...Case Analysis : Harrington Collection Submitted by Medhavi Verma PGP20125490 Internal Analysis Overall Objective: To provide preeminent brands for women desiring elegant, high-end fashions. Overall Strategy: Differentiation Target Market: Affluent, fashionable, college- educated, professional women ages 25-60. Each division focused more narrowly on a specific TM. Positioning: Lifestyle branding strategy, wearing the label is a sign of status Product Objective: To provide the highest quality clothing that offers a lifestyle of prestige and status Strategy: Product Differentiation Tactics: All 4 divisions include: Harrington Limited,Sopra, Christina Cole, and Vigor. No private label brands. Price Objective: To increase market share and profit margins Harrington Limited: $500-$1,000 Sopra: $400-$800 Christina Cole: $300-$700 Vigor: $150-500 Promotion Objective: To provide convenience to retailers, and help them obtain and sell the brand Strategy: Push Tactics: Retail sales force well trained; Offer channel partners more support and incentives than most manufacturers; Offer retailers valuable inventory and sales advice. Channel Objective: To provide convenience to both retailers and final consumers by offering the Harrington collection at only the best retailers or directly through e-commerce Strategy: Dual channel strategy Tactics: Company owned retail...
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...Case Analysis Of Harrington Collection Submitted by J. G. I. Factual Summary: 1. Harrington Collection, a large manufacturer and retailer of high-end women’s apparel faced declining sales and shifting consumer tastes, and the company needed to consider new strategies to compete in the women’s apparel industry. 2. Harrington Collection’s retail group operated 120 company stores: 70 stores sold a combination of Harrington Limited and Christina Cole merchandise, and 50 of the stores were dedicated solely to the Vigor division. 3. The U.S. women’s apparel industry market is mature; the average growth rate from 2005 to 2007 was 4.66 percent. 4. There are six categories of clothing in which companies compete: haute couture, designer, bridge, better, moderate, and budget. Each category targets customers with different needs and different price ranges, with haute couture and designer clothing ranging upwards from $10,000 and moderate to budget clothing as low as $50. 5. The primary channels by which retail sales occurred was specialty stores at 58.6 percent; department stores – 19 percent; discount and mass merchandise stores – 11.4 percent; warehouse clubs/supercenters – 8.1 percent, and other channels – 2.9 percent. 6. What is a unit? Since active wear is sold as separates, the ratio of hoodies to tee shirts to pants was not equal. One unit equals ½ hoodie + 1 ½ tee shirt + 1 pant. II. Case Problem: How should Harrington Collections put forth...
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...3258 SE PT E MB E R 26 , 200 8 R I CH A RD S. T E D L O W HEATHER BECKHAM Harrington Collection: Sizing Up the Active-Wear Market On January 22, 2008, financial results for Harrington Collection’s 2007 fiscal year were distributed to all senior executives. Harrington, a large manufacturer and retailer of high-end women’s apparel, had posted lackluster sales for the past three years and margins were now at an all time low. Sara Huey, Vice President of Strategic Planning, gathered her strategy team and key operating managers to review the disappointing 2007 results and brainstorm ideas to reverse the negative trends. During the meeting, Blake Myers, the general manager for the Vigor division, proposed his idea to expand into a new product line. Myers stated, “The word I hear from some of our retailers is that stylish, sporty, casual attire is flying off the shelves. There has been tremendous growth in the activewear segment. Harrington is missing a huge opportunity by not offering this kind of line.” Karen Allen, a director in Strategic Planning, responded, “Expanding our lines downstream is not a sound long-term strategy. And a new product launch would probably put a significant drain on our resources. I doubt we could capture enough sales in the first year to break even.” Huey thought for a moment. Expanding into a product line with more casual, lower-priced fashions was not a novel idea, but it had always been dismissed as too big a departure from Harrington’s...
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...Harrington Collection: Sizing Up the Active-Wear Market 1. What is your evaluation of the women’s apparel industry? The women’s apparel industry was both mature and highly competitive in 2007. Because of the slow economic recovery consumers had become high price sensitivity and they were shifting towards less expensive apparel products which created a pressure to keep the price low. As a result of this many industries began outsourcing production overseas because of the low production cost. In 2007 they showed sales of 133billion and about 4.2% increase compared to previous year. They classified the apparel product in to six category based on the quality and price where, “Haute couture” was a high end clothing and cost could be more than 10,000 dollars and “ budget” was the less expensive product which produced casual clothing which coasted around a price of less than 50 dollars. The rest categories will lie between this price range and this shows the price different in apparel industry between the low and the high product clothing. The challenges faced in this apparel industry were their product life cycle. They had a short product life cycle which was due to consumer taste changes rapidly so they should frequently change their designs accordingly to match their taste. So the manufacturers were struggling to match up with the short product life cycle of the product. How the average price of women’s apparel changed? Even after the economic downturn, the U.S market in...
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...| Harrington Collection Case Analysis | Stephanie Smith | | MK-4900: Barksdale | 6/19/2013 | | I. Situation Analysis: A. Industry: 1 unit = 0.5 hoodie, 1.5 T-shirts, 1 pair of pants i. 2007 Industry sales: * $133 billion in women’s apparel * 1,461.5 million units of women’s apparel * 82% of industry sales come from imports * Active-wear: 7.5 million units * “Moderate” and “Budget” classifications: a. Volume: 6 Million Units b. Market Share = 80% of active-wear market ii. 2009 Industry Sales Volume Estimates: * Expected growth rate: 4.2% * Active-wear sales volume estimated at 15 million units * 200% growth from 2007 * Women’s active-wear in “Better” classification: a. Volume: 6,000,000 Units b. Market Share: 40% of active-wear market c. Average Price Point: Just below 100 iii. Competition: * Liz Claiborne * 396 retail stores * Diversified brand portfolio * Jones Apparel Group * 338 retail stores * Diversified brand portfolio B. Company: Harrington Collection i. Expected Market Share for Vigor active-wear line: 7% iv. Vigor’s expected sales volume in 2009: * 420,000 units in the “Better” classification...
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...[TYPE THE COMPANY NAME] Harrington Case Study Analysis [Type the author name] 11/9/2012 Tedlow, RH & Beckham H 2008, ‘Harrington Collection: Sizing Up the Active-Wear Market’, Harvard Business Publishing, pp.1-14. Question 1. Active-wear product line for Vigor? Vigor is a division of the Harrington collection, a large manufacturer and retailer of high-end women’s apparel. Acquired in 1984 Harrington aimed to use the division to appeal to younger, fashion-conscious customers. The Vigor division predominantly sells career wear including skirts, pants, blouses, dresses and coats. Out of the 6 general categories of women’s apparel products it classifies its garments under “better”, described as having brand name labels, cheaper than the designer and bridge categories that include career wear, dresses and sportswear. Forty percent of active wear is expected to be captured by the “better” classification by 2009. Vigor’s target customers are said to be “trend setters”, the average women, 25-50 who are college educated, professional, have an income of over $75,000 and are seeking comfortable but stylish clothing for work. Vigor’s market share is 7%. Vigor’s target segment would fit well with the introduction of active-wear. The product category Vigor is under generally sells sportswear and with customers who are seeking comfortable clothing and class themselves as trend setters they would benefit from the comfort of active-wear and the recent...
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...Risk Management Overview February 21, 2011 FIN/415 Risk Management Overview Paper Risk management is a systematic process of managing the exposure of the organization to a variety of risks. This process has become increasingly important for the success of any organization in current competitive markets. The successful identification of threats and opportunities is crucial in risk management as it allows to create the processes and procedures allowing the company to maximize opportunities and minimize threats. Many organizations treat risk management seriously and create separate department responsible solely for risk management. Royal Caribbean Cruise Line incorporated risk management department into its structure. This step allowed this organization to improve the risk assessment procedures and introduce the necessary processes to minimize the impact of threats. The organizational risk relates to the organizational governance, operations, and information systems. The organizational risk management “provides assurance for reliable and accurate financial and operational information and reporting, effectiveness and efficiency of operations, and safeguarding of assets, as well as compliance with regulations, contracts, and the organization’s code of ethics” (Aghili, 2010, p. 23). Organizational risk management treats the relates to the organization as one entity and...
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...The Fashion Channel - Preparation for Class Discussion As preparation for discussing this case in class, students should be ready to respond to the following: 1. How would you interpret the consumer and market data if you were Dana Wheeler? 2. What is the expected outcome of each of the targeting scenarios? (Complete both the Ad Revenue and Financial calculators to fully understand the financial impact of the scenarios.) 3. Develop a factual analysis of the segmentation options, and evaluate the pros and cons of each. 4. If you were Dana Wheeler, what would you recommend and why? 5. Dana is filling the role of change agent in this organization. How should she manage the discussion and meeting to be most effective in leading the group to make the right decision? Atlantic Computer: A Bundle of Pricing Options – Preparation for Class Discussion As preparation for discussing this case in class, students should be ready to respond to the following: Student Study Question 1 What price should Jowers charge DayTraderJournal.com for the Atlantic Bundle (i.e., Tronn servers+PESA software tool)? Student Study Question 2 Think broadly about the top-line revenue implications from each of the four alternative pricing strategies. Approximately how much money over the next three years will be “left on the table” if the firm were to give away the software tool away for free (i.e., status quo pricing) versus utilizing one of the...
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...“Marketing…is the whole business seen from the point of view of its final result, that is, from the customer’s point of view. Concern and responsibility for marketing must, therefore, permeate all areas of the enterprise.” - Peter F. Drucker, People and Performance, 1977 Required Textbook • Managing Marketing in the 21st Century: Developing and Implementing the Market Strategy, 3rd ed., by Noel Capon (www.axcesscapon.com, 2012). Available through www.axcesscapon.com (as a PDF file or in paperback), as well as Amazon.com or BN.com in either paperback or electronic format and in paperback through the University Bookstore. Required Cases • Harvard Business School Cases: listed in course outline. Cases are available for purchase online through Harvard Business School Press (Coursepack Link for purchasing cases listed below with list of cases). Introduction and Overview In their never-ending search for the ultimate secret to business success, many businesses continue to overlook the most fundamental premise of all business. While their search for the ultimate “secret to success” has provided some interesting and useful concepts and theories, the ultimate secret to business success is not as secret or complex as some would have us believe. Success in business comes from creating satisfied customers. This is, or should be, the essence of all marketing activities. Yet each day, we personally encounter—or the press brings news of—CEOs...
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...1)Introduction; Crime today is at an extreme high. However, forensic science has been there to help solve every crime committed Forensic science is the scientific method of gathering and examining information about the past. The word forensic comes from the Latin forēnsis, meaning "of or before the forum. The word forensic basically means the key to solve a crime.This is the technology used to help forensic teams to analyze and solve crimes.- This is especially important in law enforcement where forensics is done in relation to criminal or civil law,[1] but forensics are also carried out in other fields, such as astronomy, archaeology, biology and geology to investigate ancient times. Forensic Science is used to Identify Criminals Rape, murder, theft, and other crimes almost always leave a devastating mark on the victim. . In modern forensic science, the crime laboratories include photography section, Evidence storage section, identification section, chemistry section, General examination section, Fire arms section, instrument section and crime scene search section. 2)Origins of forensic science: In 16th-century Europe, medical practitioners in army and university settings began to gather information on the cause and manner of death. Ambroise Paré, a French army surgeon, systematically studied the effects of violent death on internal organs.[9][10] Two Italian surgeons, Fortunato Fidelis and Paolo Zacchia, laid the foundation...
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...Papers Cannabis use in adolescence and risk for adult psychosis: longitudinal prospective study Louise Arseneault, Mary Cannon, Richie Poulton, Robin Murray, Avshalom Caspi, Terrie E Moffitt Editorial by Rey and Tennant Papers pp 1195, 1199 SGDP Research Centre, King’s College, London SE5 8AF Louise Arseneault lecturer Avshalom Caspi professor Terrie E Moffitt professor Division of Psychological Medicine, King’s College Mary Cannon Wellcome Trust advanced fellow Robin Murray professor Dunedin Multidisciplinary Health and Development Research Unit, University of Otago, Dunedin, New Zealand Richie Poulton director, Dunedin multidisciplinary health and development study The strongest evidence that cannabis use may be a risk factor for later psychosis comes from a Swedish cohort study which found that heavy cannabis use at age 18 increased the risk of later schizophrenia sixfold.1 2 This study could not establish whether adolescent cannabis use was a consequence of pre-existing psychotic symptoms rather than a cause. We present the first prospective longitudinal study of adolescent cannabis use as a risk factor for adult schizophreniform disorder, taking into account childhood psychotic symptoms3 antedating cannabis use. Methods and results The Dunedin multidisciplinary health and development study (a study of a general population birth cohort of 1037 individuals born in Dunedin, New Zealand, in 1972-3)4 has a 96% follow...
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...INDIVIDUAL PREFERENCES TOWARDS KNOWLEDGE CREATION AND KNOWLEDGE SHARING: FIRST EMPIRICAL RESULTS FROM KNOWLEDGE-INTENSIVE COMPANIES Author: Tatiana Andreeva Graduate School of Management, St.Petersburg State University, St.Petersburg, Russia Abstract: Both knowledge-creation and knowledge-sharing are viewed as very significant for competitiveness of an organization in modern knowledge economy. Contemporary literature usually treats these two processes as either independent or positively related. However, analyzing various organizational conditions for efficient course of these processes, we proposed that in some cases they may contradict each other. Thus on micro-level of analysis we hypothesized that there were two distinct non-overlapping groups of individuals – those more disposed towards knowledge creation, and those more disposed towards knowledge sharing. This hypothesis was examined with empirical data from employees of 5 knowledge-intensive companies. Author contact information: Tatiana E.Andreeva, Ph.D. Senior Lecturer, Organizational Behaviour and Human Resources Management department, Graduate School of Management, St.Petersburg State University 16, Dekabristov per., St.Petersburg, Russia, 199155 Phone: (7-812) 350-8155 Fax: (7-812) 350-0406 e-mail: andreeva@som.pu.ru 1. INTRODUCTION Managing knowledge-related processes in organizations is one of the hotly discussed themes of the last decade. Both management practitioners and academics ...
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...Keller et al (1995) recommend that depression can be categorised under the DSM-IV-TR as a mood disorder. Mood disorder affects a person’s emotional state. These mood disorders include major depressive disorder depression and bipolar disorder. Major depressive disorder is also known as unipolar depression or simply major depression. It is a severe clinical mood disorder in which feelings, frustration, loss or anger inhibits with a person’s activities of daily living for long period of time (Beck 1967). Unipolar depression demonstrates itself as an episode of depression that can occur unexpectedly and bipolar depression substitutes between two mood extremes mania and depression (Beck 1967). Moreover unipolar involves neurosis manifestation and bipolar involves psychosis features. The aetiology of unipolar is unknown however research suggests a link to chemical changes in the brain and differences in gene make up. It is genetic but can also manifest in those with no family history (Jacob et al 1987). Contributory factors are alcohol and drug abuse, types of cancers and other medical conditions. Life changing issues such as job loss, divorce, death, illness, and social isolation, physical and emotional abuse can trigger unipolar depression. Jacob et al (1987) suggest that people with unipolar depression are more likely to use alcohol or illegal substances additionally these patients are at increased risk of other mental and physical health problems. Unipolar patients are more...
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...| | | Topic Summary This topic contains relevant information on how to * establish a productive team * lead your team effectively * handle problems with your teams as they arise * evaluate your team’s productivity. | | Topic Index Topic Overview What Would You Do? Where Should You Focus? Topic Index Topic Summary About the Mentors Using the Topic Core Concepts Team Building: An Overview Understanding How Teams Work Establishing a Team Becoming an Effective Team Leader Handling Problems Evaluating Performance Steps Steps for Starting a Team Steps for Leading an Effective Team Tips Tips for Selecting Team Members Tips for Building Team Performance Practice Instructions Scenario Tools Worksheet for Forming a Team Checklist for Evaluating Whether a Group Is a Team Checklist for Assessing a Team’s Performance Checklist for Assessing Your Team’s Goals Checklist for Evaluating Yourself as a Team Leader Role Clarification Worksheet Test Yourself Instructions Questions To Learn More Harvard Online Article Notes and Articles Books Other Information Sources eLearning Programs | | About the Mentors Donna D. Conlin, M.Ed., is Organizational Development and Education Manager at Bose Corporation. She has twenty years of human resources development experience in a variety of business environments from entrepreneurial start-ups to established corporations, all experiencing significant change in their...
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...ASCI JOURNAL OF MANAGEMENT 29(1). 39-48 Copyright ? 1999 - Administrative Staff College of India. R. VAIDYANATHAN Asset-liability management: Issues and trends in Indian context This paper discusses issues in asset-liability management and elaborates on various categories of risk that require to be managed. It examines strategies for asset-liability management from the asset side as well as the liability side, particularly in the Indian context. It also discusses the specificity of financial institutions in India and the new information technology initiatives that beneficially affect asset-liability management. The emerging contours of conglomerate financial services and their implications for asset-liability management are also described. Asset-liability management basically refers to the process by which an institution manages its balance sheet in order to allow for alternative interest rate and liquidity scenarios. Banks and other financial institutions provide services which expose them to various kinds of risks like credit risk, interest risk, and liquidity risk. Asset liability management is an approach that provides institutions with protection that makes such risk acceptable. Asset-liability management models enable institutions to measure and monitor risk, and provide suitable strategies for their management. It is therefore appropriate for institutions (banks, finance companies, leasing companies, insurance companies, and others) to focus on asset-liability...
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