Positioning is extremely important for a retail firm, because of course a retail store cannot be everything, and firms that were previously positioned to target this generation were now left wondering what to do next. Market share was also getting more competitive with pressures for lower pricing, fast-fashion, and ethical behavior. Le Chateau was faced with the problem of positioning itself in the post-boomer market to achieve market share and profitability goals as it had done for the past 50 years. Target Market and it’s Evolution Le Chateau initially focused on marketing its apparel to fashion leaders. London’s Carnaby Street was a new fashion wave described as modern in the 1960’s.
Since consumers could buy cheaper alternatives at bargain outlets, the integration strategy allows Ann Taylor to loosely compete in price while keeping a strong focus on high quality products. They can continue to invest in developing their Loft and Factory Brands in outlet settings to appeal to as broad a base as possible. This is a great alternative to their problem because they can offer their various brands to as many people as possible while still competing on price because they can offer quality clothing at a lower cost. One downside to this approach is the threat of more affordable substitutes. Another possible alternative for Ann Taylor would be to adopt more of a focused strategy approach.
Harrington Collection a manufacturer and retailer of high-end women’s apparel has seen poor sales of late and their margins are at an all time low. They are now taking a look at whether an active-wear production line option will put an end to poor sales and performance. We will firstly take a look at how the active-wear fits in with the Vigor division. The current target customer of the Vigor division is “trend setter” women aged 25-50 with an average household income of over $75 000 (Tedlow RS, Beckham H 2008). They are typically college-educated professionals seeking fashionable yet comfortable clothing for work.
AMERICAN APPAREL: growing pains Christina Eaves, Sandy Johnson, Lisa Tousant, Sheridan Mascarenhas, William Drescher Faculty supervisors: Ellen A. Drost and Stephen J. J. McGuire In 2007, American Apparel, Inc.[i] was about to change from a private firm to a publicly traded company. It had become the largest vertically-integrated garment manufacturer in the United States in less than ten years, bucking a trend in the garment industry to outsource manufacturing to low cost countries. Its founder and Chief Executive Officer, Dov Charney, was a self-proclaimed hustler whose lifestyle and management techniques generated controversy that most publicly traded companies eschewed. Charney’s open and frank attitude about progressive social issues and sexuality stirred up media feeding frenzies, from rag trades to nationally syndicated television. The provocative photos he selected for American Apparel’s ad campaigns grabbed people’s attention – not always in a positive way.
Today Barneys holds three standards above all others; Luxury, taste, and Humor. But it has not always been the upscale market Mecca that it is today. Barneys has come a long way from their humble beginnings as a small menswear retailer to a standard in a discerning industry. Barney pressman started the dream in 1923with 500 square feet of retail space and five hundred dollars from the pawning of his wife’s engagement ring. Pressman stocked the store with 40 designer suits, mostly samples and overstocks, and offered his customers prices far less than list.
2. Avon believed focusing on the untouched market of the United States would be difficult so they focused on the growth of the global operations outside of the United States because they felt that it would be very easy to rule and then they could come back to the United States and be able to gain and convince the United States that their products were the best on the markets today. 3. Avon would benefit from other countries because of their product would appeal to more customers for the disposal incomes that they have because in the past the populations in other countries would look at Avon’s cosmetics as a falling of secondary needs. Avon has employed more women for their company and that means they would have a large amount of time to schedule appointments with all of the representatives, because females will think differently when purchasing the products from other companies instead of Avon’s products.
By offering low prices and giving people access to more high end goods, the department store helped blur the lines of class that previously divided society. The status of women was also changing at this time due in part to the rise of the department store. The department store gave women a place that was socially acceptable to visit and it was a significant job provider to a growing female workforce. There were also the changes in technology that emerged as modernity gained momentum. The department store was a symbol of this modernity, showing off all that was new in the world.
At this time the lower price apparel concept Ann Taylor LOFT was started. The idea for the concept was to attract younger and more casual and cost effective, but to remain professional. The CEO at the time Sally Kasaks incorporated casual clothing, petite sizes, and accessories in an attempt to start a one-stop shopping environment and to widen the appeal and fuel growth of the market. After the losses in fiscal year 1996 that could have been a misstep of fashion the cropped T-shirts was not a fit for the clothing of the workplace and at that time Kasaks left the company. The New ANN CEO name Patrick Spainhour who had the experience
Executive Summary: Canada and the United States are two major trading companies dealing with Under Armour and Lululemon Athletica. By analyzing each of the company’s financial profiles, a smart decision would be to invest in Lululemon Athletica. Reasons being that this company is so rare in the type of clothing they sell and as one can see in the financial analysis this company started off small but is continuously growing a fast rate. Under Armour is a major company and it looks like it is pretty successful and constant. This could also lead to a problem in the future because what happens once the competition catches up to Under Armour their profile starts to fluctuate and could result in potential decreases in revenue.
Coach Inc.: Is Its Advantage in Luxury Handbags Sustainable? 1. Executive summary Coach Inc. (Coach) is the world large leading luxury lifestyle accessories brand that offering classic and stylish produces. The company has extreme success over the past few years. The company is operating on the niche market position in highly competitive market.