...Problem Statement Retailers are upset that Foxy is selling their products at festivals for a lower price. Retailers believe this is tarnishing their image and cannibalizing their sales during the summer. The decision that needs to be addressed is the partners need to decide whether to continue selling at festivals and to retailers at different prices or to focus on a single distribution method. Situation Analysis Background: Opportunities: * To distribute product at higher end festivals * Develop a third line for festivals * Expand the target market as trends grow Strengths: * Background experience in the business and in design/production of jewellery * Unique product in the industry * Cost effective products * Small production costs * Direct relationship to customers through festivals and retail clients * They represent their own company/products * Low cost allows high mark up for retailers (industry avg 150%) Weaknesses: * Young, minimal life experience * Low end festivals can damage the brands image * A Tarnished retail product, occurring from cheaper sold products at Foxy’s festivals * Conflicting methods of distribution Current Financial Situation Alternative #1 Sara and Julie have the option to attend only three festivals during the summer months instead of the seven that they currently attend. From this they can focus more on increasing sales with their retailers. Qualitative: Pros | Cons | ...
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...contribute to building positive brand equity (list one). Which factors do you think would be the main contributors to a firm’s brand equity? 1. Product range 2. Relative product quality 3. Word-of-mouth 4. Social ‘status’ of the product 5. Visibility of the product 6. Market share (extent of popularity) 7. Success of new products 8. Target markets 9. Competitive set 2. Now review the second list of brand equity benefits. Which ones do you consider to be the main benefits? 1. Increased sales 2. Price premium 3. Customer loyalty 4. Perceived popularity and real visibility 5. Point-of-sale merchandise uptake 6. Supplier bargaining power 7. New product success 8. More product line extensions 9. Significant competitive advantage 10. Point-of-sale merchandise uptake 11. Easier market development 12. Stable cash flow and easier planning 3. Looking at the two lists, do you think that there is a relationship between the two? That is, does a strength/performance in one list contribute to a better result for a similar factor in the other list? (Example, a strong brand can be built by social media, yet strong brands will generally have a greater social media presence and uptake.) Yes, I imagine that there is a relationship between the two records. According to my perspective I surmise that is does quality in one rundown add to a superior result for a comparable element in the other rundown. It is centres upon...
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...In a Bind Peak Sealing Technologies Product Line Extension Dilemma Table of Contents Introduction 3 Customer Analysis 3 Who are the customers? 3 Buying Processes 5 Relationships 6 Company Analysis 7 Networks 8 Recommendations 9 Conclusion 9 References 10 Peak Sealing Technologies Product Line Extension Dilemma Introduction Peak Sealing Technologies are a Texas based, leading manufacturer of high quality and innovative adhesive products. Their lines are heavily focused on premium industrial strength tapes, carton sealant and other packaging products. PST are steadily expanding their net sales and have experienced huge growth over the past 5 years. One of their product lines is known as K-2 tape, a pressure sealing tape of which there are nine variations. Recently Tensile, a competitor in the industry, released a new economy line tape of which PST believe may quickly become a threat to them. Now, PST are debating the consequences and outcomes of releasing an economy line tape to reduce the likelihood that Tensile’s cheaper Ecoslim and Ecoslim-wide will replace two variations of K2 tape in consumer minds. However, as this contradicts their established reputation as a premium brand, careful analysis of the industry, end customer and distributor forces, and company relationships and needs is required. PST must use this analysis to address two key challenges – retaining their current customer base, and ensuring their premium reputation remains untarnished...
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...market share of this market from a very long time and this is evident from the launch of a new and improved version of Colgate Sensitive Original, known as Colgate Sensitive Pro-Relief. Earlier this premium segment of the market consisted of a lot of players like Colgate's very own Sensitive, Pepsodent's Sensitive, Miswak and a few more players in the market who were already charging a premium price from the consumers as compared to the other variants of toothpastes available in the toothpaste market i.e. the prices in this segment were at a premium of around 30 percent than the other toothpaste variants present in the market. Also, if Pepsodent was already present in this segment then why did it launch a new product using the product line extension strategy to come out with a new and an improved version of the Colgate Sensitive? The answer to this question lies in the fact that a few months back Sensodyne entered into this market and decided to occupy a place into a smaller niche segment and took the competition to an all new level and since Colgate did not want to leave the...
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...exists. Reduced pricing to remain competitive during tough economic conditions is a necessary move. Lost revenues due to margin erosion can be replaced via additional product lines. Retail strategy continues to be aimed at the niche high-income market. Entry into the ‘black diamonds’ new market opportunity does not dilute the value proposition. - Represents a new market development and extension of product range within the higher LSM market. - Purchasing power of the new segment is relevant and cannot be ignored. - Value proposition supports offering within the new market. 2. When the economic conditions change for the better, should Woolworths withdraw some of the added products? Please Explain. No, Woolworths must not withdraw any of the added products. Before Woolworth introduced the added products, research and developments studies were conducted and it became apparent that there was the market for product range introduced New product lines shall never be seen as the cheaper substitutes, instead product line extension. Woolworth’s strategic positioning is fresh food, quality and innovation, premium pricing and niche markets Exhibit 3 indicates a decline in performance (2007 – 2009). Exhibit 3 indicates a decline in performance (2007 – 2009). - New product lines / extensions provide much needed revenue streams and consequential gains in market share Exhibit 2 indicates that Woolworths market share has increased...
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...satisfy the desires and preferences of the customers, the products are usually intensively searched by the customers. The end products of the Terra Cycle are bought in bulk by the customers since the products are unique and effectively suite the consumers. The customers are also keen about any change that is made to the food products that are manufactured by the Terra Cycle. Any slight change that is made to the plant flood staff attracts the attention of the customers. This has made it almost impossible for the Terra Cycle to make any sudden changes to the food products produced by the firm. 2. Go to www. terracycle. net and look at the types of products the company sells. Describe their product mix. How wide is it? Which basic product lines does it sell? How long are they? The TerraCycle manufactures various diverse products that are made readily available to the customers through distributing the products to the marketplaces. Since the company manufactures numerous products, it is better for the company to purchase all the related products together. This is very vital since it reduces the high charges that the company would incur if the manufactured products are manufactured and sold as a single unit. Purchasing of the products that are associated as a single unit is cheaper compared to purchasing the product one after the other. Selling of the related products together reduces the money...
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...Report Urban Outfitters Urban Outfitters brand was introduced by Urban Outfitters, inc. which is a multinational clothing corporation that has its distinct brand and has its headquarters in Philadelphia in the United States. It operates in United States and in Europe serving a dynamic market and also controlling a significant market share. The promise of the brand is to provide for its consumers relevant trends that will make them unique and stand out in a fashion industry that is experiencing complex and dynamic levels of competition. That means that an understanding of the tastes and preferences needed in the market is not enough as the brands need to act as trend setters (Urban Outfitters 2014). Urban Outfitters have a diverse inventory which includes clothing, house wares, and foot wares. The trends incorporated include kitschy, vintage, hipster, bohemian, and ironically humorous styles. Urban Outfitters brand has been associated with several other brands due to their relation to the company Urban Outfitters, inc. and the other brands include Terrain, BHLDN, Free People, and Anthropologies. Urban Outfitters brand in terms of persona it represents a unique style to young members of the society which makes individuals distinct and sets them apart from others. It links trendy fashion to music and lifestyle through presentation of products from famous designers in the modern society (Urban Outfitters 2014). Name and Logo The name of the brand is Urban Outfitters which makes...
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...American Eagle Outfitters, Inc.: Retail Store Analysis Company Overview: American Eagle Outfitters, Inc., a billion dollar corporation, is ranked as one of the largest retail chains in America. With their central corporate headquarters in Pittsburg, Pennsylvania, and two other corporate facilities located in New York City and Tokyo, Japan, American Eagle, Inc. operates numerous mainline stores, factory stores, franchised stores, and distribution centers across the country and the globe. Company History: In 1977, the Silverman brothers, Jerry and Mark, who owned and operated Silverman’s Menswear, a Retail Ventures, Inc. company, founded American Eagle Outfitters. Opening the first store in Novi, Minnesota, the Silverman brothers were hoping to diversify their menswear line. Several stores were opened up and a catalog was created. American Eagle Outfitters continued to grow into 1990, when a leadership change to Jacob Price led to the introduction of casual, private-label merchandise for men and women. In 1994, American Eagle Outfitters became part of the NASDAQ stock exchange, which enabled the opening of 90 stores the following year. New executives came aboard in 1996 and decided to alter the target demographics of the target market and reach more women, as well as focus on those 18-32 years of age. Shortly after, American Eagle expanded to e-commerce with ae.com. By 2000, American Eagle operated 500 stores and revenues for the company quintupled to $1 billion. The Canadian...
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...APPENDIX C UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, DC 20549 FORM 10-K FOR ANNUAL AND TRANSITION REPORTS PURSUANT TO SECTIONS 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 È ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended January 31, 2009 ‘ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File No. 000-22754 URBAN OUTFITTERS, INC. (Exact Name of Registrant as Specified in Its Charter) Pennsylvania (State or Other Jurisdiction of Incorporation or Organization) 23-2003332 (I.R.S. Employer Identification No.) 5000 South Broad Street, Philadelphia, PA (Address of Principal Executive Offices) 19112-1495 (Zip Code) Registrant’s telephone number, including area code: (215) 454-5500 Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Name of Exchange on Which Registered Common Shares, $.0001 par value The NASDAQ Global Select Market LLC Securities registered pursuant to Section 12(g) of the Act: None Indicate by checkmark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes È No ‘ Indicate by checkmark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ‘ No È Indicate by checkmark whether the registrant (1) has filed all reports required to be filed...
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...Gap Inc. Meghan McGowan Simmons College Introduction Gap Inc. is a major player in the family clothing market worldwide. They have locations in the United States, the United Kingdom, Canada, France, Ireland, Japan and franchised locations in Bahrain, Indonesia, Kuwait, Malaysia, the Philippines, Oman, Qatar, Saudi Arabia, Singapore, South Korea, Turkey, the United Arab Emirates, Greece, Romania, Bulgaria, Cyprus, Mexico, Egypt, Jordan, and Croatia, and Israel. In 2009 they had the highest market share in the U.S. family apparel industry. Five Forces Analysis 1. Competition from rival sellers is strong. The rapid introduction of new trends in fashion causes the clothing industry to be in a state of constant change. The myriad of options for consumers of stores to purchase clothing causes switching costs to be low. It is essential the companies are able to respond quickly to new trends in order to appeal to consumers and create brand loyalty due to the high amount of competition in the industry. 2. Competition from potential new entrants is weak. In the apparel industry the barriers to entry is very high. It is imperative for a company to have high brand loyalty, due to the low switching costs. This makes it difficult for new entrants to survive, because they will not have brand loyalty. Consumers tend to stick to clothing brands that they like and to continue to shop there if they trust the company...
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...Corporate Histories History of Under Armour Under Armour is currently an athletic apparel, footwear, and accessory brand with the mission “to make all athletes better through passion, science, and the relentless pursuit of innovation” (Under Armour website). The brand was founded in 1996 by University of Maryland football player Kevin Plank in the basement of his grandmother’s house in Baltimore, Maryland. Based on his own athletic experience, Plank was inspired to create a sweat-wicking undershirt that did not get moisture-laden with sweat during games and practice. The company gained initial success with grassroots marketing among the athletic community. Under Armour did not reach mainstream consumers until the company’s products appeared in the 1999 film Any Given Sunday. It has continued to appear in other movies and television shows, and it has gained many athletic stars as spokespeople of the brand. Under Armour launched its first television advertisement, featuring football player Eric Ogbogu, in 2003. These marketing efforts have done well to expand consumer recognition of the brand’s initial product. Sweat-wicking shirts are now commonly known as “Under Armour” similar to the way tissues are now often just called “Kleenex.” With its evolving brand image, Under Armour has been able to expand beyond the athletic performance apparel market, which it dominated at 75% of market share in 2005. Following its initial public offering in 2005, which raised over $100 million...
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...Leading Licensing Companies By Dawn Wilensky A combination of new and evergreen properties/brands drove 2006 worldwide retail sales of licensed merchandise. Over the last five years, we have made strategic changes to our Leading Licensors list to ensure up-to-date, accurate worldwide retail sales estimates. This year, we made yet another change. As the line between licensor and licensing agent continues to blur—with many licensors taking on the task of representing properties/brands outside of their portfolio, and many traditional licensing agents being charged with fueling power for the brands/properties they represent—we have widened our list to include overall retail sales figures for licensing agents. As a result, we have changed this feature's name from “Leading Licensors” to “Leading Licensing Companies” to better reflect the power of the licensing business. As for this year’s list, which reflects 2006 worldwide retail sales of licensed merchandise, No. 1 Disney recorded a $2 billion increase in retail sales fueled, in part, by consumer demand for all things Pirates of the Caribbean, High School Musical, Cars, and Disney Princess. Sanrio also saw a significant uptick in sales, rising from $4.2 billion in 2005 to $5.2 billion in 2006. Phillips-Van Heusen makes its debut on the list at No. 2 with $6.7 billion in sales driven by proprietary brands Van Heusen, Arrow, Izod, Bass, and Calvin Klein. Other newcomers include: Carte Blanche Greetings ($700 million); Sean John...
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...Chapter Three 3 Fundamentals of Cost-Volume-Profit Analysis Orientation P A R T 1 LEARNING OBJECTIVES Preparing and Organizing Yourself After reading this chapter, you should be able to: for Success in College L.O.1 Use cost-volume-profit (CVP) analysis to analyze decisions. L.O.2 Understand the effect of cost structure on decisions. L.O.3 Use Microsoft Excel to perform CVP analysis. L.O.4 Incorporate taxes, multiple products, and alternative cost structures into the CVP analysis. L.O.5 Understand the assumptions and limitations of CVP analysis. C H A P T E R S I N P A R T O N E 1 2 Making Yourself Successful in College Approaching College Reading and Developing a College-Level Vocabulary Approaching College Assignments: Reading Textbooks and Following Directions 3 ✓ Related Resources See pages 000 to 000 of the Annotated Instructor’s Edition for general suggestions related to the chapters in Part One. 1 cor50782_ch01_001-072.indd 1 10/5/09 11:09:2 P A R T I opened U-Develop because I love photography and I wanted to own my own business. I now get to spend most of my day working with employees and customers making sure that the photos they take are the best they can be. It also gives me a chance to encourage younger people who have an interest in photography, because I work with many of the school groups and after-school clubs here in town. That’s the fun part of the job. But I also have to think about the financial side of the business. I need a systematic way to understand...
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...Best Retail Brands Founded in 1974, Interbrand is one of the world’s largest branding consultancies. With nearly 40 offices in 26 countries, Interbrand’s combination of rigorous strategy, analytics and world-class design enables it to assist clients in creating and managing brand value effectively across all touchpoints in all market dynamics. Interbrand is widely recognized for its Best Global Brands report, the definitive guide to the world’s most valuable brands, as well as its Best Global Green Brands report which identifies the gap between customer perception and a brand’s performance relative to sustainability. It is also known for having created www.Brandchannel.com, an international online exchange and resource about brand marketing and branding. For more information on Interbrand, visit www.Interbrand.com. For more than 30 years we have been creating retail brand experiences for companies around the world. Interbrand Design Forum’s talent for game-changing innovation spurred us to create a business model that integrates analytics-based strategy into what began as a design and architecture group — the first and only company with such a comprehensive offering. Our broad range of services includes: retail design, brand strategy, shopper sciences, packaging, digital, documentation and rollout. This unique ability to address retail’s growing complexity has led many of the world’s top companies to our doorstep and propelled Interbrand Design Forum to the forefront of...
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...Marketing Plan Oliberté International Marketing MIB Front - Team 4 I. Executive Summary II. Concept Statement A. Company Background and Mission B. Products and Services C. Business Model: Sustainability and Uniqueness D. Strategic Intention E. Marketing F. Risk Analysis G. Differentiation H. Evaluation: Factor of success III. Situation Analysis A. Industry Analysis 1. Industry overview 2. Porter five forces 3. Market size 4. Position in the market life cycle 5. Available distribution structure, plus attitudes and practices 6. PESTEL 7. Risk Analysis B. Firm Analysis 1. Brief history of the company and stage of internationalization 2. SWOT Analysis 3. Stakeholder Analysis 4. Product Development and Product Extension 5. Pricing and Financial Policy 6. Internet and E-commerce 7. Organizational Structure C. Competitor Analysis 1. Competitive Positioning: Direct and Indirect Competitors 2. Market Share Distribution 3. Future Competition – Direct and Indirect Competitor 4. Barriers to Entry 5. Competitive Advantages D. Customer Analysis 1. Who are your customers? 2. What do customers want/need? 3. What must be done to satisfy their wants and/or needs? 4. What is the size of the market? 5. What is the growth profile? IV. Strategic Marketing Decision A. Marketing Scope B. Marketing Goals 1. Successfully launch and market the expansion of the product offer 2 Marketing Plan Oliberté International Marketing MIB Front - Team 4 2. Successfully launch and market the...
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