FLIP is on the right track.
Her business failed because of her brand name and the impact her father is having. If your customers have choices to purchase and then you loose a chunk because your father goes off on _________ (choose anything there) and pisses that demographic off you will either scale the fuck down or go out of business. However, considering she is in the apparel business, there are not that many places to sell to.
Apparel is broken up into the big chains and then the boutiques. The big chains are Nordstrom, Federated (aka Macy's), Kohls, Walmart, Target (but they have issues with bringing in things due to the license with Cherokee), Saks, Sears/Kmart, JC Penny and then Amazon. From a sales standpoint it is a LOT easier to have ONE salesperson sell to a larger chain then it is to have a bunch of salespeople handling territories for boutiques.
I honestly think she is toast in any consumer goods. The brand was supposed to reflect wealth, aka 'lifestyles of the rich and famous.' So once you pissed off the consumer base at Nordstrom, Federated, and Saks you have nothing but boutiques. Now that you are dealing in boutiques, your volume drops a FUCK TON. But your margins go insane. Something that was at retail for $100 and your cost was $30 and $45 at wholesale will keep the same cost but now retail at $300 and be $130 at wholesale. For those that care to know, most retailers follow what is known as keystone for pricing and that is 55% margins. That is generally what they shoot for then discount down from there. Macy's and Penny's though are known for making up 'retail' prices that they want on the label so that they can 'discount' down so that customers think they are getting a deal. We used to sell Macy's east and west jackets that cost us 65 LDP (landed, duty paid) for 88. They would then have us label them for 299 to 399 for retail pricing. As soon as they hit the floor they would be in the 175 to 240 price point and then discounted down on occasion to 150 to 199.