...Ralph Lauren was born by the name of Ralph Lipschitz in New York City on October 14, 1939. He grew up in Bronx, New York City. After high school, he took business classes at night school and worked in sales by day. While working for a tie company, he was inspired to begin designing his own neckwear, and in 1967 he went into business for himself, changing his last name to Lauren and marketing his unique line of ties under the name of Polo. From the inception of his brand, Lauren’s creations were characterized by a moneyed style that evoked the look of English aristocracy, as adapted by the sporty, East-Coast American elite. His first menswear line in 1968 featured classic tweed suits, and his first suits women’s wear line in 1971 continued his explorations of classic tailoring and good taste, but with a feminine twist. In 1972 Lauren debuted what would become his signature piece: the mesh sport shirt, available in a variety of colours and featuring his trademark emblem of the most aristocratic of athletes, the polo player. The Ralph Lauren style became a nationwide phenomenon after he dressed the male actors in the 1974 film adaptation of The Great Gatsby in clothing from his current line. The film's evocation of the lost, elegant era of F. Scott Fitzgerald provided a perfect vehicle for Lauren's classic, sometimes nostalgic, vision. The designer received further attention when he created the clothing for Annie Hall (1977), in which Woody Allen sported traditional oxford button-down...
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...Compare Burberry’s market position relative to that of its competitors including Polo, Coach, Armani, and Gucci. Is Burberry’s competitive position sustainable over long term? Why or why not? a. When repositioning the brand, Bravo and her team noticed available niches between Polo Ralph Lauren/Giorgio Armani in apparel and Coach/Gucci in accessories (Moon, 2004). Relative to its competitors, Burberry is presented as ‘accessible luxury’ (Moon, 2004). Burberry’s new competitive positioning is seen as sustainable over long term. What separates Burberry from other luxury brands is the functional aspect—a trench coat that has a purpose (Moon, 2004). Burberry’s point of difference was to be aspirational, but also functional (Moon, 2004). Bravo described the brand’s current position as wedged between Ralph Lauren’s lifestyle and Gucci’s fashion (Moon, 2004). Not only are lifestyle and fashion brands competitors of Burberry, but companies like Target are competitors as well (Moon, 2004). This is due to people shopping everywhere; high-income people shopping at discount warehouses and middle-income people shopping at luxury retailers (Moon, 2004). Since Burberry is continuing to bring out innovative designs and products partnered with proper advertisements, its competitive positioning is sustainable over the long term. 2. The case notes that Bravo’s team has managed to elevate the overall status of Burberry’s brand. How has it managed to accomplish this? b. First and foremost...
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...Overview Solutions, Scope of Work, and Deliverables 1. Preliminary Research 2. Strategic Planning 3. Interface Design - Graphic Design Work 4. Web application Front End Programming 5. Web application Back-end Development 6. Quality Assurance and Launch Maintenance and Hosting Seward and Co. currently hosts and maintains over 50 websites, ranging in size from very large custom CMS E-commerce websites to small personal websites. Our hosting packages are based on the budget of our clients. We do this because we feel that hosting should not interfere with our client’s main focus – their business or image. Our monthly maintenance and hosting fees usually range from $50 to $1,500 a month depending on what our clients’ needs are. Fees – special recession rates For website hosting, we are currently offering all new clients a year free hosting for shared server hosting. Payment plan and turn-around time As requested a 50% percent deposit is due to begin your project. A project the size and scope of OrganiX FOOD LOUNGE, LLC., has a turnaround of about three weeks. Turnaround time may be longer or shorter based upon the availability of information, media and text from the client. Copy writing is also available upon request. Seward & Co. Qualifications, responsibilities and commitment 1. Cutting Edge Technologies & Open Source Philosophy 2. Our experience 3. No outsourcing. Period. 4. The team allocated to this project 5. Our Work. 6. Our Principal, CEO and chief designer, Tabari...
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...Marketing Compare and contrast the five different marketing management orientations. Is the one orientation right and the others wrong? Katarzyna Kawa 1. INTRODUCTION Marketing as barter has its ancestry in olden times, when people started to produce goods for their own use and then to exchange them for other things. The concept of marketing that we have now has more to do with developments from the period of the industrial revolution of the 18th and 19th centuries. This was an age of fast social change determined by technological and scientific innovation. In the late nineteenth and early twentieth centuries, manufacturers did not really need marketing. It was not a problem for them to sell whatever they produced. As marketplace and technology developed, competition started increasing and companies began to produce more than they could without difficulty sell. In 1950s and 1960s organizations developed increasingly huge forceful sales, and more aggressive advertising methods. In 1970s marketing generally moved away from a heavy emphasis on post-production selling and advertising to become a more comprehensive and integrated field, earning its place as a major influence on corporate strategy. As a final point in the 1980s customers obtained their correct place at the center of the organization’s life, and yet there is still space for further development of the marketing concept, as new submissions and contexts come out. 2. MARKETING ORIENTATIONS The marketing...
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...wear manufacturer GUESS? Inc. exploded onto the fashion scene in 1982. The brand had the simplest vision to turn the dated denim jean into a sexy, glamorous fashion statement. The company’s three zip “Marilyn” jeans were an instant hit and defined the brand’s attitude-strong, sensuous and chic. GUESS? Is a 600 million dollar multinational retailer that sells clothing, jeans, eyewear, and watches, designed to improve the ordinary lifestyle of people with flair of individualism. Maurice, Paul and Armand, the Marciano brothers, are the people that stand behind GUESS?’s success. They have guided every step of growth and development of the company. They grew up in southern France where they adopted a passionate appreciation of French style and design. The Marciano brothers were also inspired by an appreciation of the American West. GUESS? Inc. is a combination of their European attractions and their love of classic American customs. Maurice Marciano...
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...rP os t 9-306-064 REV: FEBRUARY 12, 2008 ROSABETH MOSS KANTER RYAN L. RAFFAELLI op yo Innovation at Timberland: Thinking Outside the Shoe Box In December 2005, CEO Jeff Swartz and COO Ken Pucker headed for a meeting in Timberland’s Stratham, New Hampshire, world headquarters, to celebrate achievements and ensure that plans were in place for several important product launches in the spring. The approach of a new year gave them a chance to reflect on progress made and consider opportunities ahead. tC Jeff and Ken walked past the festive, holiday-decorated company store, with its promotion of ornaments to support Share Our Strength, a hunger relief organization. At the entrance of the company’s cafeteria, they stopped at a display featuring a campaign to stop the genocide in Darfur and an adjacent wall of customized Timberland boots designed by City Year to celebrate sixteen years of partnership in the community. Since 1989, Timberland had served as National Leadership Sponsor to the national youth service corps. All of these reflected the values that constituted Timberland’s soul. Now soles (the in-shoe variety) were on the leaders’ minds. No Over the past 3-4 years, Timberland had booted up a formal system to produce greater innovation—in some ways, a return to the past. The company’s early growth had come from bootstrapping significant inventions in footwear, including one of the world’s first waterproof boots. More recently, Timberland’s...
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...Diesel for Successful Living: Branding Strategies for an Up-market Line Extension in the Fashion Industry This case was the overall winner of the 2007 European Case Clearing House Awards This case received the 2006 European Case Clearing House Award in the category “Marketing” 01/2008-4948 This case was written by Vadim Grigorian (INSEAD MBA 2000) and Pierre Chandon, Assistant Professor of Marketing at INSEAD, as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. We thank Maurizio Marchiori, Antonella Viero, and Giovanni Pungetti from Diesel SpA for their help and support. Copyright © 2004 INSEAD N.B.: TO ORDER COPIES OF INSEAD CASES, SEE DETAILS ON BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. It was the end of summer 1998. In less than a month, the first StyleLab catwalk fashion show would be held in London. Renzo Rosso needed to make tough decisions about the branding strategy of this new line and he needed to make them fast. StyleLab was the new upscale product line of Diesel SpA, the Italian casual wear company famous for its cult Diesel jeans and controversial advertising. One of the fastest-growing fashion companies of the 1990s, Diesel was No. 2 in the jeans industry in Europe and had high expectations for StyleLab. StyleLab was designed to exploit growth opportunities in the emerging luxury segment of the casual wear market, competing with the likes of D&G (from Dolce &...
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...Teresa Annette Luck Ashford University TOM Shoes One for One OMM615: Strategies: Marketing/Advertising/Public Relations (MOE1409B) Rachana MisrarajAuthor April 07, 2014 Thesis Statements Tom Shoes has an amazing original concept that no other corporation has been able to come close to. This corporation has limited advertisement but advertisement that is very meaningful and has excellent public relations. “One for One” is there tag line, for every pair of shoes they sale they donate to children in third world countries that need shoes. They aim their product marketing to the “hipster crowd”, young adults between ages 13-30 years old. This group is very conscience about the ecosystem, enjoy good coffee, enjoy supporting a good cause, very internet suave, and are committed to style. Toms wants to deliver a message to their customers, “it is more than buying a pair of shoes, it is a lifestyle”. Keywords: Tom Shoes, public relations, advertisement, corporations The beginning of this organization Blake Mycoskie, in 2006 was inspired to make a change, be responsible, help another human, and show compassion, because of the despair he saw in the faces of some children in Argentina. “I was so overwhelmed by the spirit of the South American people-especially those so little and I was instantly struck with deep desire- the responsibility- to do more.” (Mycoskie, 2011) After that trip in 2006, Blake came up with a bit of a risk...
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...The Drive to Differentiate Macy’s • BlooMingdale’s 2007 AnnuAl RepoRt Financial Highlights 2007 Net Sales (in billions) Change in same-store sales (Note 1) (in billions) 2006 $ 26.970 4.4% $ 1.836 6.8% 2005* $ 22.390 1.3% $ 2.424 10.8% $ 26.313 (1.3)% $ 1.863 7.1% % of Sales (in billions) (Note 2) % of Sales $ 2.082 7.9% $ 2.273 8.4% $ 2.138 9.5% Macy’s, Inc. is one of America’s premier national Macy’s, Inc. is one of America’s premier national retailers, operating 40 Bloomingdale’s stores retailers, operating 40 Bloomingdale’s stores and more than 810 Macy’s stores in 45 states, and more than 810 Macy’s stores in 45 states, the District of Columbia, Guam and Puerto Rico. the District of Columbia, Guam and Puerto Rico. The company also operates macys.com, The company also operates macys.com, bloomingdales.com and Bloomingdale’s By Mail. bloomingdales.com and Bloomingdale’s By Mail. Income from Continuing Operations Income from Continuing Operations, Excluding Certain Items (Note 3) Net Income $ 2.01 $ 2.15 $ 1.97 $ 1.80 $ 2.08 $ 1.81 $ 3.16 $ 2.53 $ 3.24 (in billions) $ 2.231 $ 3.692 $ 4.145 Operating (in billions) (Note 4) $ 1.149 $ .457 $ 1.163 • macy’s, inc. 2 2 The Drive to Differentiate With so many choices today, shoppers are looking for retailers that stand out from the crowd. That’s why Macy’s and Bloomingdale’s are aggressively driving to deliver a differentiated shopping experience...
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...DIESEL case study “Branded hedonism” Enric Gili Fort | ID520 Communication Planning | Fall 2005 | Institute of Design, IIT Enric Gili Fort Design Planning track ID520 Communication Planning Fall 2005 Institute of Design, IIT Chicago, IL 2 Table of contents 1. Era Analysis 4 • Era analysis • Competitive Analysis 2. Brand portfolio architecture 10 3. Brand identity beyond names and marks 12 4. Communication approaches and assets 16 •Identifying communication assets •Marketing Approach 5. Communication considerations and modes 22 •Framing of terms of comparison and key messages •Analysis of a communication • Webography and appendix 24 1. Era and competitive analysis Era analysis Diesel jeans started in 1978 when Renzo Rosso, after being designing his own clothes for several years and after graduating of an industrial manufacturing textile school, joined forces with a group of textile manufacturers in his region creating the Genesis group. Under the umbrella of this company many brands were launched and nowadays many still remain well known: such as katherine Hamnett, Goldie, martin guy, ten big boys and of course, diesel. In 1985 Rosso took control of the company by buying out the other partners and while being the sole force of the brand the company began its expansion. Without being trained neither in marketing or advertisement, Rosso defined and created the brand from scratch and after few years...
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...MARKET SURVEY REPORT ON CUSTOMER SATISFACTION ON [pic] INPARTIAL FULFILLMENT OF DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION M.J.P.R.U, BAREILLY (SESSION: 2010-2011) SUBMITTED TO: SUBMITTED BY: Mrs. Sandhya Tripathi Pragati Dixit IIMS Faculty BBA-VI sem-C 915584 contents: 1. introduction 2. objectives 3. research methodology 4. company profile 5. literature review 6. data presentation and analysis 7. FINDINGS 8. conclusion 9. limitations 10. RECOMMENDATION 11. BIBLIOGRAPHY 12. ANNEXURE INTRODUCTION INTRODUCTION: L’Oreal is the global leader in cosmetics, with 25 brands. They have 5 key areas of expertise − hair care, hair colorants, skincare, make-up and fragrances. There is a huge motive behind the study of L’Oreal. The study will help us to understand the operations which are carried out by L’Oreal. The operations such as marketing strategies, business plans, company at a glance, business structure, management and operating structures , competitors position as...
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...9-713-512 REV: MARCH 5, 2014 JOHN R. WELLS GALEN DANSKIN Hennes & Mauritz, 2012 In 2012, Hennes & Mauritz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion, up 11% from the previous year, and operating profits were $3.3 billion, up 8.3%. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the previous decade, revenues had grown 15% per year and operating profits, 18%. Although Gap, Inc. (Gap) began the millennium as the clear global leader in the apparel retail market with sales more than four times larger than those of H&M, H&M had grown quickly and passed Gap in 2009. However, Spain’s Inditex, with its fast-fashion chain, Zara, had done even better. It passed H&M in sales in 2005 and, by 2011, had also become more profitable. H&M had also lagged behind Inditex in supply pipeline speed, brand diversification, online retail presence, and expansion into China. Meanwhile, the world’s leading hypermarket chains, including Wal-Mart and Tesco, were making significant headway in apparel. In 2012, CEO Karl-Johan Persson, grandson of the company’s founder Erling Persson, promised increased expansion into underdeveloped markets, a stronger push to online retailing, and the launch of a major new retail brand. He noted, “We are looking forward to an exciting 2013 full of new opportunities. We have great respect for the macroeconomic climate and how it may affect consumption in many...
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...GRADUATE SCHOOL OF BUSINESS STANFORD UNIVERSITY CASE NUMBER: EC-9B FEBRUARY 2000 NIKE – CHANNEL CONFLICT As 1999 drew to a close, Mary Kate Buckley, general manager of nike.com, found herself and her division at a crossroads. Over the last twelve months, nike.com had rolled out an ambitious e-commerce initiative, signed an exclusive deal with Fogdog sports that allowed NIKE products to be sold by a pure internet company for the first time, and had grown from twelve to 150 employees. But nike.com faced countless critical decisions in the coming months. Specifically, nike.com needed to plan not only its own direct-to-consumer sales strategy, but also its policies and rules for on-line sales of NIKE products by other vendors. COMPANY HISTORY, STRATEGY AND STRUCTURE BRS, the company that would evolve into NIKE, was founded in 1964 by Phil Knight. The purpose of the company was to make high-performance athletic shoes for the U.S. market. Knight, a Stanford MBA and middle distance runner at the University of Oregon, recognized an unmet need for quality athletic footwear that could be filled inexpensively with well-made Japanese imports. Knight started selling these imported shoes directly to runners at track meets in his spare time and NIKE was born. Over the following 35 years, NIKE grew from a part-time job for Phil Knight into the world’s dominant athletic footwear and apparel company by following a consistent and logical strategy: to capitalize on the importance...
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...the world, including Europe, the Middle East, Africa, the Far East, North and South America. It provides a complete and concentrated overview of the total international marketing planning process, along with many new, up-to-date exhibits and cases, which illustrate the theory by showing practical applications. • Extensive coverage of hot topics such as glocalization, born globals, value creation, value net, celebrity branding, brand piracy, and viral marketing, as well as a comprehensive new section on integrated marketing communication through social networking. • Brand new case studies focus on globally recognized brands and companies operating in a number of countries, including Build-A-Bear Workshop, Hello Kitty, Ralph Lauren and Sony Music Entertainment. • Global Marketing ‘Svend Hollensen writes with real authority and insight having been involved in global marketing both as a manager and academic. His book provides a framework within which managers can develop their own approach to overseas markets, and is illustrated with cases and insights that aid understanding.’ Fifth Edition Global Marketing A decision-oriented approach Svend Hollensen Video cases featuring firms such as Nivea, Reebok, Starbucks, Hasbro...
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...Early life[edit] Rosso was born in the village of Brugine in the Northeastern Italian region of Veneto. His parents were farmers and he grew up under simple conditions, regularly helping his father after school. Having seen the laborious life required for a farmer, Rosso aspired to do something different from his parents and in 1970 began studying industrial Textile Manufacturing at the Marconi Technical Institute in Padua. There, he produced, at the age of 15, his first self-designed garment, a pair of low-waist bell-bottomed jeans using his mother's Singer sewing machine. He kept experimenting with different jeans models and would give each pair to friends or sell them at school for about 3500 lire[1] (equivalent of 1,80 Euro in current prices).[5] In 1973 he began studying Economics at the University of Venice, where in addition to helping his father on the farm, he also financed his studies by working as a mechanic and as a carpenter. Diesel[edit] Beginnings of Diesel[edit] Diesel logo Rosso dropped out of the University of Venice in 1975 and began to work as a Production Manager at Moltex, a local clothing manufacturer that produced trousers for various Italian clothing labels. Moltex' parent company, the Genius Group, was run by Adriano Goldschmied who would eventually become Rosso's mentor and future business partner. During Rosso's first two years at Moltex the company grew rapidly. In 1978, after Rosso had managed to increase the company's production beyond what...
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