style into a strong Alpha Female type, where she became incredibly domineering and severe. During her long life of familial disconnections, loss of intimate relationships (especially with Boy Capel), nearly losing her ownership to Werthheimers, and struggling to be accepted back into Parisian society, Chanel became bitter and hardened. While she has grudgingly accepted that she was never able to marry happily, never able to conceive children, and was never accepted into high class back when she was much younger, she took out all of her frustrations into her work. As an alpha female leader, Chanel became someone “who makes things happen rather than stand back and let things happen” (Prentice, 2013, p. 6). In the early years, Chanel was able to create and watch the results appear. Now, she needed to make the results forcibly emerge at that moment. As Garelick (2014) explains Chanel’s position in the fashion world, “Her frequent critique of other designers reassured her of her own dominance, her command over fashion” (p. 400).
On Sunday, January 10, 1971 at the age of eighty-seven, Gabrielle “Coco” Chanel passed away in her room at the Hotel Ritz. Her funeral in the Eglise de la Madeleine was attended by several hundred people, including her personal models all wearing Chanel attire. Despite her bitterness towards the end, people could not deny her brilliance and her tenacity to move forward, despite the criticism she received during the resurgence. It is often claimed that a…
Unfortunately, some companies have mismanaged their greatest asset—their
brands. This is what befell the popular Snapple brand almost as soon as Quaker Oats
bought the beverage marketer for $1.7 billion in 1994. Snapple had become a hit
through powerful grassroots marketing and distribution through small outlets and
convenience stores. Analysts said that because Quaker did not understand the brand’s
appeal, it made the mistake of changing the ads and the distribution. Snapple lost so