Pacific Brands Case Study

Pacific Sunwear, more commonly referred to as "Pac Sun" is currently one of the top retailers of men 's and women 's apparel in the streetwear and action sports clothing business. The original Pac Sun was opened in 1980 by Tom Moore in California as a shop that catered to surfers from the area. As time went on and the 'surfer look ' faded out, Pac Sun restructured its image in the '90s as more of a casual apparel retailer for young men, and eventually ventured to include women 's clothing as well as footwear ("History of Pacific Sunwear of California, Inc.", n.d.). Consisting of mostly mall installations in addition to a number of freestanding stores, Pac Sun continued business at an adequate rate through the 2000 's but seems to faltering as of late, as they have filed for chapter 11 bankruptcy as of this past April (Woolf, 2016).

Mondelez International Inc. is a large manufacturer and marketing company with a variety of beverage products and snack foods. The company came into existence in 2012 when Kraft Foods Inc. went through a corporate restructuring in order to implement “high-growth global snacks.” (Gamble, 2016.) Nabisco, Oreo, Trident gum, and Oscar Mayer are a few brands that operate under Mondelez Inc.

According to a recent survey by SFP (Spencer Francey Peters), a North American branding agency and The Strategic Counsel, WestJet came in at number 3 in Canada's best managed brands, while Air Canada bottomed out in last place. "Respondents ranked companies based on a number of criteria relating to delivery of brand promise including consumer focus, customer service, brand values, reliability, consistency, value, trustworthiness and respect" (par3 Best Managed Brands). The interesting part of this survey, is that by having consumers respond to these criteria, the companies' brands are judged not by how much value the consumer sees in the product and service they are purchasing, and not just the popularity or commonplace the brand may

Allround brand it manages is of strategic importance to the company. Unfortunately, the fourth quarter performance were not as positive as management expected.

Despite encouraging results in some aspects, however, we were also challenged in other areas. Particularly in early rounds, our contribution margin lagged while we strived to provide a high-tech product, as we were reticent to increase price due to concerns that

American Apparel is a vertically integrated clothing company, in which, design, advertising, and marketing are all done in-house. This strategy makes American Apparel the largest factory operating in the US. By handling all stages of production in-house, the company is able to save money on delivery and transportation cost. Being vertically integrated makes this company more efficient because the company has control. Bringing this type of factory to Thailand would be very beneficial for its economy as it would make jobs as well as bring in revenue. The company’s brand is aimed at urban, edgy, casual, social conscious individuals between the ages of 16-24. Taking a look at the company’s marketing and advertising it is clear that it’s linked to young consumers, using text on their ads to get across the values and messages of the company. Young consumers in Thailand make for good business opportunities making up a third of the population. This group of consumers also has disposable income that they are willing to spend on leisure, such as shopping. American Apparel is passionate about the ethical treatment of their employees pledging to be “sweatshop free”. The company feels that by treating their employees well and offering benefits results in more efficient worker, quality products, good work environment, and good employee retention. Bring a company into Thailand that has such a policy will ensure that workers are treated fairly.

Many Australian businesses are now outsourcing, or shifting their production or services offshore where there is cheap

Although the result for round one was disappointed, but round two was the main reason that put us even further from our original objective. We make the wrong strategic move by thinking that lowering the price on all products would give us a better chance of making a comeback. However, it was the opposite. Not realizing that we have other variables that need to be considered before making such a dramatic price adjustment. The first disadvantage for us was the fact that our products’ position was not align with customer expectation, to catch up with the competitors we had to invest on R&D (Reposition) and automation at the same time. This is a substantial capital expenditure

“To bring smiles to families everywhere through the pleasure if its products made with dairy

After analyzing the results from the previous quarter, it was determined that the prices set for each segment were not sufficient. Product sales priority were also not properly adjusted. With the R&D investments, sales priorities needed to be changed for the main focus to become the most profitable market segments. Prices were not competitive which in turned decreased revenue, market share, and profitability. To become more competitive we altered the prices in each market segment. The Workhorse product was the first to change, the price was lowered to $2500 in an attempt to increase sales; at this price Team 4 was still making a profit on this product, as well as making the price much more competitive. The Workhorse sales priority was also lowered to 3rd in Americas and 4th in APAC and EMEA. This product was not selling as well as we had hoped, and was no longer as profitable as it once was which led to this decision. Next, the Innovator product’s price was adjusted; this involved a price increase to $4100. This price was adjusted to include the new

Pacific brands are the largest manufacturer and supplier of essential brands in New Zealand and Australian. The brands the company deals with include Holeproof, Bonds, Kayser, Sheridan, Hard Yakka, Berlei, and uniforms for firefighters'. Because of the values it shared with its Chinese suppliers, when the economic crisis hit Australia the company decided to close seven factories in Australia and relocate the manufacturing operations to China ADDIN EN.CITE John R. Schermerhorn2010248(John R. Schermerhorn, Chau, Davidson, & Poole, 2010)2482486John R. Schermerhorn, J.Chau, S.L.Davidson, P.Poole, D.Management Foundations and Applications201042 McDougall Street. Milton, Queensland 4064, AustraliaJohn Wiley & Sons Australia, Limited9781742166346http://books.google.co.ke/books?id=IGNLSAAACAAJ( HYPERLINK l "_ENREF_3" o "John R. Schermerhorn, 2010 #248" John R. Schermerhorn, Chau, Davidson, & Poole, 2010). This decision resulted in the loss of 1850 jobs. Desire to reduce the company's operating cost and lower the price of their products, this was because Australians wanted to pay less for their clothes. Ironically, the company' top executives were rewarded with pay rises. The CEO's pay was increased to $1.8 million from $680,000. This provoked outrage because of the many Australian jobs that had been lost. Many of the employees had considered their fellow employees to be family. The employees who were left in the company

1. A brief history of the brand: origins, key stages in its growth , etc.

Duracell is a globally successful fast moving consumer goods company that, according to BrandGuide, is the market leader with excellent brand recognition. Duracell manufactures a vast amount of batteries and other products. Duracell is known today for being dependable and making long lasting batteries.

The products that had given the company success, were forgotten. For that reason, the new strategy was based to revive those ‘core products’ and bring with them back the values that their founders set at the beginning (Breen 2013). (See Appendix 2)

Nestle is a swiss multinational food and beverages company. Its headquarters is located at vevey, Switzerland. In terms of revenue it is largest food company in world. Nestle produces the portified products such as baby food ,bottled water ,breakfast cereals ,coffee ,tea ,dairy products ,ice cream ,frozen food ,pet foods ,and snacks .Nestle provided 167 billion servings of fortified products .Among them 29 brands of Nestle are getting turnover of $US1.1 billions. Nestle is one of main shareholders of L’OREAL company, the worlds largest cosmetic company.