the designer could more effectively protect its brand equity

Target's strategic answer to this issue is to have the collections changed every 90 days. Once a line, through its Go International program, has concluded, the name and all links are removed from the company's Web site and replaced with the next lineup of designers.
Still, the challenge remains of how best to insulate the core brand while at the same time selling a lower-tier line that bears the same designer name. Because of the risks involved--in particular, the risk of losing quality control during the manufacturing of the retail line--some designers elect to produce line extensions on their own and without any retail partners at all.
But that involves a trade-off. While secondary lines produced in-house can potentially bring in more sales than even the flagship collection, they require a significant investment--in sourcing, production, distribution and marketing, to name a few--that isn't part of the retail design model. Though considerably more expensive, it's a tactic well used by industry leaders such as Prada, Dolce & Gabbana, Marc Jacobs and the ubiquitous Ralph Lauren.
In 2006, Lauren launched Chaps for women and boys, distributing these collections via an exclusive agreement with Kohl's stores. Doing its own manufacturing ensured that the designer could more effectively protect its brand equity, but it wasn't easy. According to the company's 2006 annual report, "This was a significant undertaking from designing, manufacturing and delivering product to all Kohl's stores, which number more than 700 locations, to using existing infrastructure from systems to supply chain to human resources."  yanzic0522.
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