...1 Executive summary Coach, Inc. is an upscale American leather goods company known for women’s and men’s handbags, as well as items such as luggage, briefcases, wallets and other accessories (belts, shoes, scarves, umbrella…). The firm was founded in 1941, in a loft in New York as a partnership called the Gail Manufacturing Company. As of July 2, 2011, the company operates in over 20 countries with more than 1,100 retail stores and around 15,000 employees worldwide. Today, Coach Inc. has distribution, product development and quality control operations in the US, France, Italy, Japan, Hong Kong, China and South Korea. From 2001 to 2011, Coach launched a series of activities to take great control over the brand in the Asian markets, and it also accelerated its European expansion with the help of its European joint venture partner in 2011. Continuous innovation and affordable price are two keys for Coach to conduct international business. In addition, owing to its multi-channel retail network, Coach, Inc. has successfully enhanced its brand image all over the world. Luxury goods industry is highly competitive due to a low marketentry barrier. It has experienced ups and downs during the 2000s. And in recent years, the industry has recovered and developed rapidly. More and more luxury goods corporations have expanded their operations in emerging markets through Internet and e-commerce. The future outlook of this industry is optimistic. The competitions in the...
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...Every organization faces the obstacle of continued growth at one point or another. Coach, Inc. is just one of the many companies that face the hindrance of continued growth and competition. According to Liabotis (2007), “far too many companies fail to achieve their growth targets in revenue and profitability. However, the probability of achieving profitable growth is heightened whenever an organization has a clear growth strategy and strong execution infrastructure. One without the other impairs the probability of success. Most businesses fall short of achieving their growth objectives for revenue and profitability. In fact, studies report success rates as low as 20%” (para. 1). Why is growth so indefinable? Based on research and experience, there are two major reasons. According to Liabotis (2007), those reasons include “inadequate consideration of opportunities within the core business, adjacent to the core business or within new customer sub-segments and an organizational infrastructure that cannot support successful execution” (para. 1). However, managers can do positive things to improve the chances for success. Two factors that can lead to achieving growth and increasing the probability of success are to strengthen the execution infrastructure by investing in safe bets and initiating a process to identify strategies with a high probability for success. In strengthening the execution infrastructure by investing in safe bets, “a firm’s infrastructure must be up to a standard...
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................................................................................. 11 Short-Term Recommendations ....................................................................................12 Long-Term Recommendations.....................................................................................13 Conclusion ...................................................................................................................14 Bibliography ................................................................................................................16 2 Executive Summary Company Overview Coach, Inc. is a preeminent US-based leather goods and accessories company providing diversified merchandize comprising handbags, wallets, men’s and women’s accessories, outerwear, scarves, fragrance, just to name a few. The firm was founded in 1941, and it was in 2000 that Coach became a publicly traded company listed on New York Stock Exchange. As of...
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...Coach Inc. in 2012: A Case Study Analysis Wehneh Tidoe Wilmington University Dr. Hoehn Coach was founded in 1941 by Miles Cahn who was a leather artisan. The handbags that Cahn and his family created separated them from the competition because these bags were resistant from wear and tear. The company grew a following based on the bags classic styling. And time progressed; the company was able to grow due the prices of the goods being about 50 percent lower than other luxurious brands. The company was also established with large retailers as well as their own company store (Eastburn, 2013). Problem Statement Coach was sold to a diversified food and consumer goods producer named Sara Lee after 44 years of family management. Although the company maintained its strong reputation with its consumers, after a while the consumer’s preference began changing. The company’s classic style did not appeal to those who were looking for the Italian or French look. Since Coach had already developed a fan base once the company was purchase by Sara Lee, the company did nothing to change the products or pricing. Once other designer brands emerged, Coach’s best performing stores rapidly declined in sales. Strategic Analysis Coach began building its strengths years after it was purchased by Sara Lee in 1996. Reed Krakoff was hired as Coach’s new creative director. Krakoff’s first plan of action was to produce new products based on market research. The responses...
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...Capabilities and CompetitivenessCoach Inc. in 2012: Its Strategy in the ”Accessible” Luxury Goods MarketPengajar: Dr. Herris Simandjuntak, MM Mulyadi 13/361034/PEK/19234 EKSEKUTIF B ANGKATAN 27 C PROGRAM STUDI MAGISTER MANAJEMEN FAKULTAS EKONOMIKA DAN BISNIS UNIVERSITAS GADJAH MADA JAKARTA 2015 | Latar Belakang Pertama kali Coach didirikan pada tahun 1941, sebagai perusahaan keluarga manufaktur untuk barang kulit. Seiring waktu Coach menjadi diakui sebagai merek premium yang menyediakan barang-barang kulit kualitas unggul dalam gaya klasik, hingga di tahun 1980 dibuka toko Coach eksklusif. Coach dijual ke Sara Lee pada tahun 1985 dan mengalami peningkatan yang pesat. Portofolio produk Coach diperluas bukan hanya tas kulit namun mencakup, aksesoris, bagasi dan tas kerja dan banyak toko Coach eksklusif dan butik dibuka. Pada 1980-an sudah ada 12 toko Coach eksklusif serta sekitar 50 butik yang menjual produk Coach dalam department store. Seiring waktu Coach tertinggal pesaingnya dalam hal trendiness dan penjualan pun mulai menurun, pada tahun 1996 Reed Krakoff bergabung dengan Coach sebagai new creative director dan ia berperan dalam membuat posisi Coach sebagai 'brand`` mewah yang mudah didapatkan. Harga adalah sumber keunggulan kompetitif Coach di merek pasar mewah, secara kualitas dan gaya tetap bersaing namun harga 50% atau lebih dibanding pesaing. Pada Oktober 2000, Coach go public dengan nama Coach Inc Pada tahun 2005 pendapatan Coach`s tiga kali lipat dan harga saham...
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...Coach inc. case study Foundation of Competitive Strategy 25 mars 2014 Introduction History Characteristics of the luxury handbags industry Analyzis of Environment of the Company 5 forces of Porter Degree of rivalry High Potential new entrants : Low Power of Suppliers : High Substitutes Medium Power of buyers Limited Potential new entrants : Low This industry is really profitble for these actors, and lot of people would like be a part of the pie. But enter this market is not easy. The huge amount of capital request to enter the market and the difficulty to be a actors with a strong brand image justified why the power of potential new entrants i slow. Moreover the customer loyalty in this industry is really strong, which not facilitate the success of new entrants. Power of suppliers : High In the luxury industry, the power of supplier is extremly high, because they are rare and valuable. It’s means, that they can decide which retailer can get which brands and the quantity of products. Usually they decide the retail price in the same time, or they advice a retail price which is respected by retailer. In this industry negotiations are hard, and difficult, but with vertical integration or partial verticale integration as is using Coach Inc.bargaining power is increased. Substitutes : Medium The products of substitution in this industry are every type of nurses which are not considerated as luxury produtcs. The other family of substitute...
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...MGMT 5304 – Seminar in Management – MBA – Fall 2014 – PAPER GUIDELINE Research Paper # 1 – “Coach Inc. in 2012. Gamble et al., pp. 287-298. This paper is worth 25% of total grade, due Monday September 29th via the “Assignments” link on the Blackboard no later than 11:00 p.m. After 11:00 p.m. the link will no longer be operational. PAPER WILL NOT BE ACCEPTED VIA EMAIL. Make sure that you understand and follow the instructions in “A Guide to Case Analysis” posted in the “Course Documents” link. Please remember that analyzing a case does not mean to write up a history of the firm - please refer to the “Guide to Case Analysis” p. 2, under “Identification.” The Coach case provides an excellent example of a best-cost strategy discussed in Chapter 5. It contains ample information to conduct an industry analysis: dominant economic characteristics, driving forces, Porter’s Five Competitive Forces (chapter 3), SWOT analysis, VRIN framework (chapter 4), five generic competitive strategies (Chapter 5), etc. Start with an analysis of the industry (reading the case you will recognize the other companies in the industry) – identifying the dominant characteristics, doing a five forces analysis, assessing the impact of driving forces, and identifying the key success factors. Then you can proceed to look at the company’s strategy, do a SWOT analysis, and conclude with recommendations. The following questions MUST be addressed in the case analysis: 1. What are the defining...
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...Section I – Organizational History Coach, Inc began in 1941 as a small leather goods workshop in Manhattan, NY. Family members handcrafted the goods from skills handed down to them from many generations and consumers quickly looked to Coach for the unique nature and quality of their goods. Headquarters is still located in Manhattan in their former factory lofts. From here they have succeeded over the years by expanding into various product categories while maintaining the classic American style that Coach has become famous for. Coach is available in over 900 department stores in the US, 182 international department stores, retail store and duty free shop locations in over 20 countries, 161 department store shop-in-shops and retail and factory store locations operated by Coach Japan, Inc. To add to their global vision, the company has taken China by storm and sees the potential to add as many stores in China as they have at home in the US. Coach has weathered the economic crisis well over the last couple years concentrating on international growth and innovative distribution strategies. Their vision remains the same; to be the leading brand of quality lifestyle accessories offering classic, modern American styling. Section II – Strengths and Weaknesses I would consider two strengths of Coach’s to be the design, quality and diversification of their product and their distribution strategies. Two of Coach’s current weaknesses are the difficulty of contingency planning...
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...as “Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them” (p. 8). There are several definitions of coaching that attempts to pinpoint or identify the various types of coaching. Harkavy (2007) shared what the purpose of a coach is, “Your purpose as a coaching leader is to add the most value to the people you lead and to help them improve” (p. 4). This definition of what a coach does give us the responsibility to care about people enough to see them grow and develop. A simple definition of coaching is, “…Coaching is the art and practice of enabling individuals and groups to move from where they are to where they want to be” (Collins, 2009, p. 14). Goldsmith, Lyons & McArthur (2012) stated, “With a sound appreciation of business and interpersonal dynamics, a good coaching is simply a process person who can establish rapport, is informed about the executive’s immediate environment, is honest and courageous in providing feedback; is a good listener; ask good questions is visionary and analytical and is a good planner who seeks follow up and closure” (p. 12). This definition of coaching gives the coach the responsibility to empower people to raise the bar in their lives and in their performance. This would require putting away selfishness and greed and pick up compassion and altruism. The Scriptures tell us, “Let nothing be done through selfish ambition or conceit, but in lowliness of mind let each...
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...The Future of Executive Coaching: Analysis From a Market Life Cycle Approach Where are we, where are we going, and how do we prepare for what’s next? Sheila Maher, MA., MBA. and Suzi Pomerantz, MT., MCC [This article first appeared in the International Journal of Coaching in Organizations, 2003, 1(2), 3-11. It can be downloaded and printed for personal use only. Please obtain prior written permission for wider printing and d istribution from J ohn L azar, IJCO Co-Executive E ditor, at john@ijco.info .] In launching this journal the editorial board envisioned that the journal would provide a forum for “reflection and analysis…by those leaders of this eme rging field who recogn ize coach ing to be a fixture rather than a fad...” 1 This a rticle exp lores the m arket life cycle o f executive coac hing , considerin g its history and growth, and estimating its current position. We discuss the four stages of the market life cycle: product introduction, market growth, market maturity, and sales decline, exploring the implications for our profession of each stage. Understanding where coaching is in the market cycle allows u s to consider strateg ies to stim ulate the co ntinu ed growth of the pro fession . In this a rticle we present our th esis that “this emerging field” is actually already in the mature stage of its lifecycle and we make recommendations for mo ving the professio n forw ard. It is clear that coac hing is no t a fad an d it is not ne w. Coaching is rooted in a range...
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...CANTYA ANINDITA P. 387128/20851 KELAS B Coach Inc. in 2012 : its Strategy in the “Accessible” Luxury Goods Market Coach didirikan pada tahun 1941 di New York City pada tahun 1941, berkantor pusat di Manhattan. Pada tahun 1962, Bonnie Cashin, perancang busana terkenal cukup pada saat itu, dipekerjakan pada Coach, yang kemudian ternyata menjadi titik balik besar dari perusahaan tersebut. Dia merevolusi desain produk dengan menambahkan dompet koin, kantong samping, dan warna cerah ke tas. Coach terus berkembang pesat dan mengalami waktu yang baik dari tahun 1970-an sampai 1980-an. Pada tahun 2000 perusahaan ini menjadi perusahaan public yang terdaftar di Bursa Efek New York. Pada tanggal 2 Juli 2011, perusahaan ini telah beroperasi dilebih dari 20 negara dengan lebih dari 1.100 toko ritel dan sekitar 15.000 karyawan diseluruh dunia. Dari tahun 2001 hingga 2011 Coach meluncurkan serangkaian kegiatan untuk menguasai pasar asia dari merk lain dan juga mempercepat ekspansi ke eropa dengan bantuan mitrausaha di eropa pada tahun 2011. Inovasi yang berkesinambungan dan harga yang terjangkai adalah 2 kunci utama Coach untuk melakukan bisnis internasional. Selain itu karena jaringan multi channelnya, Coach Inc berhasil meningkatkan brand awareness di seluruh dunia. Sebagai emerging market, Cina telah menarik investasu...
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...Growing up playing ball, which includes football, baseball, and my first love basketball, it has took me all across the world and allowed me to meet and network with other players and coaches. With that being said the game of basketball broaden my ideas all together. The love for the game drives me today to become someday a coach at the collegiate level. For this assignment I went forth with interviewing my coach Kelly Wells who has also influenced my life in many other ways than just the correct way of scoring the basketball. I began our conversation with coach Wells asking him to answer a few question about the lifestyle of his career and the first thing he said to me was to go another route. I thought that was pretty funny. He began to answer my first set of questions about why coaching, that I think every player would have said, which was the fact that he just loved it so much. After a while, I kind of turned into the one answering questions and he began to ask. The depth of our conversation consisted about his family and how they are a major part of his success. He explained how the understanding and reasoning with his career just takes off so much stress. He hates to miss things with his family such as children birthday’s or sometime anniversary dates because of games or practice or travel. However they understand and shares his love for coaching and the game of...
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...options for developing it within an organization. And in conclusion, I will identify 3 advantages and 3 disadvantages of developing in house coaching. 2 types of coaching * Sports Coaching: This is what many people think of when they hear the word “coach”. A “player” is helped to develop their skills by a “coach”. On the other hand, the term sports coach encompasses a wide range of roles and approaches, from the football manager on the touchline, through one-to-one coaches for athletes and players, to specialist coaches for fitness and health. There are also coaches who focus on the ‘mental game’, helping sports players fine-tune their psychological preparation for high-pressure events. * Executive coaching: is a form of business coaching which is typically aimed at developing senior managers, directors and key players within a business setting. It may enhance current performance, taking skills and abilities to a new level and help individuals adapt to new situations or it may address poor performance. This type of coaching may also be termed Leadership Coaching or Performance Coaching as it tends to target the same audience and similar issues. How coaching can be directive and non directive? 1. Directive: Is where the coach offers you solutions, tools and techniques for moving forward. You may like to be offered solutions however the danger is that the solution...
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...Coach Mike Krzyzewski (Coach K.) and Coach Robert Knight (Coach Knight) were two of the most winning and successful coaches to ever coach basketball. These men are not just known for their record wins, but for their unique leadership. They each had a unique way of leading their teams. Coach Knight was Indiana University’s head basketball coach and became a legend there. Coach K. was the head coach at Duke University since 1980. A fact of interest, both of these two men knew each other in an earlier time. Coach Knight had been Mike Krzyzewski’s basketball coach when he played for the United States Military Academy at West Point. It was there they began to build a relationship of trust and respect that would follow and remain with them throughout both of their careers and beyond, as they were also friends. Each of these men have differing ways in which they lead their teams, but there are leadership styles which they shared when it came to coaching. When taking the model which Robert Katz developed we can see there are skills that did account for their success. Coach Knight held two of the leadership traits that were professed by Katz. Those were technical skills and conceptual skills. He had the ability to know exactly was needed and how to make changes based on each individual situation. According to Katz’s model, Coach Knight did not have human skills. He was known for his roughness (e.g; using high levels of profanity and throwing objects onto the court). He did not have human...
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...Coaching Done Right As a coach, you’re given an opportunity to make the biggest impact in an athlete’s life. Ever since I started playing sports I’ve always wanted to coach, but I believe Coach Mike my baseball coach was one of the big influences on me pursuing coaching. During the off season he’d come pick us up to go do morning practices. The extra time he put into making sure we were confident with our skills, the way he befriended us and the extra things he did to help us out really showed me the power a coach has. That was the defining moment where I decided I wanted to become a coach. I believe that no matter how many wins and championships you have your not a great coach unless you have connected with all your player and staff members. In today’s age, a coach is like an extra parent or a best friend to athletes. The role of a coach is to not only to teach their athletes the technical and tactical components of their sport, but to also show them good sportsmanship and character both on and off the field. In some cases a coach is the most important figure in a athletes life. Coaches encourage you to be the best you can possibly be and help prepare you for the next level. A coach is the first person an athlete will go to when they don’t know what to do. Through my experience playing sports that I noticed that kids are more...
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