... | |Aspiration Statement |18 | |Situation Analysis |19 | |Competitive Analysis |20 | |Current Market Need |22 | |SWOT Analysis |23 | |4 P’S of Levi Strauss |26...
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... |2 | | |1.1 |Acknowledgement |3 | | |1.2 |Table of contents |4 | | |1.3 |Executive Summary |5 | | | | | | |2 | |Introduction |6 | | |2.1 |Introduction to LEVIS |7 | | |2.2 |Problem Statement |8 | | |2.3 |Research Objective |9 | | |2.4 |Limitations |10 | | | | | | |3 | |Methodology |11 | | |3.1 ...
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...1.0 QUESTION 1 1.1 PESTEL Model The first marketing perspective action that could have been taken by Levi’s is implementing the PESTEL model. PESTEL model can be look as a market research analysis which views and group macro-environmental factors as a whole group picture and it is purposely for the manager to make decision for the organization. PESTEL can also let the manger to see the current market status, business position, and the opportunities of growing products and business. There are six factors that are grouped in the PESTEL model, the first factors is political factor which is considers about the terms and change and activities of the government. For example, government has increased the tax rate, thus the manger will make adjustment by increase current price of the year due to maintain current amount of profit. The second factor is the economic factor which looks into the current economy situation, such as inflation or recession and the exchange and interest rate. Manager will invest in more machinery or other investments when the interest rate is low. The third factor is the sociological factor which looks into the current needs and culture of the social. For instant, the demand of skinny jeans among the youngsters have increased, Levi’s will design and produce this kind of jeans. The next factor is the technological factor which deals with the affect changes or growth of technology of Levi’s. This factor should be consider seriously by Levi’s, because the...
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...[pic] Levi Strauss & Co. : An overview According to the company’s Web site (www.levistrauss.com) the company was founded in 1853 by a young Bavarian immigrant Levi Strauss. Levi Strauss had left New York to San Francisco to sell his supply of dry goods. There he found the need for rugged long lasting trousers. Levi patented cotton riveted waist overall which later became the legendary Jeans. Levi Strauss & Co. (LS&Co.) is one of the world’s largest brand-name apparel marketers with sales in more than 100 countries. There is no other company with a comparable global presence in the jeansand casual pants markets. Levi Strauss & Co., together with its subsidiaries, operates as a branded apparel company. The company designs and markets jeans, casual and dress pants, tops, skirts, jackets, footwear products, and related accessories for men, women, and children under the Levi’s, Dockers, Signature by Levi Strauss & Co., and Denizen brand names. It also licenses its trademarks for an array of products, including accessories, pants, tops, footwear, and other products. The company distributes its Levi’s and Dockers products primarily through chain retailers and department stores in the United States; and through department stores, specialty retailers, and franchised stores internationally. In addition, it distributes its Levi’s and Dockers products through online stores. Further, the company distributes Signature by Levi Strauss & Co. branded products primarily through mass channel...
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...DOCKERS: CREATING A SUB-BRAND INTRODUCTION In the spring of 1985, Levi Strauss & Co. (LS&Co.) was flush with its success in the blue jeans market. The company’s star campaign, called “501 Blues,” had recently brought new vitality to the company after several failed expansions into other apparel market segments in the earlier part of the decade. Confident in the wake of 501’s success, the company was contemplating its next steps when research revealed a decline in jeans purchases by LS&Co.’s core customer base of baby boomers. In short, the company’s “bread and butter” customer for the last 30 years - the American male teenager - was now 25-40 and was moving out of the jeans market at an alarming rate. To retain these customers even as their jeans purchases slowed or stopped, the company introduced Levi’s Dockers casual pants. Dockers, as the name was later shortened to, was one of the most successful new product introductions of the 1980s in the clothing industry. Consumers responded to the product design, which utilized the comfort and casual feel of cotton, and likeable advertising by purchasing enough Dockers to make a billion-dollar brand by 1993. Over the course of the 1990s, LS&Co. enjoyed phenomenal success from its Dockers sub-brand. The Dockers brand achieved record sales growth in 1998 and Fortune magazine estimated in 1999 that 75 percent of American men owned a pair of Dockers and that the average customer owned 3.8 pairs. That year, the total...
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...untiring guidance throughout the development of the report. It has been my great privilege to work under his inspiring and provoking guidance. CONTENTS 1. Company Description 2. Business Mission 3. Marketing objective 4. Situation Analysis * Industry analysis * Competitors * Customer profile * Technology * SWOT analysis 5. Marketing Strategy * Target market strategy * Marketing mix 6. Implementation , Evaluation, and Control * Marketing research * Organizational structure and plan * Financial projection * Implementation timetable * Summary endnotes * References COMPANY DESCRIPTION | | | Founded | 1853 (1853) | Founder(s) | Levi Strauss | Headquarters | San Francisco, California, U.S. | Area served | Worldwide | | | Industry | Clothing | | | | | | | | | Levi Strauss & Company was established in the 1850s in San Francisco, California, to sell the finest domestic and foreign...
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...For exclusive use at Massachusetts Institute of Technology (MIT), 2015 9-694-046 REV: MARCH 25, 2008 JANICE H. HAMMOND Barilla SpA (A) Giorgio Maggiali was becoming increasingly frustrated. As director of logistics for the world’s largest pasta producer, Barilla SpA1, he was acutely aware of the growing burden that demand fluctuations imposed on the company’s manufacturing and distribution system. Since his appointment in 1988 as director of logistics, he had been trying to make headway on an innovative idea proposed by Brando Vitali, who had served as Barilla’s director of logistics before Maggiali. The idea, which Vitali called Just-in-Time Distribution (JITD), was modeled after the popular “Just-InTime” manufacturing concept. In essence, Vitali proposed that, rather than follow the traditional practice of delivering product to Barilla’s distributors on the basis of whatever orders those distributors placed with the company, Barilla’s own logistics organization would instead specify the “appropriate” delivery quantities—those that would more effectively meet end-consumer’s needs yet would also more evenly distribute the workload on Barilla’s manufacturing and logistics systems. For two years Maggiali, a strong supporter of Vitali’s proposal, had tried to implement the idea, but now, in the spring of 1990, little progress had been made. It seemed that Barilla’s customers were simply unwilling to give up their authority to place orders as they pleased; some...
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...Brand Management Case No. 4 DOCKERS: CREATING A SUB-BRAND INTRODUCTION In the spring of 1985, Levi Strauss & Co. (LS&Co.) was flush with its success in the blue jeans market. The company’s star campaign, called “501 Blues,” had recently brought new vitality to the company after several failed expansions into other apparel market segments in the earlier part of the decade. Confident in the wake of 501’s success, the company was contemplating its next steps when research revealed a decline in jeans purchases by LS&Co.’s core customer base of baby boomers. In short, the company’s “bread and butter” customer for the last 30 years - the American male teenager - was now 25-40 and was moving out of the jeans market at an alarming rate. To retain these customers even as their jeans purchases slowed or stopped, the company introduced Levi’s Dockers casual pants. Dockers, as the name was later shortened to, was one of the most successful new product introductions of the 1980s in the clothing industry. Consumers responded to the product design, which utilized the comfort and casual feel of cotton, and likeable advertising by purchasing enough Dockers to make a billion-dollar brand by 1993. Over the course of the 1990s, LS&Co. enjoyed phenomenal success from its Dockers sub-brand. The Dockers brand achieved record sales growth in 1998 and Fortune magazine estimated in 1999 that 75 percent of American men owned a pair of Dockers and that the average customer owned...
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...10 6.1 Analysis 10 6.1.1 Core competencies 10 6.1.2 Organisational behaviour study 10 6.1.3 Organisational Vision and Mission 11 6.1.4 Balanced Scorecard based strategy implementation 11 6.1.5 Balanced Scorecard value creation perspectives: 12 6.1.6 Building a strategy map 13 6.1.7 Implementing a Balanced Scorecard Programme Management learning organisation structure 14 7. STRATEGIC DEVELOPMENT 15 7.1 SWOT analysis 15 7.2 PESTEL analysis 15 7.3 GAP analysis 16 8. STRATEGY IMPLEMENTATION 16 8.1 Creation of a strategy plan 16 8.2 Strategic Transformation Project Implementation Route 2 (Project route) 17 9. MANAGING ORGANISATIONAL CHANGE 17 10. INNOVATIVE CONTINUOUS IMPROVEMENT PROGRAME 18 11. REFERENCES 20 1. EXECUTIVE SUMMARY: Levis Strauss has been one of the world’s most successful brands in the fashion industry but is now subject to a falling market share and is no longer meeting the demands of its external environment. Levis leadership is ineffective and the approach taken to resolve its problems is futile, capital intensive and does not produce any results. The organisation will have to embark on a radical change strategy to remain profitable in its market. The content of this report outlines the strengths and weaknesses of the organisation against its current organisational structure and provides the necessary steps to bring about change which creates a modern,innovative, learning organisation that can remain sustainable in the future market. ...
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...Strategic Planning: What does it Mean?, and How is it done Effectively? Most business owners or managers recognize that a strategic plan is a directional map for where their companies are headed and how they intend to get there. However, it is much harder for them to understand what goes into the strategic planning process, how the strategy-making task is best performed, and the full impact of the process the planning team goes through to develop the strategic direction of their organization. Strategic planning is best done when a company looks at its past, present, and future in light of its related environment. It is the process of thinking about the company and its related environment as an integrated whole. A process during which an executive "planning team" is organized to consider three key questions on a continuous basis: 1. What is our business? 2. Where do we wish to arrive, and when? and 3. How do we get from here to there? In a personal interview, Karen Poppe, Vice-President of Human Resource Management at Wall Drug, discussed the importance of organizing a strategic planning team to guide the long-term direction of a company. The planning team at Wall Drug consists of six key management people covering finance, personnel, and marketing. Clearly the success of those planning efforts is reflected in Wall Drug's average annual growth rate of 25% over the last five years. What is our...
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...Planning Strategic Planning Process Shelia Quinn Keiser University Dr. Jeff Ritter Marketing Management Knowledge and Skills MKT531 March 7, 2013 In order for individual departments in an organization to come up with a business plan, there must be a plan in place for the entire organization. This plan must meet the needs and add value for the customers, employees, and investors (Peter & Donnelly, 2013, p. 7). In order to arrive with a comprehensive plan, strategic planning must be done first. Strategic planning involves developing an organizational mission, organizational objectives, organizational strategies, and an organiztional portfolio. Once this has been accomplished, managers can develop plans for the individual departments (Peter & Donnelly, 2013, p. 7). This paper will take a look at each of these steps in the strategic planning process. Organizational Mission Every organization should have a strong and clear mission statement. This statement describes why the company exists, the direction the organization is going, and how they are going to succeed. It has to be a statement that everyone can connect with and understand (Peter & Donnelly, 2013, p. 8). When developing a mission statement management must look at the company’s history, competencies, and environment (Peter & Donnelly, 2013, p. 9). The history of accomplishments and failures of the company need to be considered to keep the company growing. The company also needs to concentrate...
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...MY BUSINESS PLAN I am just a 17 year old girl, and it has been 4 months of the beginning of my college life. But, I am very keen to start up my own business so I am planning to open a business in the field of clothing, as I love shopping. I would love to create my own brand and work on it to make it successful. VILIVIA CLOTHINGS LTD. It will be a sole proprietor business, because I personally resist trusting people, on clothing which would initially include; shirts, trousers, jeans, T-shirts, dresses, shorts, formal wear etc, for men and women both. Further, it will be expanded. I strongly suspect, after looking into the industry trends, that clothing industry is flourishing a lot these days. People being highly fashion and brand conscious, buy clothes more often, as it has become a status symbol. According to my prediction, it’s going to be the leading in the coming times. My residence is in Mohali and it’s a fact that, Mohali lacks in brands and quality material and people travel all the way to Chandigarh, for buying clothes. So, I would open my 1st show room in Mohali so-as-to ease my customers and attract them in large numbers. Still, I will have competitions; Adidas, Nike, Levis and many more. Marketing does not only include sales, but also includes after sale services, so both the things will be my motive. My marketing and advertising strategies will be very explosive. Advertisements will be in light on televisions, in newspapers as well as on radio stations. Professional...
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...Levi Strauss Canada : The GWG® brand 1. Critères de segmentations Psychographic: Consumers Preferences Fashion-conscious consumers Flare jeans Younger Hip-hop consumers Ultra Baggy Workers Casual Wear Demographic: Consumers preferences 15-24 Fit Fashion relevancy Cool Brand image 25+ male Older Consumer Relax Fit for comfort aimed Women Change style with fashion trend Variety of style preferences Men Brand is not/less important 2. Les implications du choix du segment sur : - Le produit : Si la segmentation est trop précise ou trop focalisée sur un marché, le risque serait de limiter fortement le potentiel du produit et donc passer à côté d’un large public avec des attentes parfois légèrement différentes. Il est donc essentiel de connaitre le potentiel du produit afin d’élargir un maximum et de positionner le bon produit pour le bon segment, par exemple le Orange Tab et le Red Tab. - Le prix : le positionnement dans un ou plusieurs segments, entrainera une modification de stratégie au niveau du prix. Il est essentiel, afin de définir le bon prix, de savoir dans quelle gamme de produits nous désirons nous positionner, pour quel public et quel sera l’importance de l’image de la marque et de la qualité. - Le canal de distribution : On observe (annexe1) que le segment visé par Levi’s (prix initial 40-50$ et 50-60$) devait idéalement se situer dans un canal de distribution type jeanserie pour les femmes, et grands magasins ou magasins spécialisés...
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...Levi Strauss and Co.: Creating a Sub-Brand 1. How would you characterize Levi’s branding strategy in general? What are the positive aspects? Are there any negative aspects? Branding strategy according to businessdictionary.com- the long-term marketing support for a brand, based on the definition of the characteristics of the target consumers. It includes understanding of their preferences, and expectations of the brand. Regarding Levi’s specifically, the case discusses that the branding strategy is identifying the quality of the clothing itself. Key words such as durable, dependable, and quality are often words used throughout the marketing campaigns. Generally speaking, they are simply targeting almost any category: rich, poor, etc. Although no company is perfect, I do believe that there are no significantly negative aspects about Levi’s branding strategy. 2. Analyze the Dockers communication strategy at the time of the launch. How did it fit in with past Levi’s advertisement efforts? How did it contribute to brand equity? Communication strategy according to epa.gov- Should include: outlining the objective/goals of the communication, identify key stakeholders, define key messages, and specify the mechanisms that will be used to obtain feedback on the strategy. Brand equity according to investopedia.com- the value premium that a company realizes from a product with a recognizable name as compared to its generic equivalent. At the time of the launch...
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...MGM Advertising & Communications Services, Inc. Address: Ste. 1203 Galleria Corporate Center EDSA cor Ortigas Ave. Quezon City Manila Contact: Tere de Jesus - Garcia Email: Company description: MGM is a full service communications company that provides advertising, public relations, event planning & management, market research and other communications services to broad range of clients. Clients include Honda, Cathay Land, National Bookstore, Seaoil, JVC, Heinz, Lea & Perrins, Bridgestone. Dean Owen has been changing his business cards to say “President” for years now, so we thought we might as well make it official. MGM attempted to establish a new life for itself from the mid-1990s as a "mini-major" studio, operating more or less independently, but latterly with the financial and operational support of part-owners Sony Pictures and Comcast. That followed a long period of steady decline. In its golden age, MGM was the undisputed giant of the movie industry, with such hits as Gone With The Wind and Wizard of Oz. But the studio fell from grace in the 1950s before being gradually carved up by corporate raiders. In 1996, MGM bought back its independence and restored some of its lost glory. But it remained the smallest of the movie majors, heavily reliant on its back-catalogue and the periodic resurrection of its James Bond franchise. The company went into play in 2004, and was eventually acquired by a consortium of investors. However, this strategy also...
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