It was April, 2017 when Tiffany Braund joined Grafton Apparel as the vice president of merchandising for Tip Top Tailors, a menswear retailer with about 90 stores. At the time. Grafton Apparel was about to successfully complete an asset purchase agreement that allowed it to maintain 140 locations in malls across Canada and close 12 underperforming stores. Lance ltkoff, the chief executive officer since 2016, was working hard to reinvigorate Tip Top's brand and had stated. 'We were a little out of step with where the world had gone."1 From then, every decision made at Tip Top Tailors was held up to the company's core belief that every man deserves to look great. Itkoff was looking to Tiffany to revamp the product selection in the private label assortment and develop new menswear initiatives for fall 2018. The aim of these changes was to generate double-digit sales increases year over year (YOY), attract new customer segments and enhance brand perception. After analyzing internal historical data, conducting consumer insights research and reviewing the changing dynamics of the men's apparel industry in Canada, Tiffany needed to answer key questions regarding the private label suit programs. She asked herself, "Should the nested suit program evolve into a suit separates program? How can Grafton make a better suit? What would the right retail price be? How would all these decisions impact negotiation and supply chain strategies?"