After the war, he moved to Fort Lauderdale, Florida. In , he opened David's Bridal, running that one store for more than 20 years before selling it to Florida businessman Phillip Youtie via Insider. While Youtie had big plans for the store, opening 18 more bridal salons throughout Florida from through , Reisberg took his career in a completely different direction as "a successful realtor for the next 30 years.
In addition to his business success, Reisberg was also "a devoted husband, father and grandfather via Legacy. David's Bridal believed that superior customer service was the key to the company's future success. Management knew that if a bride-to-be bought a dress at David's Bridal and was satisfied with the service, she was more likely to buy the bridesmaids' dresses there.
If the bridesmaids liked their dresses, they were more likely to come back to David's Bridal when they were looking for their own bridal gowns. Erlbaum claimed that superior service was the best way to build market share. The company's new and upgraded bridal superstores had better lighting, comfortable dressing rooms, stylish interiors, and onsite alterations. A bride-to-be was greeted by a personal sales consultant who would stay with the bride-to-be as long as she was needed.
When they entered the store, brides-to-be were asked to complete a questionnaire that helped sales consultants find them the perfect gown. The company dropped the 'Wearhouse' from its name.
In the company named Robert Hurth as president. Youtie wanted Hurth to manage the financial side of the company, so he could concentrate on fashion. Youtie planned to work with buyers and vendors and travel the globe selecting fabrics. Paul E. Taub, vice-president of marketing, explained in the Philadelphia Business Journal that it was imperative that the company's bridal gowns be absolutely breathtaking. David Bridal's quick expansion and store upgrades put a strain on its capital resources and inventory controls.
The company lacked a distribution center, and most merchandise flowed directly to its stores. In time, the company had an excess inventory of bridal and special occasion gowns. Youtie and Erlbaum were the principal shareholders before the company's initial public offering IPO. The company used the capital to reduce the debt it had incurred with its expansion and upgrades and to fund further expansion and a new distribution center.
Also in , David's Bridal launched an e-commerce Web site. Realizing that its internal management team knew more about retail than technology, the company hired an outside web development firm to oversee the project. Customers could use the web sight to learn more about the different styles of gowns at the stores and to find a store closest to them. Although David's Bridal cannot create more weddings to boost its business, it can profit on the more than two million weddings in the United States each year.
The company has succeeded in capturing a large portion of the industry's market share and should continue to grow in the future. In Erlbaum said that the company's biggest challenge was finding enough people to work in its stores. Youtie expected the company to continue to thrive and said that he still found the bridal business rewarding.
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