...players in the industry may be forced to vertically integrate to gain a competitive advantage. Despite this, new comers are able to outsource production thus eliminating overheads and capital spending associated with manufacturing plants. With this ease of entry the attractiveness of the women’s apparel industry for the players involved would diminish with an increase in competition, imitation and decreased market share. Supplier Power – Supplier power at present seems to be very weak as it relates to Harrington Collection. Harrington have eliminated suppliers having power over them by vertically integrating their operations where they manufacture apparels for themselves. If however Harrington Collection chooses to outsource its manufacturing, their supplier’s power would be dependent on the number of options they have in selecting other manufactures and how exclusive a quality service is supplied. If there are few manufacturers available to undertake Harrington Collections requirement, then the supplier power would be relatively strong. However at present with the vertical integration supplier power is very weak. With the presence of vertical integration in Harrington’s Collections operations, supplying themselves essentially renders suppliers power weak. This...
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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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...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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...Harrington offers a narrative in how poetry’s entity to the public shifted from rather an everyday outlet or enjoyment to that of a scholarly, more objectified and purposeless craft. He starts his overview explaining how F.O. Matthiessen is left having “discovered a renaissance for American Literature that did not include poets,” (Harrington P.496) besides a sole exclusion: Walt Whitman. Poetry has always hung on the precipice of whether being literature or not; swayed, back and forth, by the changing movements of the decades. I’ve come to understand after reading Harrington that poetry is constantly being redefined and reorganized by its place in society and its critics. Yet generally over the last several or more decades its’ art has remained secular from what is knows as ‘American Literature’. Harrington believes “the institutional history of poetry in the US suggests both the importance and the genealogy of the literary- critical split between American poetry and American literature,” (Harrington P. 496.). He notes that poetry used to play a crucial role in cultural conflicts and almost digesting the current day-to-day. He then goes on to argue in which I agree, that by now holding aside poetry as something less in turn stripping its influence on us, literature to us is a contradictory thing. Not including poetry in literature for the people reading it is silly for the two are so intertwined. So much fiction has taken from or found inspiration from poetry. Harrington states...
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...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-Harrington Collection Problem identification In 2008, Harrington Collection, a large manufacturer and retailer of U.S. high-end women’s apparel, was facing opportunities and challenges whether to launch of active-wear products to meet the market and customers’ needs. But according to the macroeconomic environment, the target market, competitors and its own financial condition, Harrington needed to take careful consideration and then make the best decision for their own development. The U.S. women’s apparel industry Market trends From the data of U.S. Apparel Market Sale (2002-07), we could find out that, even when subjected to the impact of the economic downturn, the U.S. women's apparel industry remained in a mature and stable state and held by continued growth momentum. The Retail Sales increased from $106 billion in 2002, to $133 billion in 2007. The average annual growth rate is 4.7%. It showed that the total sales of the women's apparel industry did not receive the macroeconomic impact. Consumers still had a high desire to go shopping. At the same time, analyzed the data from U.S. Apparel Market Units, influenced by the economic downturn, consumers were more interested in less than $100, low-priced women’s apparel. From 2005 to 2007, the growth rate of units sold in more than $200 is 3.4%, the product growth rate of between $100-200 is 1.4%, and $50 to 100 product growth rate is 14.3%, while less than $50 low-priced...
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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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...vanishing has some physical association with the passing of Morgan Harrington. Harrington was an understudy at Virginia Tech who vanished in the wake of going to a Metallica show in Charlottesville close to the University of Virginia in 2009. Virginia State Police representative Corinne Geller said in an announcement today. Matthew was captured in Galveston, Texas, a week ago and will show up in court on Thursday in Virginia to face the accuses of kidnapping of goal to contaminate Graham....
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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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...In the article, “Where There’s a Will, There’s a Way”, Anna Harrington talks about the importance of resilience. Resilience is an attitude the enables someone to examine, and in other words a “setback” (Harrington, 2012). No one knows the struggles that many Americans face in their work and personal lives. I agree that the pressure from the workforce, can be very emotional and stressful. In fact, that is what causes companies to have a high turnover rate. In most situations that occur, it is simply mind over matter. Having a positive mind set, will help you overcome most obstacles that may come your way. Melissa, I agree that having the right mindset is key. Everyone faces obstacles that challenge them at some point. Unfortunately, things...
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... MEDICATIONS TAKEN TODAY 1. 2. 3. 4. 5. 6. 7. 8. © 2014 Stephanie McMurrich Roberts, Louisa Sylvia, and Noreen Reilly-Harrington / New Harbinger Publications. Permission is granted to the reader to reproduce this form for personal use. The Bipolar II Disorder Workbook Daily Diary Card ADDITIONAL NOTES ON MEDICATIONS MOOD TRACKING (CHECK ONE) +3 SEVERELY ELEVATED (Significant Impairment; Not Able to Work) +2 MODERATELY ELEVATED (Significant Impairment; Able to Work) +1 MILDLY ELEVATED (No Significant Impairment; Able to Work) ±0 BASELINE (“Normal”/Grounded/Capable & Able/Productive) – MILDLY DEPRESSED (No Significant Impairment) 1 – MODERATELY DEPRESSED (Significant Impairment; Able to Work) 2 – SEVERELY DEPRESSED (Significant Impairment; Not Able to Work) 3 Any thoughts of suicide today? Anxiety Rating*: COMMENTS: Irritability Rating*: COMMENTS: * Rating: 0 = NONE, 1 = MILD, 2 = MODERATE, 3 = SEVERE © 2014 Stephanie McMurrich Roberts, Louisa Sylvia, and Noreen Reilly-Harrington / New Harbinger Publications. Permission is granted to the reader to reproduce this form for personal use....
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...sole honey supplier, Harrington Honey (HH), will run out of Chinese honey in a little over a month because the Canadian Food Inspection Agency (CFIA) recently found traces of chloramphenicol (a banned antibiotic associated with causing a sometimes-fatal blood disorder) and rejected the contaminated honey. Until China finds a way to detect contaminated honey, Unifine Richardson cannot sell any of its current Chinese-Canadian blend. Because of the CFIA’s findings, the global supply of honey will decrease by 20%, thus causing an increase in price. Harrington Honey will not be able to maintain the honey stream. The price of honey, globally, has already been on a steady incline (Exhibit 2) and the shortage will further intensify this trend. Another issue UR is facing is that there is also an uneven relationship between the two companies. Harrington Honey is well aware of this and is using this to its advantage by not offering better choices to UR. Additionally, 80% of UR’s honey operations are tied to one major customer, and this customer has tough standards. As stated earlier, Unifine Richardson has approximately one month of honey inventory left and it has to make a decision based on the available options presented by Harrington Honey. Analysis: Unifine Richardson buys about one million pounds of honey annually. The world supply of honey has decreased by about 20%. Currently, the company pays $1.08 per pound for the Chinese-Canadian blend honey. Harrington Honey provided UR with...
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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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...Knowing what the competition wants, identifying the problem, and finding a way to make the other party happy without compromising what he or she wants to see happen are strategies used by negotiators on every day situations. The next two articles are examples of how such strategies were used or could be used to make those negotiations successful. Matt Harrington and the Colorado Rockies An 18 year old Matt Harrington was perhaps considered the best pitcher on the 2000 MLB draft. The Colorado Rockies offered $4 million contract over two years which Harrington rejected. After a disappointing season on the independent leagues Harrington rejected the 58th place on the 2001 draft with the San Diego Padres for $1.25 million In 2002 he did even worse and rejected a deal with the Devil Rays for $100.00.00. In 2003, again talks fell through with the Cincinnati Reds and the New York Yankees did not even make him an offer in 2004. In 2005 he did not receive any offers and in 2006 he received a minor league contract with the Chicago Cubs but was released before the 2007 season began. According to Harvard University (2012), “Matt Harrington holds the dubious distention of being the longest holdout in the history of the MLB draft. His string of botched negotiations ensured that his career ended before it could even begin” (Get your head in the game, para 6). The decision...
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...Having read this article before, I appreciated being reminded of the importance of developing traits and characteristics that allow me to be resilient toward whatever life brings. Resilience is an attitude that each individual must determine that they are going to adopt (Harrington, 2012). This may be easier for some. The Key Elements of Emotional, Spiritual, Social, Family, and Physical, mentioned by Anna Harrington in, “Where There’s a Will, There’s a Way”, are great factors that assist an individual in being able to become more resilient and overall more successful and happy in life (Harrington, 2012). From personal experience I do not feel as though all these elements must be present for an individual to have resilience in difficult...
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