Table of Contents Introduction 2 Part 1: Ralph Lauren - More than just a Brand 2 Company background 2 Company information 2 Competitors 3 Target consumers 3 Positioning - the story told by the brand 4 More than just clothes 5 Position from a value chain point of view 6 The consequences on range development 6 Part 2: The Sourcing plan 6 Sourcing Location 6 Continuity product 7 Seasonal product 7 Short-Seasonal product 8 Supplier
Overall, this case illustrates how the former Burberry Chief Executive Director (CEO), Rose Marie Bravo who stepped in as CEO in 1997, has succeeded in revitalising and revamping the company to become more successful in term of profitability and marketability. This case was took place in year 2003 whereby Ms. Bravo had successfully turned around a fading company to a rejuvenated highly profitable company and had gained their competitive advantage in luxury brand after facing disastrous situation
Gucci, a brand known for its quality, luxurious and royal association was confronted with strategic issues which made the company take notice of its strategy of expansion and brand personality. The company was not only having concerns with their product line but they were lacking unified corporate vision and strategy after its acquisition of some major names like YSL. Due to which they started having loophole in their luxurious goods market discipline. Strategic concern for the company was how does the
flexible business model depending on changes of the market. In general, ORL’s strategy is to provide worldwide luxury brands and it focuses on channel of distribution, extension of Asian market and licensed brand. Channel of distribution ORL developed a strong model of a multi distribution channel including first retail stores, concessions, factory outlets and wholesale. ORL also kept high rate of opening new stores. 9 new stores have been opened in 2011 and another 9 new stores have been established
Accessories, apparel and footwear were categorized into three target markets, or “design ranges:” luxury, bridge, and moderate. Cox explained: Hermes, Prada, Chanel and Gucci would be considered luxury; Tahari and Ralph Lauren’s “Polo” were bridge, and Liz Claiborne would be considered a moderate brand. New market entrants need to be strategic when selling their designs because when it comes to fashion retailers the lines between these categories blur. At times it is difficult to fit into one category or
increase the frequency of transactions. The second step is the Geometric Growth for instance if a business gets a 10% increase in clients from 10 different sources that helps with 100% client growth. Step 3 is Borrow Successes .The core marketing and brand concepts are: I. Needs: which is a state of deprivation of some basic satisfaction. II. Wants: are desire for specific satisfiers to fulfil the needs. III. Demand: are wants of specific products that are backed by ability and willingness to buy them
she was involved in marketing and public relations as a communications director. After several years of working their ways up through their respective organizations, Brosnahan and Spade started tossing around ideas for a business. Brosnahan described how she and Spade came up with the idea for kate spade: Andy and I first considered starting an advertising agency or even a travel agency. The idea for handbags really came from Andy. He said, “You love accessories, why don’t we do that?” He was right;
non-traditional distribution channels in more than 100 countries targeting its primary market regions: United States, Europe, Asia Pacific, and the Americas. Nike dominates sales in the athletic footwear industry with a 33% global market share. Nike has very straight forward mission statement. It is as follows, "To bring inspiration and innovation to every athlete in the world. If you have a body, you are an athlete. (nikebiz.com)" This quote comes from an athlete himself. Bill Bowerman was a track
INTRODUCTION For any company, to maintain an already established brand name is as equally a challenging task as the creation of the brand. In today’s challenging market environment, any business is expected to continuously focus on organizational learning and continuous improvement and introduction of products and services to stay alive in the market. Continuous learning helps organizations to identify gap between the current business and areas which could be tapped with the help of existing
External Assessment (Opportunities) 4. External Assessment (Threats) Goal Setting-“Where do we want to go?” 1. Market Segmentation & Target Market 2. Find Points of Difference 3. Product Positioning 4. Marketing Goals & Objectives Action Plan-“How can we get there?” 1. Product Strategies 2. Pricing Strategies 3. Promotion Strategies 4. Place Strategies Introduction UNIQLO is