<SEC-DOCUMENT>0001571049-15-001623.txt : 20150505
<SEC-HEADER>0001571049-15-001623.hdr.sgml : 20150505
<ACCEPTANCE-DATETIME>20150304141307
<PRIVATE-TO-PUBLIC>
ACCESSION NUMBER:		0001571049-15-001623
CONFORMED SUBMISSION TYPE:	CORRESP
PUBLIC DOCUMENT COUNT:		2
FILED AS OF DATE:		20150304

FILER:

	COMPANY DATA:	
		COMPANY CONFORMED NAME:			G III APPAREL GROUP LTD /DE/
		CENTRAL INDEX KEY:			0000821002
		STANDARD INDUSTRIAL CLASSIFICATION:	APPAREL & OTHER FINISHED PRODS OF FABRICS & SIMILAR MATERIAL [2300]
		IRS NUMBER:				411590959
		STATE OF INCORPORATION:			DE
		FISCAL YEAR END:			0131

	FILING VALUES:
		FORM TYPE:		CORRESP

	BUSINESS ADDRESS:	
		STREET 1:		512 SEVENTH AVE
		CITY:			NEW YORK
		STATE:			NY
		ZIP:			10018
		BUSINESS PHONE:		2126298830

	MAIL ADDRESS:	
		STREET 1:		512 SEVENTH AVENUE
		CITY:			NEW YORK
		STATE:			NY
		ZIP:			10018

	FORMER COMPANY:	
		FORMER CONFORMED NAME:	ANTE CORP
		DATE OF NAME CHANGE:	19891120
</SEC-HEADER>
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<P STYLE="margin: 0">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin-top: 0; text-align: center; margin-bottom: 0"><IMG SRC="logo.jpg" ALT=""></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">March 4, 2015</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify"><B>&nbsp;</B></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify"><B>VIA EDGAR AND FEDERAL EXPRESS</B></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">U.S. Securities and Exchange Commission</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Division of Corporate Finance</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">100 F Street, N.E.</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Washington, DC 20549</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Attention: Tia L. Jenkins, Senior Assistant
Chief Accountant</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify"><B>&nbsp;</B></P>

<TABLE CELLPADDING="0" CELLSPACING="0" WIDTH="100%" STYLE="font: 12pt Times New Roman, Times, Serif; margin-top: 0; margin-bottom: 0"><TR STYLE="vertical-align: top">
<TD STYLE="width: 0.25in"></TD><TD STYLE="width: 0.5in"><B>Re:</B></TD><TD STYLE="text-align: justify"><B>G-III Apparel Group, Ltd.</B></TD></TR></TABLE>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.75in; text-align: justify"><B>Form 10-K for the Fiscal Year
Ended January 31, 2014</B></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.75in; text-align: justify"><B>Filed March 31, 2014</B></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.75in; text-align: justify"><B>File No. 000-18183</B></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 58.5pt; text-align: justify"><B>&nbsp;</B></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Ladies and Gentlemen:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">As discussed with the staff (the &ldquo;<B>Staff</B>&rdquo;)
of the U.S. Securities and Exchange Commission (the &ldquo;<B>Commission</B>&rdquo;), set forth below is a clarification to the
responses of G-III Apparel Group, Ltd. (<B>&ldquo;G-III,&rdquo;</B> the &ldquo;<B>Company</B>,&rdquo; &ldquo;<B>we</B>&rdquo; or
&ldquo;<B>our</B>&rdquo;) to the comments of the Staff, contained in our prior response letters in connection with the Staff&rsquo;s
comments relating to the Company&rsquo;s Form 10-K for the fiscal year ended January 31, 2014 (the &ldquo;<B>Form 10-K</B>&rdquo;),
filed with the Commission on March 31, 2014. In addition, this letter suggests an alternative basis for our segment reporting based
on the guidance contained in ASC 280 as well as to reflect remarks made by Dan Murdock, Deputy Chief Accountant, to the 2014 AICPA
Conference on Current SEC and PCAOB Developments. This letter should be read in conjunction with our letter dated February 24,
2014 responding to the Staff&rsquo;s comment letter dated January 28, 2014, our letter dated March 28, 2014 responding to the Staff&rsquo;s
comment letter dated March 5, 2014, our letter dated May 12, 2014 responding to the Staff&rsquo;s comment letter dated April 15,
2014, our letter dated June 25, 2014 in response to a phone conversation on June 20, 2014 between James Giugliano and Rufus Decker
of the Staff and me, our letter dated August 6, 2014 responding to the Staff&rsquo;s comment letter dated July 9, 2014, and our
letter dated November 3, 2014 responding to the Staff&rsquo;s comment letter dated October 3, 2014.</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>


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<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify"><U>Note K &ndash; Segments, page F-23</U></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We recognize that the facts and circumstances
relating to the nature of G-III&rsquo;s organizational and management structure require judgment as the considerations of the characteristics
of ASC 280-10-50-1 apply to overlapping sets of components. Our interpretation of the guidance on segment reporting has been more
focused on resource allocation and our strategic view of how we operate and manage the business, rather than the assessment of
performance. This focus was based on our interpretation of FAS 131 when we first established our reporting segments. We believe
that this view is consistent with <I>ASC 280 &ndash; Segment reporting</I>.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The objectives of ASC 280 are three fold: to
allow users of financial statements to better understand the enterprise's performance, to better assess its prospects for future
net cash flows and to make more informed judgments about the enterprise as a whole. We continue to believe we attained that objective,
particularly with respect to the prospects for future net cash flows. As previously discussed, a licensed business has a fixed
term. In contrast, owned trademarks allow the Company to sell product indefinitely. This is a key area of focus for the CODM, and
G-III has always believed a reader of our financial statements would have significant interest in the cash flows generated from
licenses that can be terminated, may not be renewed or expire after a specified term. As a result, prior to 2008, we historically
presented our business as having two reportable segments: licensed products and non-licensed products. We continually reassess
our segment disclosure reporting. In 2008, we identified an event which required us to modify our segment reporting. This event
was the acquisition of Wilson&rsquo;s Leather, which resulted in the creation of our retail operations segment.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The intent of this letter is to propose a revision
to our segment reporting and to further demonstrate how we believe our new proposed segment reporting structure better meets the
requirements of the guidance, takes into consideration the operating decisions made by the CODM, is consistent with ASC 280 and
is consistent with the recent remarks by the Deputy Chief Accountant in December 2014. We believe that in addition to viewing the
operating segments as licensed products, non-licensed products and retail operations, there are several factors that we believe
support the position that our Company may appropriately report licensed and non-licensed products as a single wholesale segment.
We believe that our current segment reporting is not inappropriate and aligns with how certain strategic decisions are made and
the level at which certain resources are allocated. In order to more align our reportable segments with ASC 280 and the Staff&rsquo;s
views which focus on regular operating decisions, we plan to implement an alternative that would report based on two operating
segments: wholesale operations and retail operations beginning with our fiscal quarter ending April 30, 2015. We will modify the
information provided to the CODM and the Board, replacing licensed and non-licensed product segment information with wholesale
operations segment information commencing in the same quarter ending April 30, 2015. We hereby submit our alternative position
for the Staff&rsquo;s consideration which we believe also aligns with the formal accounting literature relating to segment reporting
and the clarifying staff comments. The following discussion is based on <I>ASC 280 &ndash; Segment reporting</I> and how our facts
and circumstances apply to that guidance.</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>


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<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We considered the guidance in ASC 280-10-50-1
which states:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>An operating segment is a component
of a public entity that has all of the following characteristics: </I></P>

<TABLE CELLPADDING="0" CELLSPACING="0" WIDTH="100%" STYLE="font: 12pt Times New Roman, Times, Serif; margin-top: 0; margin-bottom: 0"><TR STYLE="vertical-align: top">
<TD STYLE="width: 0.5in"></TD><TD STYLE="width: 0.25in"><I>a.</I></TD><TD STYLE="text-align: justify"><I>It engages in business activities from which it may earn revenues and incur expenses (including
revenues and expenses relating to transactions with other components of the same public entity). </I></TD></TR></TABLE>

<TABLE CELLPADDING="0" CELLSPACING="0" WIDTH="100%" STYLE="font: 12pt Times New Roman, Times, Serif; margin-top: 0; margin-bottom: 0"><TR STYLE="vertical-align: top">
<TD STYLE="width: 0.5in"></TD><TD STYLE="width: 0.25in"><I>b.</I></TD><TD STYLE="text-align: justify"><I>Its operating results are regularly reviewed by the public entity's chief operating decision
maker to make decisions about resources to be allocated to the segment and assess its performance.</I></TD></TR></TABLE>

<TABLE CELLPADDING="0" CELLSPACING="0" WIDTH="100%" STYLE="font: 12pt Times New Roman, Times, Serif; margin-top: 0; margin-bottom: 0"><TR STYLE="vertical-align: top">
<TD STYLE="width: 0.5in"></TD><TD STYLE="width: 0.25in"><I>c.</I></TD><TD STYLE="text-align: justify"><I>Its discrete financial information is available.</I></TD></TR></TABLE>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We have concluded that G-III&rsquo;s proposed
wholesale and retail operations meet the definition of operating segments as described in ASC 280-10-50-1. Each of our wholesale
and retail operations engages in business activities from which the segments earn revenue and incur expense. In addition, discrete
financial information is available for each and the operating results of each are regularly reviewed by the CODM.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Our retail operations segment represents a
distinct operating segment. There is one retail operations segment manager, Bill Hutchison, the President of AM Retail Group, Inc.,
who reports to the CODM. Mr. Hutchison is directly accountable and maintains regular contact with the CODM. Mr. Hutchison is responsible
for the budgeting process and is compensated based upon the results of the retail operations segment. The budgeting, forecasting
and internal reporting processes are done separately for the retail operations segment on a separate accounting system. Operating
performance reports reflect our retail operations segment and are reviewed monthly by the CODM. The segment&rsquo;s profitability
is the basis for allocating the significant resources used by the segment mainly to maintain stores, build new stores, upgrade
and maintain software needs and operate warehouse facilities. The retail operations segment budgeting process and compensation
of the retail operations segment manager require approval of our CODM.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Regarding the wholesale portion of our business,
we believe that our CODM, who is our Chief Executive Officer (&ldquo;CEO&rdquo;), oversees the entire wholesale business and is
the de facto segment manager. Our wholesale business includes our current licensed product and non-licensed product operating activities
that are not in the retail operations segment. The CODM reviews the operating performance of our wholesale operations on a monthly
basis. Discrete financial information is also available for this segment.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We considered the guidance in ASC 280-10-50-5
which states:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>The term chief operating decision
maker identifies a function, not necessarily a manager with a specific title. That function is to allocate resources to and assess
the performance of the</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>


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<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>segments of a public entity.
Often the chief operating decision maker of a public entity is its chief executive officer or chief operating officer, but it may
be a group consisting of, for example, the public entity's president, executive vice presidents, and others.</I></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We have concluded that our CEO is the Company&rsquo;s
CODM as he has ultimate responsibly and authority in allocating resources and assessing the performance of our segments and does
so on a regular basis. All significant strategic and operating decisions are made or approved by our CEO.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We considered the guidance in ASC 280-10-05-3
which states:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>A public entity could provide
complete sets of financial statements that are disaggregated in several different ways, for example, by products and services,
by geography, by legal entity, or by type of customer. However, it is not feasible to provide all of that information in every
set of financial statements. The guidance in this Subtopic requires that general-purpose financial statements include selected
information reported on a single basis of segmentation. The method for determining what information to report is referred to as
the management approach. The management approach is based on the way that management organizes the segments within the public entity
for making operating decisions and assessing performance. Consequently, the segments are evident from the structure of the public
entity's internal organization, and financial statement preparers should be able to provide the required information in a cost-effective
and timely manner.</I></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Significant daily operating decisions are made
by the CODM as segment manager for our wholesale operations and Bill Hutchison for our retail operations. Bill Hutchison is responsible
for the day to day operations of the retail operations segment and makes routine operating decisions for that segment. These decisions
include, but are not limited to, personnel, logistics and distribution, store expenditures and the level of promotional activity
at the stores.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Morris Goldfarb, our CEO, is responsible for
the day to day operations of the wholesale operations segment and makes routine operating decisions for this segment based upon
his assessment of the performance of our wholesale operations. These decisions relate to, but are not limited to customer interactions,
personnel, warehouse, showroom and office space allocations, and inventory positions.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The following are examples of specific types
of decisions that are made on a routine basis based on the CODM&rsquo;s review of the performance of our wholesale and retail operations:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Customer Interactions: Mr. Goldfarb will evaluate
and authorize markdowns and accommodation returns for our larger wholesale customers. This decision is based upon the entire wholesale
relationship between the customer and us. Furthermore, Mr. Goldfarb maintains an active line of communication with the senior management
at all of our larger wholesale customers.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>


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<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Office and warehouse space: Decisions regarding
space allocations are made at the wholesale and retail levels. Our licensed and non-licensed wholesale activities share common
office, showroom and warehousing space and decisions regarding additional space and the allocation of existing space are based
on considerations of the combined volume and level of activity for all wholesale operations given that the nature of the operations
are consistent. Similar considerations are made at a retail level.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Inventory levels: The assessment of inventory
levels and purchasing starts at the total wholesale and retail level. Regarding wholesale inventory purchases, the CODM, Mr. Goldfarb,
approves the budget at the wholesale level and in so doing authorizes product line managers to purchase inventory to their submitted
budgetary levels. Based upon discussions Mr. Goldfarb has with our wholesale customers, he may authorize additional inventory purchases
to fulfill anticipated inventory needs.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Personnel: Operating decisions that are made
with respect to personnel, such as the timing of salary increases, whether to have salary increases at all, equity compensation
grants, or adjusting staffing levels are generally based upon budgeted and forecasted results at the wholesale and retail levels.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The above are examples of decisions that are
made and results that are reviewed on a routine basis by the CODM. These are largely performed at the retail and wholesale levels.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We considered the guidance in ASC 280-10-05-4
which states:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>The management approach facilitates
consistent descriptions of a public entity in its annual report and various other published information. It focuses on financial
information that a public entity's decision makers use to make decisions about the public entity's operating matters. The components
that management establishes for that purpose are called operating segments. </I></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">G-III has been consistent with its segment
reporting in its annual and quarterly reports. Specifically, our Management&rsquo;s Discussion and Analysis of Financial Condition
and Results of Operation in our annual and quarterly reports discuss the performance of our operating segments. Historically, our
scripted narratives for our quarterly and annual conference calls speak directly to the performance of our current segments, with
specific details about our licensed products, non-licensed products and retail operations reporting segments.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The CODM makes operating and strategic decisions
based on many different information sources. The financial information included in our monthly reporting packages is a key source
upon which decisions are made and the financial information provided on a consolidated basis, on our current operating segments
and on a wholesale and retail level are the primary focus of the financial information used.</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify"><B>&nbsp;</B></P>


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<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0"><B>&nbsp;</B></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We considered the guidance in ASC 280-10-50-6
which states:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>For many public entities, the
three characteristics of operating segments described in paragraph 280-10-50-1 clearly identify a single set of operating segments.
However, a public entity may produce reports in which its business activities are presented in a variety of different ways. If
the chief operating decision maker uses more than one set of segment information, other factors may identify a single set of components
as constituting a public entity's operating segments, including the nature of the business activities of each component, the existence
of managers responsible for them, and information presented to the board of directors.</I></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Financial information is presented to the CODM
in a variety of different ways. It is presented on a fully consolidated basis, it is reported at the wholesale and retail level,
and is further segregated by licensed products and non-licensed products. Additional information is presented by group manager
and product line as well. This financial information has been previously provided supplementally to the Staff. </P>

<P STYLE="font: 10pt Calibri, Helvetica, Sans-Serif; margin: 0; text-align: justify"><FONT STYLE="font-weight: normal">&nbsp;</FONT></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Prospectively, commencing with our quarter
ending April 30, 2015, we will no longer include the information previously provided for the licensed and non-licensed product
segments. The same financial information that will be presented to the CODM will also be presented to the Board of Directors. The
business activities of our retail operations and wholesale operations are quite different. The customer base, product pricing,
gross margins, and promotional activity each differentiate business activities of our retail operations as compared to our wholesale
operations.</P>

<P STYLE="font: 10pt Calibri, Helvetica, Sans-Serif; margin: 0; text-align: justify"><FONT STYLE="font-weight: normal">&nbsp;</FONT></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Our wholesale operations segment is headquartered
in New York, New York with distribution centers in New Jersey. Our showrooms and administrative functions for our wholesale operations
are centralized in New York. Our operating system and our general ledger platforms for our wholesale operations are separate and
distinct from our retail operations. </P>

<P STYLE="font: 10pt Calibri, Helvetica, Sans-Serif; margin: 0; text-align: justify"><FONT STYLE="font-weight: normal">&nbsp;</FONT></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Our retail operations segment is headquartered in Brooklyn Park, Minnesota with its warehouse facility located
there as well. It has separate <FONT STYLE="font: 12pt Times New Roman, Times, Serif">accounting and information technology systems<B STYLE="font-style: normal; font-weight: normal">.
As discussed in previous responses, </B>the retail operations segment manager is responsible for the budgeting process and is compensated
based upon the results of the segment. Our budgeting, forecasting and internal reporting processes are done separately for our
wholesale and retail operations. The retail operations segment budgeting process and compensation of the retail operations segment
manager require approval of our CODM.</FONT></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We considered the guidance in ASC 280-10-50-7
which states:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>Generally, an operating segment
has a segment manager who is directly accountable to and maintains regular contact with the chief operating decision maker to discuss
operating activities, financial results, forecasts, or plans for the segment. The term segment manager identifies a function, not
necessarily a manager with a specific title.</I></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>


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<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Bill Hutchison is the segment manager for our
retail operations segment as he is directly accountable for the segment and maintains regular contact with the CODM to discuss
operating activities, results, forecasts and plans for the segment. As discussed above, Morris Goldfarb, our CODM, functions as
segment manager for our wholesale operations. Mr. Goldfarb is responsible for the operating activities, results, forecasts and
plans for this segment. As discussed above, significant operating decisions related to customer sales, inventory purchasing, personnel
and leased space are made by Mr. Goldfarb.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We considered the guidance in ASC 280-10-50-8
which states:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>The chief operating decision
maker also may be the segment manager for certain operating segments. A single manager may be the segment manager for more than
one operating segment. If the characteristics in paragraphs 280-10-50-1 and 280-10-50-3 apply to more than one set of components
of a public entity but there is only one set for which segment managers are held responsible, that set of components constitutes
the operating segments.</I></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Mr. Goldfarb served as the operating segment
manager for the licensed and non-licensed product operating segments, and we believe Mr. Goldfarb functions as the operating segment
manager for the wholesale operations segment.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We considered the guidance in ASC 280-10-50-9
which states:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>The characteristics in paragraphs
280-10-50-1 and 280-10-50-3 may apply to two or more overlapping sets of components for which managers are held responsible. That
structure is sometimes referred to as a matrix form of organization. For example, in some public entities, certain managers are
responsible for different product and service lines worldwide, while other managers are responsible for specific geographic areas.
The chief operating decision maker regularly reviews the operating results of both sets of components, and financial information
is available for both. In that situation, the components based on products and services would constitute the operating segments.</I></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.25in; text-align: justify"><I>&nbsp;</I></P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">As previously discussed, our product line information
is combined and presented internally in various ways, i.e. on a consolidated basis; wholesale and retail; licensed, non-licensed
and retail; and by certain group managers. There is overlap in reporting between sets of components related to the group manager
reporting and the licensed and non-licensed products reporting. Group managers may have overlapping responsibilities between licensed
and non-licensed product lines. In previous letters, we have discussed why these groups do not represent operating segments. The
groups represent a flexible hierarchical structure used to delegate and manage the product lines of the Company. Groups are created
based upon the group managers&rsquo; competencies and capacities rather than product considerations. As a result, a group may include
different types of products across non-licensed and licensed product activities. Furthermore, the underlying composition of the
product lines within the group has been and continues to be</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>


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<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">subject to changes from year to year. The group
based financial information is available, but is not regularly reviewed by the CODM or used in his decision making process. Accordingly,
we do not believe that our groups are operating segments. We have also considered whether product lines are operating segments
and have concluded that they are not. While the CODM periodically, on a case by case limited basis, assesses the performance of
our 57 product lines, there are no significant resource allocation decisions that are made by the CODM at the product line level.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Based upon the SEC&rsquo;s recent public comments
at the AICPA conference in December 2014, we would like to provide our analysis on the other data points that the SEC mentioned
should be considered in identifying segments.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Overall Management Structure</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">As provided in Appendix 1 of our letter dated
August 6, 2014, we have twelve group managers that manage our 57 product lines. From a management structure perspective, Bill Hutchison
meets the definition of a segment manager and supports our position that retail operations are a separate operating segment. With
respect to our wholesale business, Mr. Goldfarb has functioned as the segment manager for the licensed and non-licensed product
segments of our business, and will operate as the segment manager for our wholesale operations. As described in ASC 280-10-50-7,
an operating segment generally has a &ldquo;<I>segment manager who is directly accountable to and maintains regular contact with
the chief operating decision maker to discuss operating activities, financial results, forecasts, or plans for the segment. The
term segment manager identifies a function, not necessarily a manager with a specific title</I>.&rdquo; We also considered the
guidance in ASC 280-10-50-8 which states that &ldquo;<I>the chief operating decision maker also may be the segment manager for
certain operating segments</I>.&rdquo;</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">As such, we believe that the CODM is functioning
in the capacity of the wholesale operations segment manager. The CODM makes operating decisions and reviews the financial results
and forecasts of the wholesale operations segment and the guidance recognizes that the CODM can be a segment manager.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Basis of Budgets and Forecasts</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Our wholesale and retail operations segments
each have their own budgeting and forecasting process which is clearly consistent with the staff&rsquo;s public comments. The budget
and forecasting process of our wholesale operations and retail operations are done independent of each other. Please refer to our
November 3, 2014 letter for the details of how we compile these budgets and forecasts.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Executive Compensation Determination</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The compensation of our retail operations segment
manager is directly based upon the performance of our retail operations. Mr. Goldfarb&rsquo;s compensation is significantly influenced
by</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>


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<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">the performance of our wholesale operations,
which represented 87% of our operating profit in the fiscal year ended January 31, 2014. However, as our CEO, his compensation
is influenced by our operations as a whole. We do not believe that the lack of direct compensation based solely on our wholesale
operations changes our conclusion that wholesale operations are an independent segment.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The compensation of the CODM, the group managers
and the product line managers has three major components: base salary, bonus and long term compensation in the form of equity awards.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Base salaries are determined at the time of
hire based upon individual circumstances and the market. Periodic raises are based on individual performance and overall wage increases.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 11pt Calibri, Helvetica, Sans-Serif; margin: 0; text-align: justify"><FONT STYLE="font: 12pt Times New Roman, Times, Serif">The
bonus for each of Morris</FONT><FONT STYLE="font-size: 10pt"><I> </I></FONT><FONT STYLE="font: 12pt Times New Roman, Times, Serif">Goldfarb
(CEO and CODM) and Sammy Aaron (Vice Chairman and group manager) is calculated based on the consolidated pre-tax income of the
Company as defined in their respective employment agreements. The bonus compensation for group and product line managers is either
formulaic based on a profit measure of the manager&rsquo;s group or product line, discretionary or a combination of both. </FONT></P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The Compensation Committee of the Board of
Directors determines the amount and terms of equity awards to be granted to the named executive officers after consultation with
the CODM. Equity awards for all other personnel are determined by the CODM in consultation with the Compensation Committee and
are based on a discretionary assessment of the employee&rsquo;s contribution to the Company.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Financial Information Presented</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">While we understand that Mr. Murdoch at the
AICPA conference in December 2014, noted that there &ldquo;has been a significant emphasis, and perhaps over-reliance, on the financial
information reviewed by the CODM as a registrant determines its operating segments&rdquo;, we do acknowledge that it is a data
point to be considered. While we do present financial information by our licensed product, non-licensed product and retail operations
segments, there is an equal amount of financial information that is presented based on our wholesale operations and retail operations.
We also recognize that decisions may be made, both strategically and operationally, by the CODM using discrete financial information
provided for each.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Conclusion</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">As previously discussed, we relied heavily
on the strategic decisions and resource allocations in our assessment of operating segments in the past which lead us to reporting
licensed products, non-licensed products and retail operations as our operating segments.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We realize that the determination of operating
segments requires significant judgment, especially given our particular facts and circumstances. Certain decisions are made at
the licensed products and non-licensed products levels. However, as discussed in this letter, when we re-evaluated the</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>


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<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">factors and placed a larger emphasis on the
regular operating decisions as opposed to strategic decisions being made by our CODM, we determined that prospectively we should
report our operating segments based on our wholesale operations and our retail operations level, for the reasons discussed above.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">We continue to believe that our current segment
reporting structure is in compliance with ASC 280, but also acknowledge that our proposed segment reporting based on our wholesale
operations and retail operations structure may be more appropriate. We propose to commence reporting using our new wholesale and
retail operations segments with our reporting in our first quarter (ending April 30, 2015) of our current fiscal year which ends
January 31, 2016. We hereby request confirmation by the Staff of its agreement with our proposed segment reporting.</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">The Company confirms that:</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Calibri, Helvetica, Sans-Serif; margin: 0; text-align: justify"></P>

<TABLE CELLPADDING="0" CELLSPACING="0" WIDTH="100%" STYLE="font: 12pt Calibri, Helvetica, Sans-Serif; margin-top: 0; margin-bottom: 0"><TR STYLE="vertical-align: top">
<TD STYLE="width: 0"></TD><TD STYLE="width: 0.5in"><FONT STYLE="font-family: Symbol">&#183;</FONT></TD><TD STYLE="text-align: justify"><FONT STYLE="font-family: Times New Roman, Times, Serif">the Company is responsible for the adequacy
and accuracy of the disclosure in the filing;</FONT></TD></TR></TABLE>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.5in; text-align: justify; text-indent: -0.5in"></P>

<TABLE CELLPADDING="0" CELLSPACING="0" WIDTH="100%" STYLE="font: 12pt Calibri, Helvetica, Sans-Serif; margin-top: 0; margin-bottom: 0"><TR STYLE="vertical-align: top">
<TD STYLE="width: 0"></TD><TD STYLE="width: 0.5in"><FONT STYLE="font-family: Symbol">&#183;</FONT></TD><TD STYLE="text-align: justify"><FONT STYLE="font-family: Times New Roman, Times, Serif">Staff comments or changes to disclosure
in response to Staff comments do not foreclose the Commission from taking any action with respect to the filing; and</FONT></TD></TR></TABLE>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.5in; text-align: justify; text-indent: -0.5in"></P>

<TABLE CELLPADDING="0" CELLSPACING="0" WIDTH="100%" STYLE="font: 12pt Calibri, Helvetica, Sans-Serif; margin-top: 0; margin-bottom: 0"><TR STYLE="vertical-align: top">
<TD STYLE="width: 0"></TD><TD STYLE="width: 0.5in"><FONT STYLE="font-family: Symbol">&#183;</FONT></TD><TD STYLE="text-align: justify"><FONT STYLE="font-family: Times New Roman, Times, Serif">The Company may not assert Staff comments
as a defense in any proceeding initiated by the Commission or any person under the federal securities laws of the United States.</FONT></TD></TR></TABLE>



<P STYLE="font: 12pt Calibri, Helvetica, Sans-Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">If any member of the Staff has questions regarding
the foregoing, please do not hesitate to call or e-mail Neal S. Nackman at (212) 403-0654 or nealn@g-iii.com.</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">Very truly yours,</P>

<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>

<TABLE CELLSPACING="0" CELLPADDING="0" STYLE="font: 12pt Calibri, Helvetica, Sans-Serif; width: 100%; border-collapse: collapse">
<TR STYLE="vertical-align: top">
    <TD STYLE="width: 50%; border-bottom: Black 1pt solid; text-align: justify"><FONT STYLE="font: 12pt Times New Roman, Times, Serif">/s/ Neal S. Nackman</FONT></TD>
    <TD STYLE="width: 50%; text-align: justify">&nbsp;</TD></TR>
<TR STYLE="vertical-align: top">
    <TD STYLE="text-align: justify"><FONT STYLE="font: 12pt Times New Roman, Times, Serif">Neal S. Nackman</FONT></TD>
    <TD STYLE="text-align: justify">&nbsp;</TD></TR>
<TR STYLE="vertical-align: top">
    <TD STYLE="text-align: justify"><FONT STYLE="font: 12pt Times New Roman, Times, Serif">Chief Financial Officer</FONT></TD>
    <TD STYLE="text-align: justify">&nbsp;</TD></TR>
</TABLE>
<P STYLE="font: 10pt Times New Roman, Times, Serif; margin: 0 0 0 0.5in; text-align: justify">&nbsp;</P>

<TABLE CELLPADDING="0" CELLSPACING="0" STYLE="font: 12pt Times New Roman, Times, Serif; margin-top: 0; margin-bottom: 0pt"><TR STYLE="vertical-align: top; text-align: justify">
<TD STYLE="width: 0"></TD><TD STYLE="width: 0.5in; text-align: left">cc:</TD><TD STYLE="text-align: justify">Eric West, Securities and Exchange Commission</TD>
</TR></TABLE>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.5in; text-align: justify">Rufus Decker, Securities and Exchange
Commission</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.5in; text-align: justify">James Giugliano, Securities and Exchange
Commission</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.5in; text-align: justify">Angela Halac, Securities and Exchange
Commission</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.5in; text-align: justify">Neil Gold, Esq., Fulbright &amp;
Jaworski LLP</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0 0 0 0.5in; text-align: justify">Manuel G. Rivera, Esq., Fulbright
&amp; Jaworski LLP</P>

<P STYLE="font: 12pt Times New Roman, Times, Serif; margin: 0; text-align: justify">&nbsp;</P>


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`
end
</TEXT>
</DOCUMENT>
</SEC-DOCUMENT>
