Copyright Adweek
Legacy retailers are always looking for a comeback. Catalyst Brands is betting that marketing plays a big role in larger turnarounds for retailers. At Brandweek 2025 in Atlanta, Catalyst Brands’ Marisa Thalberg, EVP, chief customer and marketing officer, and Ken Ohashi, brand CEO of Brooks Brothers and Eddie Bauer, outlined the retail holding group’s strategy. In January, JCPenney and SPARC Group joined forces to form Catalyst Brands, a retail holding company that owns Aéropostale, Brooks Brothers, Eddie Bauer, Lucky Brand, Nautica, and JCPenney. Reinventing retail Thalberg took on the role of chief customer and marketing officer of Catalyst Brands this year after previously holding the role of consulting CMO at JCPenney. Thalberg admitted that leading marketing for the clothing retailer was initially “really daunting.” “It wasn’t a brand that I was like, ‘I love JCPenney,’ although a lot of people did feel it,” she said. One of the challenges JCPenney faces is that its stores are often in shopping malls that can look outdated. To change the brand’s perception, Thalberg is focusing on communities like TiKTok where women talk about the brand. The larger strategy is to invite people into stores. “What I’m saying implicitly, not explicitly, is get past the concrete walls — we should be your destination,” Thalberg said. “Then, don’t gatekeep it when you figure out that this is actually worth sharing.” JCPenney’s marketing strategy is split between targeting longtime shoppers who look for private-label products and deals, and younger consumers like millennials shopping for big brands like Nike and Adidas. To appeal to younger shoppers, JCPenney is leaning into culture with moments like offering a $10,000 wedding to a couple in Venice, Calif., spoofing Jeff Bezos’ high-profile wedding in Venice, Italy. Plus-size model Ashley Graham is also working with JCPenney to develop products and star in marketing campaigns. Leaning into heritage Ohashi took over leadership of Brooks Brothers shortly after the retailer filed for bankruptcy in 2020. At the time, the brand was narrowly focused on suits and shirts, making it difficult to appeal to the growing trend of casual but professional apparel, he said. Brooks Brothers also had too many physical stores that require high costs to operate. The goal was to revamp the brand using its history, but making it more modern. “I don’t think the brand really had a vibe,” Ohashi said. “We didn’t really understand why people are coming to Brooks Brothers and what is the feeling and vibe that we want customers to feel?” A campaign earlier this year celebrating the 125th anniversary of Brooks Brothers’ button-down shirt hoped to turn around that perception. The campaign showed how Brooks Brothers pioneered white, button-down shirts that have now become a staple of both menswear and womenswear. “Prior to Brooks, the collar and shirt were two separate pieces—Brooks attached it,” Ohashi said. Making outdoor a lifestyle Similar to the revamp of Brooks Brothers, Ohashi is also looking to switch up what Eddie Bauer is known for. Up until this year, the brand has squarely focused on outdoor and technical apparel but wanted to be a broader lifestyle brand. The goal of marketing was to show “the art of the possible” as opposed to a completely new brand, Thalberg added. The brand’s holiday campaign this year positions Eddie Bauer as outdoorsy as opposed to solely appealing to outdoor enthusiasts. “For every person that was going to climb Mount Everest, there’s a guy or woman who wants something comfortable, great, and easy to walk the dog,” Thalberg said. Still, the goal is to not isolate Eddie Bauer’s loyal fans. “We really try to not fire out existing customers in the process of trying to go flirt with some new ones,” Thalberg said. “It’s not easy to do — you have to be really thoughtful.”
