...parameters by which the project was planned, controlled and established. Below are the necessary steps the team took to deliver an outcome that will be pleasing to clients. Project Proposal The project that Team B is committed to - is to build an elegant fragrance boutique. The store name will be entitled Upscale Ambiance. Several expected benefits took place to motivate Team B to have charge over this project. The number one benefit comes from knowing consumers will not have to travel as far to purchase his or her favorite fragrance or candle. Other benefits include having unique products in stock that will set us apart from any other fragrance boutique. The team will incorporate clever promotions, savvy merchandizing and exclusive offerings for consistent customers. Consumers do not want a cookie cutter approach when purchasing expensive items. Consumers are ever increasing their knowledge of purchasing power. The team will face the challenge of brand diversity. Our fragrances will address the needs of our diverse clientele. The project team will even stock products (i.e. lotions and soaps) that are fragrance free, but will provide ingredients that soften, lift and hydrate the skin. Team B will build a boutique that gives customers more scents for his or her dollar. The project customer will be Perfume Pro. Perfume Pro will be responsible for approving and finalizing all resources for our project and hold Team B liable for successful...
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...Coursework submission sheet Academic Year 2013/ 2014 Programme | BA Fashion Business | Unit | Fashion Marketing 1 | Term | 1 | Teachers | Fabio Ciquera (FC), Abdullah Abo Milhim (AB), Karen Bacchus (KB), and Claudia alvarez kuzteer (CA), | Name and Surname | Tasneem Bhojwani | Student Number | FB1132017490 | Deadline of the submission | Time: Between 12:00-13:00 Date: 28TH November 2013 | Signature | Tasneem Bhojwani | ***Late submission will be penalised*** PLAGIARISM DECLARATION By sending this message I certify that I have read and that I understand the regulations of The University regarding plagiarism and unauthorized collusion. I understand that all of the assignments submitted by me in the course of this module should be work written by me, and that they should clearly cite and reference each and every source that was used in their development. Where I use the actual words of a source, I must put those words inside quotation marks. I understand that the inclusion of a quotation in my answer only adds academic value if I discuss or analyse it, or compare or contrast it with other materials. I understand that submitting materials, or parts of materials, that were not created by me, without clear citation of the source, constitutes academic plagiarism and is a punishable act of academic fraud. I have read and I understand the explanation of how to cite and reference my sources which is available at per the student handbook and guideline...
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...to thank all my friends throughout my study years. I studied with them, enjoyed free time together, and helped one another. I also thank all my instructors for teaching us new information and new studies. Also, for learning from them life experiences and knowledge. In addition, I would like to thank my parents and my family for raising me, teaching me and standing beside in every level in my life. Table of Contents Abstract ……………………………………………………………………………………..10 Executive Summary …………………………………………………………………………11 Chapter1: Introduction……………………………………………………………………….12 1.0 Background ………………………………………………………………………….12 1.1 Brief Description of the project………………………………………………………12 1.2 Objectives ……………………………………………………………………………13 1.3 Mission ……………………………………………………………………………...14 1.4 Statement of the Problem ……………………………………………………………14 1.5 Importance of the Study …………………………………………………………….15 1.6 Scope and Limitation of the Study ………………………………………………….16 1.7 Methodology and Procedure of Research ……………………………………………17 Chapter2: Organization and Management ………………………………………………18 2.0 Form of Business Organization ……………………………………………………..18...
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...Short Case Analysis of Gap Inc. in 2010: Is the Turnaround Strategy Working? Author of the article Annette Lohman of the California State University, Long Beach The Gap Inc. In 2010 Case Summary Case Summary This case study describes the business environment of the apparel market and how Gap Inc. tried in this highly competitive market environment to manage a turnaround in the time between 2000 and 2010. The U.S. clothing store sector accounted for approximately $156 billion in the year 2009 and had slightly declined compared to 2008 due to the worldwide recession. Average before-tax profits estimated by IBIS-World were around 3% in the year 2009. The level of globalization in the market is relatively low and made up by a large number of small and few major, domestically owned companies. The family clothing store industry is the most important sector, as it is responsible for more than half of the revenues in the U.S. clothing market. Concerning the gender woman clothes are most interesting, due to their will to spend more. Women clothing accounts for 50% of the market, followed by men and children with market shares of 37% and 13%. Hereby more than one third of the adult population has to be considered obese. According to price sensitivity 65% of the market is value-priced driven and targeted by family stores of companies such as Ross Stores or TJX Companies. They focus on still wanted brand names and discounts by delivering off-season styles. More emotional driven...
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...S w W12092 ELIE SAAB: GROWTH OF A GLOBAL LUXURY BRAND Nadia Shuayto wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-07-26 INTRODUCTION In the summer of 2010, Elie Saab, owner and chairman of ELIE SAAB (ES), was meeting with the company’s managing director, Chucri Cavalcanti, to discuss the company’s strategic goals and marketing strategy for the next five years. The primary goal was to grow the brand in new and existing markets while maintaining the brand’s exclusivity and position as one of the few remaining established brands in haute couture.1 Much of the company’s success...
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...Site Selection: The location of a casino is an important decision, because this raises strategic, regional and local considerations (Hannigan, 2007). A framework of site selection criteria, therefore, should work out to determine the casino location. Selection Criteria: The locational determinants are documented as followings to determined our casino development location: (Rephann, 1997) 1. Proximity to larger urban areas 2. Quality of transportation infrastructure: 3. Restrictiveness of state casino gaming regulations 4. Proximity to non-casino-gaming states 5. Scale of casino development 6. Presence of other recreational attractions 7. Qualified Personnel inputs In addition, other aspect of the potential destinations such as the reputation of the destination, the economic development situation, the potential tourism development opportunities, accessibility problem in VISA restrictions and the risk analysis of the destinations will be taken into consideration. Attracting elements in choosing Singapore: After conducting the site selection analysis, it is found that Singapore could be one of the potential destinations to be developed for a new casino. General speaking, the high revenue generated by tourism, the high proportion of people in the highest socio-economic categories, the presence of Singapore’s iconic attractions, the high concentration of hotels and so on making Singapore being a higher potential for the new casino development...
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...Lands’ End Case Study Shawan M. Fisher, MPA Management Information Systems Texas Southern University Fall 2015 September 30, 2015 Discussion of Company In 1963, Gary Comer, an advertising copywriter with Young & Rubicam, decided to pursue his dream of opening his own business. With $30,000 of initial funding, Comer and his partners Robert Halperin, Richard Stearns and 2 of Stearns employees set out to open Lands’ End. The first store was located in Chicago IL. and initially offered sailing equipment. Comer was an avid sailor along with Richard Stearns who was also a sailor. The next year, Comer produced a mail order catalog entitled “The Racing Sailors Equipment Guide”, and began filling orders that came in to the company. In the spring of 1977, Lands End produced its first catalog containing apparel and other goods. That same year, sales reached $3.6 million. In 1978, the company introduced its first button-down Oxford shirt upon which the Lands’ End legacy would be built. Also in 1978, operations were moved from Chicago to Dodgeville, WI. Another significant shift in operations at the time was the introduction of fulfilling customers’ orders by telephone. Lands’ End set up its toll free 800- number ad staffed it with eager operators who were answering customers’ calls in less than 2-rings! With clothing offerings soaring, the company broke ground on an office building and a 33,000 square-foot warehouse in 1979. By 1980, Lands’ End...
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... Buyer Behaviour Theory to the Marketing of Place Introduction C.K. Tang Limited (TANGS) is one of Singapore’s icons of retail, providing consumers in Singapore with the necessities of modern life - from fashion and lifestyle goods, to home products and electrical appliances, through its department stores and boutique shops since 1932. From 1988 to 1995, the store created trendsetting initiatives in Singapore like the first in-store magazines, speciality stores within a store, and its own house brands. It also broke retail boundaries by introducing Tangs Studio – a niche upscale store during the decadent 1990s – to cater to a new breed of well-travelled upwardly mobile individuals or yuppies. Tangs also won several window and store display competitions organised by the Singapore Tourist Promotion Board and Singapore Retailer’s Association. TANGS has come to be regarded as a Singaporean shopping institution along the main shopping-belt of Orchard Road (The Business Times, 2012), along the lines of Harrods in London or Bloomingdales in New York. In late 2013, TANGS completed the internal façade of their 3-year transformation plan its flagship store on Orchard Road to keep up with the ever-changing consumer shopping habits of both locals and tourists like operating on Sundays and introducing marketing strategies to increase consumer choice. This report demonstrates the application of relevant behavioural concepts in the marketing of place in TANGS L1 “Tangs Beauty”...
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...http://ivythesis.typepad.com/term_paper_topics/2009/09/what-makes-uniqlo-as-a-popular-casual-wear-brand-in-hong-kong.html What Makes UNIQLO a Popular Casual Wear in Hong Kong? EXECUTIVE SUMMARY This report is about UNIQLO, a leading casual apparel retailer in the world. UNIQLO’s success was remarkable. UNIQLO is a combination of the words unique and clothing. Perhaps the reason why UNIQLO is popular in Japan, China, the United Kingdom, Korea, Hong Kong and now in the United States is because of its uniqueness. UNIQLO offers high quality, fashionable clothes at a very affordable price. This report will discuss the reasons behind UNIQLO’s success and popularity. This report will discuss UNIQLO’s history, its business structure and the characteristics of the Japanese and Hong Kong retail industry. In addition, this report will also analyze the company’s Strengths, Weaknesses as well as the Opportunities and Threats that it deals with. Lastly, this report will discuss UNIQLO’s growth strategies and its plans to achieve its goal of becoming a global brand that transcends cultural boundaries. TABLE OF CONTENTS Page Number Executive Summary 1 Introduction 4 Industry Analysis Japanese Retail Industry 5 ...
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...that products even private label brands were less advertised. Private or own-label brands enable the manufacturers to achieve the economies of scale in producing or distribution of the products and utilization of more capacity. However, it appears that most own-label suppliers were small regional players not unintentionally playing on the major manufacturers’ field (Hoch, 1996). Past research examined circumstances which craft it nice-looking for a store brand to be introduced to exacting product categories (Hoch et al 1993; Sethuraman and Dhar, 1995). Raju et al. (1999) classified three conditions below which a store brand raises a retailer's categories earnings. First, if the cross price compassion amongst the national brands was low down. Second, if the cross price compassion among the national brand and the store brands was high. Third, if the category has a big number of national brands. Category share was also been studied as a performance assess for store brands. Hoch et al come acrossed that the category split of store brands was to be expected to be lower when there exist a larger number of national brand manufacturers, or when advertising expenditures per manufacturer was far above the ground. Though research study conclusion also proposed...
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...Introduction It was a cold morning in February 2013. Jesper Møller, the CEO of Toms Confectionery Group, was looking down at the frozen fountain in the courtyard by Toms’ headquarters outside Copenhagen. Designed in 1962 by the famous Danish architect Arne Jacobsen, the headquarters, like the company, was an iconic piece of Danish history. For decades, Toms had been a Danish household name and local market leader within the confectionery industry. Today, however, it was time to look ahead. Toms, like most other companies, had gone through the financial crisis with a solid focus on the cost base. However, as a small player in the global confectionery industry, the company could only go so far with cost cutting alone. Instead, Toms needed to make a thorough analysis to capture the opportunities that lay ahead. That morning, Møller had called together his management team to discuss Toms’ fiveyear strategy for the chocolate confectionery business under the following headline: In the spring of 2012, Toms took a significant step forward by acquiring the German chocolate company Hanseatische Chocolade GmbH. Overnight, Toms added sales of 360 million Danish kroner. However, the management team agreed that this was only the first step in Toms’ path. As Møller and the management team watched the day’s first truckload of cocoa beans approach the factory loading dock, they began reflecting on the past, present and future of Toms as a chocolate confectionery company. How should Toms...
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...Confirming Proofs Chapter 3 Strategic Market Segmentation Segmenting markets is a foundation for superior performance. Understanding how buyers’ needs and wants vary is essential to designing effective marketing strategies. Effective approaches to segmenting markets may be one of the most critical factors in developing and implementing market-driven strategy. The need to improve an organization’s understanding of buyers is escalating because of buyers’ demands for uniqueness and the growing array of technology available to generate products to satisfy these demands. Companies are responding to the opportunities to provide unique customer value with products ranging from customized phone pagers for business users to self-designed, individualized greeting cards for consumers. Indeed, McKinsey research underlines the weakness of thinking about markets only in general terms—talking of market trends, growth markets, mass markets, declining markets, and so on—and collecting information that describes only broad trends, where differences within markets are averaged-out. They point to the identification of opportunities from a deeper understanding of markets at a “granular” level. Market fragmentation and increasing granularity characterize a growing number of markets. The compelling logic of market granularity is that effective strategy can emerge only from a much finer understanding of market segments, their needs, and the capabilities required to serve them.1 Best Buy provides an interesting...
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...In partial fulfillment of the requirements for the award of the Degree of MASTERS IN BUSINESS ADMINISTRATION Submitted by: ANUJA BHEKANE MBA (ENTREPRENEURSHIP) Roll No.10117 Research Guide: Dr. Rashmi Gopinathan Department of Business Management Padmashree Dr. D.Y. Patil University CBD Belapur, Navi Mumbai PENETRATING FOR THIS THE FIRST STAGE OF RETAIL OUTLET DECLARATION I hereby declare that the dissertation “Choosing a retail outlet in Andheri west for all types of gender’s wear in andheri west and all factor to be taken into consideration for the retail outlet to make a successful for all age” submitted for the MBA Degree at Padmashree Dr. D.Y.Patil University’s Department of Business Management is my original work and the dissertation has not formed the basis for the award of any degree, associate ship, fellowship or any other similar titles. Place: Mumbai Date: Signature of the Student CERTIFICATE This is to certify that the dissertation entitled “Choosing a retail outlet in Andheri west for all types of gender’s wear in andheri west and all types factor to taken into consideration for the retail outlet to make a successful for all age”is the bona fide research work carried out by Ms. Anuja Bhekane student of MBA, at Padmashree Dr. D.Y. Patil University’s Department of Business Management during the year 2010 - 2012, in partial fulfillment of the requirements for the award of the Degree of Master...
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...Competitive Force 5: Bargaining Power of Buyers (Low) 11 Industry Driving Forces 11 Increasing Globalization 12 Marketing Innovation 12 Changing Societal Concerns, Attitudes, and Lifestyles 13 Key success factors 13 Cost 13 Quality 14 Brand Image 14 Competitive strategy analysis 14 Vertical Integration 15 Transaction Cost Economics 15 Cooperative Strategies 16 Offensive Strategies 16 Defensive Strategies 17 First Mover Advantages 17 Financial Effects 17 SWOT Analysis 18 Strengths 19 Good Position – Strong Brand Image of “Affordable Luxury” 19 Excellent Customer Service 19 Strong Performance despite Weak Economy 19 Comprehensive Distribution Channels 19 Strong Financial Position 20 Weakness 20 Geographic Concentration 20 Dependence on Independent Manufacturers for Procuring Merchandise 20 Declining Operating Margins 20 Opportunities 20 Expanding Market 20 Joint-venture 21 Gaining Higher Revenue by Increasing Online Sales 21 Threats 21 Counterfeit Goods 21 Consumer Spending 21 Intense Competition 22 Financial ratio analysis 22 Sales 22 Margins 23 Balance Sheet & Financial Health 23 Cashflow 24 Recommendations 25 Executive Summary Our report is about analyzing Coach Inc. in 2012: Its strategy in the "Accessible" luxury goods market. Coach Inc. case analysis is very important in increasing our understanding of what managers...
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...University of Žilina Faculty of Operation and Economics of Transport and Communications Student: Diana-Cristina CONTENTS 1. Introduction ………………………………………………………………………….. 3 2.1 The Activity of the company………………………………………………3 2.2 Logistics activity…………………………………………..……………….4 2. The product and suppliers …………………………………………..………………....5 3. Chosen suppliers…………………………………………..………..……………….....9 4. Logistic System …………………………………………...………..………………...11 5.3 Distribution …………………………………………....………………....11 5.4 Warehousing …………………………………………....………………..12 5.5 Information flow …………………………………………....…………..12 5. Optimization of the logistic activity………………………………………………….13 6. Solving solution…………………………………………....………………................14 7. Conclusion …………………………………………....……………….......................15 1. Introduction The company “S.C. SPICUL S.A” translated by “joint stocks Company, the (wheat) EAR, with registration code J 40/567/1991, have the central office in the district Ilfov, Rudeni Street, nr. 39, Romania. The shared capital of this company is 5,689,525 thousand RON (meaning 1,281,078.312 thousand Euros) divided in 227,581 inscribed stocks. The company “SPICUL” has an interesting background ever since 1630 when it was just a water mill. As time went on, the company developed into one of the biggest bread producers in Romania. 1.1 The Activity of the company According to the article...
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