...COACH CASE STUDY 1. INTRODUCTION Coach Inc. is a North American company established in 1941 that designs and sells luxury goods and has a rich heritage defining classical American style. Although they offer a wide range of products, Coach is worldly known for their bags and leather accessories for women. Coach has been able to position itself as a Premium Brand, being its competitive advantage the offering of “affordable luxury products” with a great heritage achieved since their establish date. It’s product offering consist on: handbags, shoes, wallets, wristlets, watches jewellery and outwear for women and bags, wallets, tech belts and outwear for men, with a price range of ₤35 (a key ring) to 2,880 (a handbag). (Coach, 2013) It is a really successful company both in New York and Japan and has recently expanded its distribution channel to Europe (France, UK, Ireland, Italy, Germany, Spain and Portugal) and China. This brand finds an opportunity to sell its products in these countries and so increase its target market and establish close to customers. This internationalisation is achieved by alliances with department stores in the objective countries. Distribution channel or marketing channel: “ Consists of a set of independent business organizations that help make a product available for consumers or business” (Rath et al., 2012). Focusing on Coach’s distribution strategy, the company follows a multi-channel distribution policy. Current year, Coach had...
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...Coach Knight vs. Coach K Case Study A leader’s greatest challenge is determining which leadership style is best suited to motivate their subordinates. The path-goal theory “emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting” (Northouse, p. 125). Another theory, the leader-member exchange theory, focuses on the relationship between members and their leaders, or their dyadic relationship. Path-Goal Theory In the path-goal theory, leaders help subordinates determine their goals, clarify a path, remove any obstacles, and provide support along their journey to their goal. To do this, they choose the best suited leadership behavior for the given situation. The Path-Goal Theory is very similar to the Situational Leadership II model in that it examines four similar leadership styles including directive, supportive, participative and achievement-oriented. Directive “characterizes a leader who gives subordinates instructions about their task, including what is expected of them, how it is to be done, and the time line for when it should be completed” (Northouse, p. 127). Supportive leaders “go out of their way to make work pleasant for subordinates. In addition, they treat subordinates as equals and give them respect for their status” (Northouse, p. 127). Participative leaders “consult with subordinates” and “integrates their suggestions into the decisions about how the group or organization will proceed”...
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...Background in Brief: Coach was first established in 1941, as a small family run leather goods manufacturing business. Over time Coach became recognized as a premium brand that provided superior quality leather goods in classic styles and in the 1980`s it opened exclusive Coach retail stores. Coach was sold to Sara Lee in 1985 and experienced rapid expansion. Coach`s product portfolio was expanded to include, accessories, luggage and briefcases and many more exclusive Coach stores and Boutiques were opened. By the late 1980`s there were 12 exclusive Coach retail stores as well as approximately 50 boutiques selling Coach products within lager department stores. While Coach initially grew it started to lag behind its competitors in terms of trendiness and sales began to decline. In 1996 Krakoff joined Coach and he was instrumental in positioning Coach as an ‘accessible luxury brand`` for it was understood that price was a source of competitive advantage for the brand in the luxury market. In October 2000, Coach went public under the name of Coach Inc. By 2005Coach`s revenues tripled and their share price increased more than 900 % since their IPO in 2000. The Organization Today: Coach is one of the most recognized fine accessories brands in the U.S. and in targeted international markets. Coach is a leading American marketer of fine accessories and gifts for women and men. Their product offerings include women’s and men’s bags, accessories, business cases, footwear, jewellery...
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...Coach, Inc.: Is its Advantage in Luxury Handbags Sustainable? Prepared by: Date: June 10, 2014 SWOT Analysis Strength Weakness Brand Image Change in fashion trends Quality made products Diverse product line Pricing at 50% or more less than competitors Men’s accessories: 2% of sales Strong distribution capability Outerwear: 2% of sales Monthly product launches Business cases/luggage: 1% of sales Licensing agreements with other companies to make Coach-branded items Royalties: 1%; 2%; 1% of sales Diverse product line Regular customer service training programs Special Request service Customer loyalty International locations Opportunities Threats Increase online sales Counterfeiting Global expansion plan Consumers: knowingly buying counterfeits Consumers: NOT knowingly buying counterfeits Competition Economic recessions After examining the SWOT Analysis, it is obvious that Coach’s strengths far outweigh their weaknesses. Miles Cahn founded Coach in 1941. Cahn was a leather artisan who began producing ladies’ handbags with the aid of his family in their SoHo loft in New York City. For a family owned company to remain in business for 44 years, it is evident that Chan created a quality product that endured the test of time. When Cahn sold Coach to Sara Lee, she took the company to the next level of greatness. Granted, her first triumph took place over a decade later when she promoted Lew Frankfort to the head of the handbag...
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...Business case studies determine and define the primary issues that a company faces in the modern world market. A well designed business case study can provide a detailed contextual analysis of limited conditions and their horizontal relationships to other entities. In the case of Coach, they are an international clothing accessory company with a reputation of making pristinely handcrafted items with unique designs and a label that represents over seventy years of craftsmanship. In order to fully understand Coach’s business model, empirical data must be collected and analyzed to include the historical and current financial statistics, an in-depth analysis of the company overall, an analysis of the company’s business model, and finally current issues and future forecast that affect the longevity of the enterprise. By studying the history of Coach, both investors and those with an interest in the company can gain insight into key factors that motivate company decisions. Background/History The history of Coach starts in 1941 in a small family run leather workshop with six primary artisans in Manhattan that had skills passed down from generation to generation. It was not long until leather good become sought after for their high quality and workmanship. Through the guidance of the longtime and current CEO, Lew Frankfort, Coach expanded their business from just 6 million dollars 30 years ago to current sales exceeding 3.6 billion dollars. (Coach, 2012) From 1941 to present, the...
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...Case Study Southwestern University Southwestern University (SWU), a large stage college in Stephenville, Texas, 20 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a dominant force in the small city, with more students during fall and spring than permanent residents. A longtime football powerhouse, SWU is a member for the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in 2001, SWU hired the legendary BoPitterno as its head coach. One of Pitterno’s demands on joining SWU had been a new stadium. With attendance increasing, SWU administrators began to face the issue head-on. After 6 months of study, much political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium. Adding thousands of seats, including dozens of luxury skyboxes, would not please everyone. The influential Pitterno had argued the need for a first-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coach of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it. The job now was to get construction going immediately after the 2007 season...
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...Case Study Analysis Part A Team C August 14, 2012 MGT/445 Steve Knabe Case Study Analysis Part A Benefits Costs Risks Party Tangible Intangible Tangible Intangible Tangible Intangible Juwan Howard Heat: $95.2 mil contract including $6 mil in bonuses, hotel suites, limo services, $5000 toward charitable cause Bullets: 1st offer - $84 mil contract 2nd offer - $100.8 mil contract plus $4.2 mil to cover tax expenses Heat: Possibility of winning a $100+ mil contract, living in a lavish home with elevators, and receiving “special treatment” Possibility of expanding his fan base Possibility of expanding his brand Bullets: Ability to remain in Washington, which is his home If Howard accepts the initial offerings from Unseld, his salary would be significantly lower than if he were to accept the Heat’s proposal Howard would forfeit the special treatment privileges by accepting the Bullets’ offer Accepting the Heat’s proposal would result in Howard leaving the place he calls home Howard would leave his fan base in Washington $50 mil pay cut if he chose to remain with the Heat during arbitration Accepting the initial proposal from Unseld would have resulted in a below-average salary Leaving the Bullets could result in a smaller fan base, which would affect revenues and marketing Possibility of no contract with the Bullets or the Heat. No contract, no income Leaving Washington may negatively affect his fan base Howard...
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...Green Mountain Case Study XXXXX CSU Global University Organizational Innovation and Change XXXX XXXXX Defined by PsychCentral, “Cognitive reframing focuses on thinking differently by “reframing” negative or untrue assumptions and thoughts into ones that promote adaptive behavior and lessen anxiety.” (Grohol, 2011) The intent of this writing is to explore the change images found in the Green Mountain Resort Case Study. The specific goals are to identify the change image portrayed by Gunter, the hospitality literature, and the consultant. Also covered is how the change image influenced how to deal with the turnover problem. The next challenge is to select a different change image and describe how it would influence the situation described in the case study. Finally, this writing will summarize the benefits of reframing the change manager’s perspective to solving or not solving a problem. According to Cha-International, the employee turnover rate is the highest in the hospitality Industry. (Cha-International, n.d.) In Green Mountain study, Gunter, the partial owner of the resort, believed the high turnover rate was a major problem, and he was determined to change it. Gunter believed he could fix his “chronically sick organization” by using benefits and promotion opportunities as incentives to convince employees to stay. As described in the book, Management Organizational Change, Gunter performed as a director of change by believing his change action would...
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... She joined Kellogg in 1999 as an Assistant Professor of Management and Organizations and Associate Academic Director of Executive Programs. In 2007, she created the role of Academic Director of Kellogg Leadership Coaching Programs. In 2009 she was promoted to Clinical Professor of Management and Organizations. Since 2008, Professor Booth has been a certified executive coach and has the designation of an Associate Accredited Coach (ACC) through the International Coaching Federation (ICF). At the MBA level, Professor Booth is teaches two courses: Personal Leadership Insights and Leader as Coach. In 2010 & 2012, Kellogg students awarded Professor Booth with the Certificate of Impact in recognition for her outstanding to their Kellogg experience. At the executive level, Professor Booth is co-academic director of the Executive Development Program, the Energizing People for Performance & the Reinventing Leadership programs. She designs the curriculum, teaches courses on leadership, and serves an executive coach in these programs. She has also taught topics in leadership and/or has served as an executive coach for numerous organizations including the Chicago Cubs organization, Eisai Pharmaceuticals, Ersnt & Young, Jefferson Wells, Baxter International, the U.S. Intelligence Community, Ronald McDonald House Charities, Chicago Public Schools, Alaine Locke Charter Schools, and the American Academy of Pediatric Dentists. In prior years, Booth served as academic director of USG, International...
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...Coach Outt “Is it really worth being upset about it?” questioned Coach Outt. Coach Outt was a real estates agent by day and coach by 3:37. She has been coaching basketball for like 5 years, and none have been unsuccessful. The second year her and team of Danville Middle School eighth grade girls went undefeated. “And your team had the chance to do that if only you can learn to keep your head.” “Is it really worth getting upset about,” was another question that she asked every time I started to get mad or upset. I remember one day after third special when she walked around the corner and made me promise the thing that changed my performance for the better. That promise was that every time I got mad and shut down were going to be minutes taken...
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... 2. Launch the POM-QM for Windows software and from the main menu select Module, and then Forecasting. 3. Next, select File, New, and Least Squares - Simple and Multiple regression. Problem 1. Use the forecasting module that you opened in the POM-QM for Windows software to solve the case study (Southwestern University). For this case study, you are required to build a forecasting model. Assume a linear regression forecasting model and build a model for each of the five games (five models in total) by using the forecasting module of the POM software. 2. Answer the three discussion questions for the case study, except the part requiring you to justify the forecasting technique (Heizer & Render, 2011, p.146), as linear regression would be used. Case Studies Southwestern University: (B)* Southwestern University (SWU), a large state college in Stephenville, Texas, enrolls close to 20,000 students. The school is a dominant force in the small city, with more students during fall and spring than permanent residents. Always a football powerhouse, SWU is usually in the top 20 in college football rankings. Since the legendary Bo Pitterno was hired as its head coach in 2003 (in hopes of reaching the elusive number 1 ranking), attendance at the five Saturday home games each year increased. Prior to Pitterno’s arrival, attendance generally averaged 25,000 to 29,000 per game. Season ticket sales bumped up by 10,000 just with the announcement of the new coach’s...
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...even if you do not have the formal authority to tell someone what to do? This course attempts to add to your understanding of life in complex organizations by covering topics including, leveraging culture to reach strategic objectives, motivating and rewarding desired behavior, designing organizations to fit with strategic objectives, selecting the appropriate leadership style to motivate others to perform, and using power and influence effectively. My approach will be managerial, focusing on the processes necessary to organize, motivate, and lead people engaged in collective activities. The emphasis will be on the development of concepts and strategies that may help you to be an effective manager. To accomplish these ends, readings, cases, and videos will be used to introduce you to frameworks from the social sciences that are useful for understanding organizational...
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...Case Study: Can Nice Guys Finish First? By Jeffrey Pfeffer I. Introduction Adam Baker was on his way to the top of his life. He is the oldest son of a middle class family of North Carolina without family wealth and businesses to support his ambition in life, he knew that he would have to make his dreams come true through hard work and talent. SES is the company that he is working for. In here, he felt that this would allow him to thrive and start his ambition. When the opportunity appeared, Adam realized that he could create something of his own. The new venture, in which he had successfully persuaded SES to invest to and had seemed only fair for Adam that he should be appointed as the CEO of the chain hotels but the phrase that was said to him by his employer and mentor, Merwyn, disappointed Adam deeply. Since Adam is the brain of the business venture it seems indeed fair that he should be the new CEO of the hotel chain. II. Objectives We will be able to find out the best solution that would fit the situation of the two good friends without affecting their relationship. We could identify the proper approached to be exercised in situations like this. We will be able to find out what is the right decision that Adam Baker will be choosing. If either he will pursue to Merwyn that he must be the new CEO of the hotel chain or he will just accept the decision of Merwyn that he be more experienced for him to be able to handle to task of a CEO. III. Issues/problems ...
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...CASE STUDY: THE FIRST APPRAISAL INTERVIEW Name: Benjamin Van de Walle Lecturer: Ms. Mai Kim Thoa Course: Managerial Skills & Leadership – KS 402DE02 1. What do you think of the boss’s ratings and his defense of them? * * He gives Sandy an average rate for every single point. She doesn’t know if this is a good or a bad rate. He is not fair cause’ he bases his ratings on one single point, namely the wine service and generalizes this for the other points. In my opinion his comments are not constructive and well-intentioned. * * He focuses his defense only on her less developed skills and doesn’t mention her good skills. Also his defense is very flat. With that I mean that he doesn’t give any specific and descriptive feedback. He doesn’t define the performance problem, doesn’t makes his standards clear and he doesn’t work with the employee to set goals for improvement. The boss focuses on the person and not on the behavior, it’s personally hurtful. * 2. How do you think Sandy feels? Will she be motivated to improve? Is it enough to know you are not going to lose your job? * * Sandy went to the appraisal interview with confidence. But I think she lost her confidence after the interview. Due to the average score she doesn’t know where and how to improve. * * By not focusing on employees needs in a highly effective way, the employees will not be motivated. He does nothing to support Sandy, whereby she also loses her motivation...
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...he is either not qualified or trained to do his, job effectively. This situation may have been alleviated by instituting a thorough supervision and mentoring program by ABC, Inc. to coach and counsel their employees. Background Carl Robins, a new recruiter for ABC, Inc. with only six months experience, successfully hired 15 new employees. Carl scheduled a new hire orientation to take place June 15 with the intent of having all the new hires working by July. On May 15, Monica Carrolls, the Operation Supervisor, contacted Carl about coordinating new hire issues such as manuals, drug tests, and policy booklets. Carl found while reviewing the new trainee files that several problems are present. Some of the applications were incomplete, drug screening was not complete, and orientation manuals were incomplete or missing pages. Furthermore, a reservation by technology services for the training room is present throughout the month of June. (University of Phoenix, 2006) Key Problems Three problems are readily apparent; employee applications are incomplete or missing data, three training manuals are currently on hand with 15 needed and the training room is reserved for the month of June. Without further investigation, root-cause analysis is mere speculation. Based on the facts presented in the case study, this author has determined several root-cause factors, which may have contributed to this calamity. These root causes stem from two sources, Carl Robins and ABC, Inc. Carl could have...
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