...Microsoft Disk Operating System (DOS). As the largest retail chain established by Inditex, Zara generates 73.3% of the group’s sales. With the ability to quickly respond to the demands of their target customers, young fashion-conscious city dwellers, Zara are able to produce and deliver styles while they are still hot. Zara has three departments (Men, Women, and Children), each department, at corporate level in La Coruna, is managed by a group of “commercials”. Commercials consisted of two project managers and two designers, they are responsible for purchasing material, production orders and setting garment prices. Another group of commercials, called store product managers, travel extensively to observe current fashion trends and to discuss sales with store managers. Store project managers have the ability to transfer garments from store-to-store, based on the current sales trends in each geographic location. Store project managers report their finds to the project managers and designers for development of new designs or to re-order garment(s) that are popular. As a result, Zara’s clothing line changed continuously throughout the season, 75% of garments in the average store are changed over a period of three to four weeks. The constant influx of new designs produce two positive results in store sales and traffic, firstly, shoppers would buy garments on the spot to ensure that the did not miss out on the garment, and secondly, shoppers would visit the store often since new...
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...evaluating how to finance and grow their luxury handbag and accessories business. As the case ends, the founding team must decide among four potential strategic partners offering to purchase different shares of Kate Spade at various valuations. Their focus is on growing and expanding the brand and product line. Customers are those seeking a bridge level fashion accessory. Competition are other bridge level fashion accessories such as Polo Ralph Lauren. Kate Spade is a fashion label which was created to offer customers a handbag that was just below the established luxury handbag brands. The company differentiates itself by focusing on fabric bags. The company has experienced a fair bit of success and the founders are now considering various options to grow the brand and extend its product line. They are considering four options of potential investment into ate Spade. People: Katy Brosnahan. Co Founder of Kate Spade. She began the original ground work to build the company. She is also the chief creative force behind the company. She has a clear vision for Kate Spade and a which position it should occupy in the fashion market. Elyce Cox. Coowner of Kate Spade. She was instrumental in the birth of the Kate Spade idea. Before coming back to join Kate Spade, she gained extensive marketing and public relations experience and Marithe & Francois Girbaud North America. Andy Spade Co-founder of Kate Spade and husband of Katy Brosnahan. His income from his regular job helped...
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...ZARA: Fast Fashion A Written Analysis of the Case Presented to the Faculty of School of Business and Governance Ateneo de Davao University E. Jacinto Street,8000, Davao City In Partial Fulfillment of the Requirements for the Subject MGT 428: Production and Operations Management GODOY, EARL JOY A. SUARIO, LEI ANGELA D. TACADAO, VANESSA CAREM C. TAR, KESSIA CAROL D. TOREFIEL, CHRISTINE G. December 11, 2014 I. Executive Summary This paper presents the case analysis of Zara, the largest and most internationalized of Indetex’s chains. In 2001, it operated for more than 507 stores in countries around the world, including Spain. It is a Spanish clothing and accessories retailer based in Galicia, Spain; which is founded by Amancio Ortega and Rosalia Mera. The advantage of Zara is that in just a span of three weeks, it can have a new product on its shelves ready for their consumer to purchase compared to their competitors that required from three to, even, six months. Also, the first store opened in La Coruña proved to be a success, and Ortega saw the opportunity to expand to other cities around Spain and even cities around the world. Due to rapid expansion of Zara, they suffer loss which is supposedly evitable. Zara does not take into account the product demanded in a certain country. Zara should focused on careful interpretation of the demand in a certain country for them to know whether to expand or not...
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...Foxy cases study. 1) Discuss the pros and cons to launching the Foxy brand in the United States. Pros | Cons | U.S. market is 10 times larger than Canada. The brand seeks great opportunity to further develop the business, enhance product design as well company’s brand image | U.S market is quite different in terms of tastes for jewelry; it might take foxy some time to adapt to different customers. | Having the ability to infiltrate fashion hubs; cities like New York and Los Angeles are not only fashion epicenters in the U.S but they have world-wide influence and a significant presence in the international fashion industry. | The product will lose some distinctiveness since it will be available to consumers on a larger scale. | The United States features very large trade shows with over 75,000 buyers in attendance. | Launching the Foxy brand within the United States they will lose the personal contact as well as the assurance that their brand is being appropriately represented | Launching the Foxy brand in the United States would be beneficial to the company because of the sheer size of the market. | Foxy’s original Canadian customers could potentially be alienated and refuse to continue buying the product | 2) Assess each distribution strategy from a qualitative point of view. First is to decide the best appropriate method of distribution * Attending trade shows * Sales representatives Trade shows- this strategy will give an opportunity to learn...
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...What uniting mechanism can Timberland Company administer to achieve the fullest potential of appropriate product design and process given the existing disparity between the In-line teams and Invention Factory? II. Objectives a. To ensure that the manufactured product is to be positively responded by the consumers. b. To provide sufficient focus to ensure the best use of resources without restricting innovation. c. To guarantee that there is always the presence of balance with regards to fashion and functionality in all Timberland products. d. To resolve the lack of wholesale and interest of Invention Factory ideas as they are integrated to the mainstream of Timberland. e. To improve the relationship between Invention Factory and In-line teams. III. Areas of Consideration REMOTE ENVIRONMENT Demographic – Timberland’s present organization of In-line teams that are responsible for a consumer segment: (1) Boot/Urban Team, (2) Men’s Casual Team, (3) Women’s Casual Team, (4) Outdoor Performance Team, (5) Kid’s Team, (6) Pro Team, and (7) Apparel answers to the different demographics and needs of a variety of Timberland consumers. Additional consumer focused teams for new segments have been established to cater to the growing trends in modern society (i.e. New Kid’s Line, Mountain Athletic Line, PRO Industrial Line). Environment – Timberland had added environmental issues to the company’s social responsibility...
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...stronger or weaker than key rivals? 6 6. Problem Statements 6 7. Formulation and Discussion of Strategic Alternatives 6 8. Strategy Recommendation 7 1. Introduction Le Chateau, a specialty retailer, who has been in business since 1959, has managed to vertically integrate its value chain to achieve financial stability while targeting the middle market. With tough competition in the industry, Le Chateau has struggled with marketing its brand and international expansion. 2. Company’s Current Strategy 3.1. Vision Le Chateau plans to market to the post-baby boom market while still attracting its current Baby Boomer clients and the rest of its current market. 3.2. Mission What: Retailing the latest runway fashion and global trends for men’s and women’s apparel, shoes and accessories. Who: Targets the middle market; large number of soccer moms and career oriented women. * In 2004, it became more upscale and offered better quality products, 50% of...
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...| Business Policy - BUSM29845 | Atherley Case | | By: Group 5 Faryal Ahmed, Sonya Oodit, Andrianna Cholmondeley, and Kausar Dhahir | March 12,2015 | | Summary: John Atherley is the owner of Atherley Furniture Company located near Orillia, Ontario. Until 1998 the chairs division results and profits has been declining because of economic performance. From the year 1995 to 1998 John Atherley total profits have begun to suffer from $340,000 in 1995 to 260,000 in 1998mean 24% loss in it time span. The company chair division have three models of chair “Caledonia”, “Atherley”, and “Parkdale”. Sales from “Atherley” and “Parkdale” have been decreasing has of “Caledonia” model been increasing. The company has concerns that they began looking back four years, in income statements on all three models to figure out the expenses and revenues. Atherley Company has to manage the chair line property to increase profits and reduce costs and expense. ------------------------------------------------- ------------------------------------------------- Industry: household manufacturing goods industry ------------------------------------------------- ------------------------------------------------- Problem Statement & Objective Problem: Sales are decreasing in the chairs division since 1998 & the sales of certain models like Atherley & Parkdale are decreasing. They have to figure out how to increase profitability and sales. Problem: To have a higher sales...
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...Microsoft produced the SPOT watch, a 300 USD device that conveyed instant messages, stock up dates, weather forecasts and broadcasted FM radio signals. After a few years, this watch died due to marketing strategies. So today, the only surviving wrist watch from this cheerless era is in fact the original calculator watch, which currently retails for about 25 USD. In general, wrist watches have been categorized with respect to the market price as follows: Low end price: < 50 USD Middle end price: 50USD -299USD Upper end price: 299USD - 999USD Luxury watch price: > 999 USD Luxury Watches A luxury watch is versatile timepiece and a collector’s item for the connoisseur. It is associated as with high symbolic value and is a fashion accessory. These...
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...[Sport Obermeyer Case Analysis] | How to plan and forecast in an environment with variable demand and long lead time via the use of speculative vs. reactive capacity | Table of Contents Executive Summary Page Part 1 Executive Summary 3 Issue Identification Part 2 Immediate Issues 4 Part 3 Systemic Issues 4 Environmental & Root Cause Analysis Part 4 Qualitative Analysis 8 Part 5 Quantitative Analysis 9 Alternatives &/or Options Part 6 Alternatives 10 Recommendations Part 7 Recommendation 15 Implementation Part 8 Recommendation Implementation Plan 17 Monitor & Control Part 9 Monitor and Control 19 Conclusion Part 10 Conclusion 20 Part 1: Executive Summary Sport Obermeyer was founded by Klaus Obermeyer, with the intentions to provide the U.S skier market with the same stylish clothing found in Germany. Sport Obermeyer eventually developed into one of the major competitors in the U.S skiwear market. The production process for Sport Obermeyer’s product lines began a full year and a half before the product actually hits the retail stores. They are using a multi-phase production process. First, production process is received by Obersport in February; the second production phase begins in April/May and continues until August. Sport Obermeyer is starting its initial task for the 1993-1994 skiwear line. They must make a decision on where to source...
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...provide us with real time numbers, numbers that we presently don’t have during our November meetings this would only aid us in our forecasting, as well as during the season we would be able to see which items are selling well early in the season. The second issue is production planning, with long lead times on materials, large minimum orders, a short product life cycle (less than 1 year), and a very large planning cycle (2 years). We must seek out partnerships with raw material providers to facilitate shorter lead times. We must reduce the number of vendors we use. Work with Chinese facilities to reduce minimum orders. With these changes we will see a better understanding of customer demand and the ability to react to demand in a more timely fashion, this is imperative for Sport Obermeyer to continue its succeed. PART TWO ISSUE IDENTIFICATION Immediate issues 1. Committing to specific production quantities with the use of only experience, intuition, speculation and limited data. Sport Obermeyer has “scant” information about how the market would react to the new line. Sport Obermeyer doesn’t even have any clear indicators about how people are...
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...Case Study: ARMOUR GARMENTS COMPANY BACKGROUND OF THE CASE The Armour Garments Corp. (AGC) was established in 1954 in the Philippines as a manufacturer of high quality undershirts. It had two popular brands, namely: “Armour” and “Marca Troca”. The company started out by copying popular styles and designs from Hongkong. The first ten years was quite profitable. The company grew from 25 workers in 1954 to about 250 workers in 1967. The company sells all of its products to wholesalers in Divisoria who distribute the product all over the country. The products are manufactured in white color only and are generally of superior quality being twice more durable than other brands in the market. Undershirts are worn as a matter of habit to avoid the direct contact of users polo shirts with the body. Product sales is seasonal. Business usually peaks twice a year: in June, with the opening of classes and in December, with the Christmas rush. In the mid 60’s more and more undershirt factories opened. The company faced serious threats in its operation since the Divisoria middlemen were not loyal to brands. All along, AGC was banking on its institutional pride and goodwill being the pioneer in the industry. While sales of the company did not decrease, it also did not substantially increase with the growth of the population. However, this did not bother management since the cash flow was good. No major investments were made during the period. It was business as usual so to speak....
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...Executive Summary The purpose of this document is to discuss the issue of Zara’s DOS-based IT infrastructure and how it affects Zara’s performance. The concern is the current system is out of date and there is a possibility that hardware vendors will upgrade their machines leaving them incompatible with DOS. As well, Zara’s core business model is speed and responsiveness, this system is unable to keep up with this model. By assessing the pros and cons of the new IT system, with Zara’s brand image, I determined that implementing the new operating system and POS terminals is beneficial for Zara because 1. It will help to improve efficiency of information flow between Zara’s supply chain networks, 2. It removes the risk of the system becoming obsolete and no longer compatible with vendor’s machine upgrade, and 3. The new system will eliminate the need for small screen PDAs and their continuous upgrades. Issue Identification Immediate Issues - The current DOS system has not been supported by Microsoft since 2003. - Personal digital assistants (PDAs) have small screens and make it time consuming for managers to do daily tasks such as orders and returns. - The screens on the PDAs are small, therefore making it difficult to view new items. - The availability of several PDAs at each store location allows for redundancy at time of ordering. - The POS terminals and PDAs contain no information about theoretical inventory within each store. Systemic Issues - Hardware...
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...-The competitive environment of ECCO is quite high due to the other of producing shoes such as NIKE, Adidas and Puma etc are the big brand as well. However, the way they positioned themselves is interesting. ECCO positioned itself to be concerned in the quality rather than fashion 1) Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-à-vis competitors) to take advantage of changes in the industry. Use Porter’s five-forces model, the PEST model, and a SWOT analysis to explain your answer. ECCO produces mainly casual footwear with an intense focus on high-quality production.In order to deliver the highest quality product, ECCO maintained a fully vertically integrated value chain situated in various countries leveraging local expertise.Because of this unique situation, competitors found it very difficult to sustain a comparable level of quality. As noted in the case, ECCO finds itself in a highly competitive industry. The primary competitors identified in the case are: Timberland, Clarks, and Geox. For a brief analysis of the strengths of each of these competitors, please refer to Figure 3.As ECCO has recently entered the golf shoe market, they also face stiff competition from firms such as Nike, Rebok, and Adidas. ECCO stands in a unique position among the competitors in that it is the only non-branded manufacturer.The primary competitors of ECCO identified in the case outsource the majority of their manufacturing then uniquely brand...
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...Executive Summary Dani Reiss is at a point in Canada Goose where the time for growth is now. Over the report we will be discussing what is the best way for Canada Goose to best combat their strengths and weaknesses to sell their product at full potential. Reiss must choose from Levine’s Menswear and Asmuns place. At these two locations Canada Goose will be able to better target men’s and women’s fashion segment. They will also get a more dominant position in upper scale mall, which is where we will find people who will be willing to pay our high price in order to get a quality coat. If our coat is seen in upper scale stores, this will also help to improve our brand image, to build a foundation in peoples minds as Canada Goose as a luxury coat. With added sales we should be able to improve our product line to offer an even wider range of coats and accessories. Our major issue with dealing with these types of retailers is there is no guarantee of our coat not being used as a loss-leader, which will highly decrease brand prestige. We will also face the possibility of losing a few key independent retailers when they fail to keep up with the upper scale larger stores such as Levine’s Menswear and Asmuns place. Ultimately, our company faces little risk, as higher-income people will always be willing to spend, to them, a small chunk of money on a coat that is of highest quality and extremely fashionable. Problem Statement How can Dani Reiss, the president and owner of Canada...
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...Assignment – Denver International Airport (DIA) Individual Case Analysis Nicholas Y. Foo City University of Seattle PM501_03_IN: Intro to Project Management Larry D. Mitchell October 17, 2014 DIA – Individual Case Analysis The Denver International Airport was built and finally opened on February 28, 1995. It took the project nearly six years to complete with project costs initially estimated at $1.2 billion to the final cost of $5.0 billion. From the case study in Project management: a systems approach to planning, scheduling and controlling, DIA provided improved airfield configuration, improved efficiency in the operation of the regional airspace, reduced noise impacts, a more efficient terminal/concourse/apron layout, improved international facilities, significant expansion capability and enhanced efficiency of airline operations (Kerzner, 2001, pp. 645-646). Yet, the DIA construction project was inundated with many problems, conflicts of interest, increase scope changes and cost issues. Of which, the root cause is that DIA had poor Stakeholder involvement and accountability. In the PMBOK® Guide, a Stakeholder is “an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project” (PMI, 2013, p. 563). The facts will show that our stakeholder involvement and accountability suffered throughout the DIA construction project. United Airlines and Continental had 80% of all the incoming...
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