licensing strategy — from footwear to watches to eyewear and perfumes • Internet operations — reaching millions via the blogosphere and social networks • Ad campaigns and celebrities’ affinity for their Coach bags

Key business facts inside: • Overall sales topped $500 million for the first time in 1996. • The company went public in 2000 at $16 a share and grew explosively over the next decade, splitting three times by 2005 and trading for around $59 by 2011. • In 2011, handbags accounted for 63% of the business, accessories were 27% and all other products accounted for 10%. • Coach-operated stores in North America, Japan, Hong Kong, Macau and Mainland China, as well as the internet and the Coach catalogue, accounted for 87% of the brand’s total net sales in fiscal 2011 (or about $3.62 billion). Notably, Coach Japan contributed 18% of total net sales. • In fiscal year 2011, consumer contacts rose 52% to more than 625 million, driven primarily by increased email communications. Coach sent about 480 million emails to customers. Its database consisted of about 19 million active households in North America and 4.2 million active households in Japan.

Ongoing Facebook Ads for WWD

WWD needed Facebook ad copy targeting fashion students and people just entering the industry. If you’ve ever written a Facebook ad, word and character count becomes a unique creative challenge.