Restructuring Strategically at VF Corporation

Over its $120$ year history, VF Corporation has become one of the world's largest apparel, footwear, and accessories companies through an aggressive acquisition strategy. Brands that they have acquired include North Face, Timberland, Wrangler, Lee, Jan Sport, Nautica, Eagle Creek, Smart Wool, and Altra Footwear. In recent years, however, the company's top managers began to notice that different segments of their business had diverging management requirements, due to differing distribution channels, customer needs, and growth patterns. The solution was to restructure the company, which was characterized as very much a strategic move, since there was an absence of good strategic fit among these two different types of businesses.

In $2019,$ the company split itself into two separate organizations, moving VF$\text{'}$s Jeanswear organization into an independent, publicly traded company $($a type of move known as a spin$-$off $).$ The new company was named Kontoor Brands, Inc., and included the Wrangler, Lee, and Rock & Republic brands, along with the VF Outlet business. VF Corporation, also known as VFC$,$ would retain the more dynamic, faster$-$moving active$-$lifestyle brands. The split was hoped to enable the faster growing segments retained within VFC to pursue opportunities that are less relevant to the concerns of the more staid sister business of Kontoor. It would also enable the brands within VFC to respond in a more nimble way to the rapid changes that tend to characterize the world of fashion. While there are always risks and uncertainties that come along with spin$-$offs, such as the risk of disruption of the businesses, and the temporary diversion of management resources, the full year $2019$ revenue was up by $13$ percent, and the prospects going forward looked rosy. What are the expected benefits of splitting vf into two separate and independent companies