...Amanda Pierre Cardin – Fashion Designer Research Paper Intro to Fashion Pierre Cardin (born Pietro Cardin) was born to French parents in San Andrea da Barbara, a city near Venice, Italy on July 7, 1922. Italy and France definitely influenced his fashion aesthetic, the fact that he is a couturier has proved that his style was influenced by his parents’ background as well as his own (though he mostly lived in France, he lived in Italy for 23 years). He moved to Paris, France at the end of World War II in 1945 to study architecture. He worked in Paquin fashion house and later he left the Paquin house to work for the Schiaperelli fashion house. Later in his life he met Christian Berard and Jean Cocteau, Jean was considered to be a genius for his multiple talents as an artist; not only he was a director, he was also a poet, writer, set designer, and a painter. In this period of his life, Pierre made costumes for several movies like La Belle et la Bête, also known as Beauty and the Beast, in 1946. After his work in the costuming industry was well received, he worked for Christian Dior in 1947 where he helped design Dior’s “New Look”. New Look was designed to free women’s bodies from earlier fashion of masculinity in women’s garments due to World War II. This line emphasized women’s femininity by showcasing their curves. Pierre Cardin eventually left Dior to build his own fashion house in 1950 on Rue Richepanse in Paris. He began the career of his fashion house by designing costumes...
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...Case study on H&M Introduction In recent years, H&M has marked the retail clothing industry by the phenomenal pace at which it has expanded the number of its stores across a diverse range of countries and markets spanning Europe, the United States and recently Asia. H&M distinguishes itself from its competitors notably by offering clothes that are trendy, fashionable yet accessible in terms of price. So how does H&M manage to combine these seemingly divergent characteristics, especially in such a fast-moving and fiercely competitive industry as the retail clothing business? In the following report, I attempt to cast some light on some of the approaches that account for the success and reputation of the company and that have enabled it to remain competitive over the years and across markets in which it operates. I also seek to raise some of the drawbacks related to those approaches in terms of risk for the business. Practice of Market Orientation The practice of market driven marketing rests upon the core idea of generating and offering value to a particular target market better than competitors, which in turn will enable the company to grow and be successful.[1] Generally a market oriented strategy involves focusing on the buyer’s needs and determining the best means by which the consumer will be satisfied. As we will see in the next section, a market oriented strategy begins with identifying a particular target group within a segment and then focusing efforts in understanding...
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... Christian Dior 1. Introducing the corportation Christian Dior SA is one of the most important company in the luxury indutry .It is a french holding wich control several subsidiaries composed by the « haute couture » brand named Christian Dior couture (100% owned by the company ) , LVMH SA (40% owned by the company ). The holding business principal activities are : -‐Clothes -‐Wine and spirits -‐Fashion and leather good -‐Perfumes and cosmetics -‐Watched and sunglasses -‐Fine jewellery The firm count 3448 stores around the world ( France , united states , Japan , Asia …) including 213 Christian Dior couture stores . In decembre 2012 the turnover for the group was 22,807 billions,and the turnover...
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...Colin Graves Coach Case Study Dr. Malik Coach is a designer brand that focuses on handbags for women as well as other items such as luggage, wallets, shoes, belts, and other accessories as well as a line for men. Coach’s strategy focuses on matching luxury rivals in quality and style, but beating them in price by at least 50%. With this price advantage they attract more of a middle-class consumer as well as upper-class consumers. Another key part of their strategy is their multichannel distribution model. This model is made up of indirect wholesales to third-party retailers, but it also focuses on direct-to-consumer sales. This direct-to-consumer sales strategy accounted for 87% of sales and their wholesale segment was in 970 department stores in 20 different countries in 2011. With this success Coach is still looking to expand globally and build a market share through e-commerce sites. The luxury goods market is divided into three categories: haute-couture, traditional luxury, and the growing submarket “accessible luxury”. Haute-couture is at the top of the market offering a high-end custom product that caters the extremely wealthy, while you have traditional luxury such as Prada, Burberry, Gucci, Polo and many others. This industry is an industry that relies on creative design, high quality, reputation, and attracts consumers through brand loyalty. This brand loyalty comes from an emotional sense of wanting status and feeling value in their purchases. In 2010 consumers...
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...clicktoconvert.com 1 B.Sc. COSTUME DESIGN AND FASHION FASHION DESIGNING AND SEWING TECHNOLOGY UNITS UNIT 1 UNIT 2 UNIT 3 UNIT 4 UNIT 5 CONTENTS UNIT NO. UNIT I LESSON NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 TITLE OF THE LESSON PRINCIPLES OF FASHION FASHION PRODUCERS FASHION DESIGNING & ACCESSORIES PRINCIPLES OF DESIGNING COLOUR COLOUR HORMONIES & APPLICATION DRESS DESIGNING SEWING MACHINES SPECIAL MACHINES SEWING MACHINE ATTACHMRNTS SEWING MACHINE CARE AND MAINTENANCE STITCHING MECHANISM FEEDING MECHANISM SPREADING CUTTING MARKING PRESSING SEWING FEDERAL STANDARDS FOR SEAM SEWING FEDERAL STANDARDS FOR STITCH SEWING THREAD PAGE NUMBERS 03 48 91 126 166 PAGE NO. 03 15 22 40 48 60 71 91 99 110 116 126 141 150 156 166 174 181 188 199 UNIT II UNIT III UNIT IV UNIT V This watermark does not appear in the registered version - http://www.clicktoconvert.com 2 UNIT – I LESSON – 1: PRINCIPLES OF FASHION CONTENTS 1.0 1.1 1.2 AIM AND OBJECTIVES INTRODUCTION FASHION 1.2.1 Fashion design terms 1.2.2 Areas of fashion 1.2.3 Fashion flow chart 1.3. 1.2.4 Fashion in Cloths CLASSIFICATION OF FASHION 1.3.1 Style 1.3.2 Basic or classics 1.3.3 Fad 1.3.4 Fashion Forecasting 1.3.5 Trends 1.4 1.5 1.6 1.7 1.8 CHIC COSTUME MADE COLLECTION MANNEQUINS FASHION SHOWS: 1.8.1 Formal fashion shows 1.8.2 Designer trunk shows 1.8.3 Department fashion shows 1.8.4 Informal fashion shows 1.9 1.10 1.11 1.12 1.13 FASHION CYCLES 1.9.1 Length of cycles LET US SUM UP LESSON...
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...Case Study Competitive advantage at Louis Vuitton and Gucci MEMO The market of high fashion luxury goods presents US$165 billion of annual sales and gross profit margins of over 50 per cent. The leader company seems to be LVMH fashion house, with US$12billion of sales, followed by Richemont with US$3.6 billion and Gucci Group with US$2.4 billion. According to the text, the key activity of those companies is the preparation and display of new collection for their bi-annual fashion show. Analysing each activity which constitutes the value chain, I can say that: * Suppliers – the co-ordinating company has a relatively important function, since it works closely with the designer in determinant aspects (such as colours, patterns among others) of the collection’s design. The Chinese and Italy co-ordinating associated company’s which supplies and dye, spin and weave the silk, respectively,are not so important, because is the designer’s work at fashion house that creates the main value – final collection design instead of components supplied. BALANCE=LOW/MEDIUM VALUE ADDED * Inbound Logistics – there are many imports and the goods arrive at the fashion house not using an exclusive method. BALANCE=LOW VALUE ADDED * Operations – is about working on final product, which is design and manufacture of each haute couture dress. Here, the name of the designer is a crucial element, since the fact she or he is famous add a large value, but specialized seamstresses who cuts and sews...
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...The success of luxury brands in Japan and their uncertain future Ronald Jean Degen International School of Management Paris 2009 Working paper nº 52/2009 2 globADVANTAGE Center of Research in International Business & Strategy INDEA - Campus 5 Rua das Olhalvas Instituto Politécnico de Leiria 2414 - 016 Leiria PORTUGAL Tel. (+351) 244 845 051 Fax. (+351) 244 845 059 E-mail: globadvantage@ipleiria.pt Webpage: www.globadvantage.ipleiria.pt WORKING PAPER Nº 52/2010 Janeiro 2010 Com o apoio da UNISUL Business School 3 The success of luxury brands in Japan and their uncertain future Ronald Jean Degen Ph.D. Candidate at the International School of Management Paris Vice Chairman of Masisa Chile Address: E-mail: degen@lomasnegras.com Phone: +55 41 9918 9000 Cabanha Orgânica Lomas Negras Ltda. Caixa Postal 95 Campo Alegre, SC 89294-000 Brasil Ronald Jean Degen is in the Ph.D. Program of the International School of Management in Paris, and the Vice Chairman of Masisa in Chile. He was a Professor at the Getúlio Vargas Graduate Business School of São Paulo where he pioneered the introduction of teaching entrepreneurship in 1980 and wrote the first textbook in Portuguese on entrepreneurship published in 1989 by McGraw-Hill. He just published a new textbook on entrepreneurship that was published in 2009 by Pearson Education 4 The success of luxury brands in Japan and their uncertain future ABSTRACT The Japanese are the...
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...Innovation in the Fashion Industry: A Study of Four Cases 1 Table of Content Introduction Page 3 Page 3 Page 3 Page 5 Page 6 Page 6 Page 8 Page 10 Page 12 Page 13 Page 14 The history of fashion Major trends and developments in fashion Company Selection Analysis of the Companies House of Einstein Zara Fragile TOMS Conclusion Teamwork References Appendix 2 Introduction The history of fashion In order to fully understand where the fashion industry stands today in terms of organizational forms and strategies, we first look at the transformation this industry has gone through. This paragraph will analyze the changes that have occurred in the fashion apparel industry in the past century. We will also discuss some of the major trends that are visible in the fashion industry today. Up until the 1960s, the fashion industry was roughly divided into two groups. First there were firms which were based on mass production, with low costs and standardized styles that did not change frequently (Bhardwaj & Fairhust, 2010). During this time, a large group of consumers was less sensitive to fashion and had a preference for practical, basic apparel. Secondly there was the luxury fashion industry, which originated in France. A small group of French traditional players set up a special ...
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... Blake Myers, the general manager for the Vigor division, proposed his idea to expand into a new product line. Myers stated, “The word I hear from some of our retailers is that stylish, sporty, casual attire is flying off the shelves. There has been tremendous growth in the activewear segment. Harrington is missing a huge opportunity by not offering this kind of line.” Karen Allen, a director in Strategic Planning, responded, “Expanding our lines downstream is not a sound long-term strategy. And a new product launch would probably put a significant drain on our resources. I doubt we could capture enough sales in the first year to break even.” Huey thought for a moment. Expanding into a product line with more casual, lower-priced fashions was not a novel idea, but it had always been dismissed as too big a departure from Harrington’s sophisticated, high-class roots. However, with continued pressure on profits, it was clear Harrington needed some fresh ideas if it was going to continue to remain an industry leader. Huey thought that there might be something to Myers’s idea. She told the group, “Interesting suggestion, Blake. Perhaps the time has come to flesh out this idea. I want you and Karen to gather all the...
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...Fashion and Its Multi-Cultural Facets Critical Issues Series Editors Dr Robert Fisher Lisa Howard Dr Ken Monteith Advisory Board Karl Spracklen Katarzyna Bronk Jo Chipperfield Ann-Marie Cook Peter Mario Kreuter S Ram Vemuri Simon Bacon Stephen Morris John Parry Ana Borlescu Peter Twohig Kenneth Wilson John Hochheimer A Critical Issues research and publications project. http://www.inter-disciplinary.net/critical-issues/ The Ethos Hub ‘Fashion’ 2014 Fashion and Its Multi-Cultural Facets Edited by Patricia Hunt-Hurst and Sabrina Ramsamy-Iranah Inter-Disciplinary Press Oxford, United Kingdom © Inter-Disciplinary Press 2014 http://www.inter-disciplinary.net/publishing/id-press/ The Inter-Disciplinary Press is part of Inter-Disciplinary.Net – a global network for research and publishing. The Inter-Disciplinary Press aims to promote and encourage the kind of work which is collaborative, innovative, imaginative, and which provides an exemplar for inter-disciplinary and multi-disciplinary publishing. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without the prior permission of Inter-Disciplinary Press. Inter-Disciplinary Press, Priory House, 149B Wroslyn Road, Freeland, Oxfordshire. OX29 8HR, United Kingdom. +44 (0)1993 882087 ISBN: 978-1-84888-309-3 First published in the United Kingdom in eBook format in 2014. First Edition...
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...Harrington Collection: Sizing Up the Active-Wear Market 1. What is your evaluation of the women’s apparel industry? The women’s apparel industry was both mature and highly competitive in 2007. Because of the slow economic recovery consumers had become high price sensitivity and they were shifting towards less expensive apparel products which created a pressure to keep the price low. As a result of this many industries began outsourcing production overseas because of the low production cost. In 2007 they showed sales of 133billion and about 4.2% increase compared to previous year. They classified the apparel product in to six category based on the quality and price where, “Haute couture” was a high end clothing and cost could be more than 10,000 dollars and “ budget” was the less expensive product which produced casual clothing which coasted around a price of less than 50 dollars. The rest categories will lie between this price range and this shows the price different in apparel industry between the low and the high product clothing. The challenges faced in this apparel industry were their product life cycle. They had a short product life cycle which was due to consumer taste changes rapidly so they should frequently change their designs accordingly to match their taste. So the manufacturers were struggling to match up with the short product life cycle of the product. How the average price of women’s apparel changed? Even after the economic downturn, the U.S market in...
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...INDUSTRY REVIEW REPORT SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREEOF BACHELORS OF BUSINESS ADMINISTRATION BY: T. Samuel (1211643) Yash Singh Dabi (1211646) Aakriti Tyagi (1211647) UNDER THE GUIDANCE OF Prof. Nagendra Nayak Department of Management Studies CHRIST UNIVERSITY BANGALORE 2013 DECLARATION We, T.Samuel Pongen, Yash Singh Dabi and Aakriti Tyagi hereby declare that the industry review report on the performance of the FASHION INDUSTRY with specific reference to Chanel, Tommy Hilfiger and Burberry submitted to Christ University, in partial fulfilment of the requirements for the award of the Degree of Bachelor of Business Administration is a record of original and independent research work done by us during 2011 – 2012 under the supervision and guidance of Prof. Nagendra Nayak Department of Management Studies and it has not formed the basis for the award of any Degree/ Diploma/ Associate ship/ Fellowship or other similar title of recognition to any candidate of any University. DATE: FEBRAUARY 2013. COMPILED BY: T.Samuel Pongen (1211643) Yash Singh Dabi (1211646) Aakriti Tyagi (1211647) Acknowledgement We would like to express our profound gratitude to all those who have been instrumental in the preparation of this Entrepreneurship Development Report. We wish to place on records, our deep gratitude to our project guide, Prof. Nagendra Nayak, for guiding us through this project with...
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...Marimekko: Case Analysis 1985-1991 losses: Marimekko was in losses mainly because of the following reasons:- - There was a series of loss making years for the company and that effect had been carried forward to the concerned period as well; - The AMER Group was stifling the creativity of the organization and it’s employees because of a centralized management, which was report based and a multi stepped heirchaichal structure; - There was less consideration for creativity which meant that Marimekko may not have been coming up with profitable designs consistently. Kirsti Paakkanen’s Leadership and Vision:- Her leadership style can be described as “emotional management”. This includes all the principles that have guided her through life, such as emotion, respect, truth, enthusiasm, discipline, rewarding success, community spirit, taking full responsibility and caring about things. It is based on valuing people and on the belief that every individual has his own ability, original creativity and skills. This is why teamwork is the most important working method at Marimekko, and it has allowed the joy and even ecstasy of success to be experienced. Kirsti Paakkanen does not believe that the intrinsic creativity of design can be delegated, nor is it generated by organizing or planning, even though people often seem to think that is the case. Great talent is not easily steered to the extreme by means of reason alone. When reason says that it is time to stop, a strong instinct...
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...Chapter Two The Fashion Market and the Marketing Environment 2.1 Introduction A market is a place for buying and selling, for exchanging goods and services, usually for money. The fashion market is unusual because until early in the twentieth century it was almost solely the domain of kings, queens, aristocrats and other important people. As will be seen, great changes, mainly due to technology and increasing globalization, mean that we now have a fashion marketplace open to everyone. Fashion can be a reflection of the time, from the utilitarian clothing of the war years to the yuppie look of the buoyant 1980s. Fashion also can be a reflection of individuals. Clothes are often chosen to reflect among other factors our age, gender, lifestyle and personality. Because fashion is both a reflective and yet creative discipline, it is necessary for fashion marketers to be aware of the factors surrounding the market and develop a broad understanding of the issues that can affect the garments that are seen in any high street store. 2.2 The development of the fashion market 2.2.1 Origins of the modern fashion market Until relatively recently, fashion had always been élitist and was used by its adopters to show that they were above the common people. Even the inventions of the eighteenth and nineteenth centuries; the spinning jenny, the water frame and the sewing machine have not had as great an effect on the market as have cultural changes and the explosion of the...
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...Diesel for Successful Living: Branding Strategies for an Up-market Line Extension in the Fashion Industry This case was the overall winner of the 2007 European Case Clearing House Awards This case received the 2006 European Case Clearing House Award in the category “Marketing” 01/2008-4948 This case was written by Vadim Grigorian (INSEAD MBA 2000) and Pierre Chandon, Assistant Professor of Marketing at INSEAD, as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. We thank Maurizio Marchiori, Antonella Viero, and Giovanni Pungetti from Diesel SpA for their help and support. Copyright © 2004 INSEAD N.B.: TO ORDER COPIES OF INSEAD CASES, SEE DETAILS ON BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. It was the end of summer 1998. In less than a month, the first StyleLab catwalk fashion show would be held in London. Renzo Rosso needed to make tough decisions about the branding strategy of this new line and he needed to make them fast. StyleLab was the new upscale product line of Diesel SpA, the Italian casual wear company famous for its cult Diesel jeans and controversial advertising. One of the fastest-growing fashion companies of the 1990s, Diesel was No. 2 in the jeans industry in Europe and had high expectations for StyleLab. StyleLab was designed to exploit growth opportunities in the emerging luxury segment of the casual wear market, competing with the likes of D&G (from Dolce &...
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