Swot Study: Coach Company Case Study

two companies in 2008. It designs, manufactures, markets and distributes a large range of high tech leisurewear and

Coach was created by a New York artesian name Miles Cahn in 1941, the company is family owned and crafted it beginning work in a SoHo loft. The company started out with just 12 leather bags

Coach is an American New York based company competing in the clothing sector of the consumer goods industry. Its products include leather goods for both men and women. Through exceptional customer service the company maintains and builds a loyal and dependable clientele. Unique designs and branding has distinguished the company from its peers. Peers include but not limited to L Brands Incorporated, PVH Corp., Ralph Lauren Corp., Tiffany & Co., VF Corp., Estee Lauder Incorporated, Kate Spade & Co., Abercrombie & Fitch and Michael Kors Holdings Limited. From fragrances, sunglasses, outerwear, travel bags, men’s belts, wallets and gloves the company has strategically remained relevant in the market place. Coach has been profoundly involved in increasing its global presence in the Asian markets.

They also have informational websites in twenty other countries. In the future, Coach plans to increase international distribution and target international consumers, especially in Asia. They also plan on staying one of the most popular name brand accessory companies in North America. ("Coach est. 1941," 2010)

Assignment - After watching the videos, create a SWOT analysis of YOUR leadership. Do you have strengths that allow you to lead others? Build from those you discovered in Module 2. Who can help you with your weaknesses, threats, and opportunities? What professional affiliations, institutions, or organizations will you utilize? Create a SWOT chart that illustrate yours analysis using whatever technological tools you prefer.

The only way we would be able to make any recommendations would be if we could understand what was going on inside the company. The most notable factor was how much of Coach Inc.’s business comes from women’s handbags which can be considered as

Coach was established in New York in 1941, as a family run manufacturing business in leather goods. Due to Coach provided superior quality class styles leather goods and opened exclusive retail stores in the 1980’s, it became recognized as a premium brand. In 1985, Coash was sold to Ms. Sara Lee and had a rapid expansion. The expansion was not only opened many more boutiques and exclusive retail stores, but also expanded its product collection to different areas such as accessories, luggage and briefcases. In the late 1980’s, there were 12 Coach exclusive stores other than nearly 50 boutiques selling Coach’s products within large-scale department stores. However, Coach’s sale began to drop as it started to fall behind its competitors in terms

Secondly, I would recommend to leverage the Coach Brand globally for Coach by raising brand awareness and building market share in markets where Coach is under-penetrated, through operated businesses. It is because Coach is a global leader in premium handbags and accessories, and it affects to reinforce the Coach message of affordable luxury.

Coach’s top competitors are Prada, Gucci, Hermes, Dolce & Gabbana, Dooney & Bourke, Inc., Kate Spade LLC, and Michael Kors, Inc. We feel that we can expand our lead in the ‘accessible luxury’ segment of the upscale

Coach, Inc in New York, NY is the most recognized luxury American brand manufacturing women’s handbags and purses. It was established as a family-run workshop in 1941 and incorporated in Maryland (Manta). The SIC Code is 3171, and the NAICS Code is 316992. Besides women 's handbags and purses, it also produces women 's accessories, travel bags, outwear, personal leather goods, apparels, belts, scarves, and men’s business cases, wallets, and purses. In 2010, Coach, Inc. employed approximately 13,000 people and had an estimated annual revenue of $3,230,468,000 (Coach, Inc. 10K, 2010).

3.1 Explaining the roles people play in a team and how they can work together to achieve shared goals of Travelodge.

Coach Inc. targets itself in a challenging position, and it has been at the forefront of the rise of ac-cessible luxury goods for the past few years. Luxury depends more now then ever on word-of-mouth promoters who share their taste and experiences with consumers who expect every interac-tion in stores, on line and on mobile. Brands are investing alot more in top management talent from strategy to finance the supply chain and the back office operations. The store employee now serves as brands’ direct face to shoppers with brand expending significant resources on training and devel-opment of people in front of the lines (Bloomberg, 2016).

Coach was founded in 1941 as a family-run workshop. In a Manhattan loft, six artisans handcrafted a collection of leather goods using skills handed down from generation to generation. Discerning consumers soon began to seek out the quality and unique nature of Coach craftsmanship. Now greatly expanded, Coach continues to maintain the highest standards for materials and workmanship. Coach’s exceptional work force remains committed to carefully upholding the principles of quality and integrity that define the company.

In the current luxury handbags and leather accessories market, any competing company faces two sets of challenges in continuing the development of its business and succeeding in growing its market share. First, when Coach, Inc. was founded in 1941, it was a small family-owned handbag business in New York City. After 44 years of family management with a steadily set price 50% lower than more luxurious brands, Coach was sold to Sara Lee. Coach continued to grow rapidly until the mid-1990s. Then, in an abrupt change of events, consumers quit purchasing Coach’s handbags in order to focus on French and Italian brands, such as Gucci, Prada, and Louis Vuitton. The company’s market share fell from 40% to a tragic 5%. Reed Krakoff, the top Tommy Hilfiger designer, was hired by Sara Lee to save the business that had more than half a century’s worth of history. In the beginning, Reed did the extensive consumer surveys and held focus groups to get the information of styling, comfort, and functionality preferences. After doing consumer surveys, Reed found that customers wanted handbags with edgier styling, softer leather, and leather-trimmed fabric. After six months, Coach launched redesigned, brand-new handbags

The factors of Coach Inc. internal environment can be seen in the strengths and weaknesses section of exhibit 8. Coach strives to offer a differentiated, yet quality product at a lower price. Some aspects within their business that point to these product characteristics are their attention to market research design process developed by Coach’s executive creative Director, Reed Krakoff. The company’s ability to easily adapt to the changing tastes within the market makes them attractive to consumers. Within Coach’s financials, performance is seen to be improving in revenues, operating profits, net income, and assets from years 2000 to 2006.