SWOT ANALYSIS
Strengths
Foxy Originals’ current success reside in its owners’ experience, fashionable products, pricing strategy, along with its current market presence. However, one of company’s key assets is its capability to produce high-end jewellery while maintaining manufacturing costs at a minimum. By combining high quality along with low prices, Foxy Originals was able to attain market share at an unparalleled rate. Gaining a decent market share equipped the company the brand recognition it required to secure shelf space at 250 boutiques nation-wide. A resilient market presence has transformed into a healthy financial improvement that permits the company to continue its current operations while exploring possible expansion opportunities. Moreover, Foxy Originals owners, Kluger and Orol, are most favourable aspects of the company. Orol’s parents operated a successful metal manufacturing company,
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Challenges the company may face are the risk of being eliminated by more experienced, better marketed competitors, low demand for its merchandise, and expensive marketing and distribution. Known that Signet Group, Tiffany & Company, and Zales Corporation occupy the majority of the American market, Foxy Originals must establish its brand on the strength of its superior designs and lower price tags. Various Canadian customers have supported Foxy Originals due to their pride in Canadian products. But the US market purchase products exclusively according to fashion trends. In addition to the challenge, initial market examination suggests 50% of Foxy Originals’ designs do not charm to American consumers. Half the stock’s inadequate appeal, marketing and distribution budgets related with forming the brand, obtaining shelf space, reaching-out to buyers, and attaining market share could prove too much for Foxy Originals to manage and succeed
Beauty retail juggernaut, Ulta, is set to report 3Q2015 earnings today after the market closes. Amidst an overall weak retail sector, Ulta has emerged as one of stronger companies, boasting double digit sales and earnings increases over the past few years. Shares are up over 380% across the past 5 years and over 30% this year alone. The company carries over 20,000 products from 500 different companies and has been able to secure a very loyal customer base. Expectations for todays results are optimistic, as analysts are certain of year over year increases in EPS and revenue. The Estimize consensus is calling for EPS of $1.06 and revenue of $873.81 million while Wall Street analysts are forecasting EPS of $1.05 and revenue of $879.02 million.
The branding Ms. Klein wrote about only appears to work because the idea of “choice” as defined by the brick-and-mortar retailers is an illusion. Anyone entering a department store or mall understands this quiet truth. There are many styles to choose from, it seems, b...
A&F superiority in its heritage, user-friendly online website, and in-store experience such as fragrance of the store, the neat and premium store arrangements, as well as music have put A&F as one of the leading brand when retails come to mind. However, as strong as it may sound, A&F is struggling with declining revenue due to its apparent weaknesses. A&F’s simple product designs is failing to amuse the trendy world of young generation, and its lack of customer care programs to keep existing customers gives consumers no reason to come back. Therefore, I have suggested above several recommendations for A&F to improve its brand equity. In order to keep existing customers to purchase more of its products, A&F should produce loyalty programs that give consumers numerous reason to return with greater advantages. Enhancing customer service programs will also make customers feel appreciated and a sense of attachment to the brand. In addition, A&F should produce more advertisements through social media that are highly appealing to its target market. Finally, A&F should adapt to the ever-changing target customers’ opinions and fashion trends through more sophisticated product
UA’s perceived strengths are in their expansion into new product lines and their use of new technology to improve their products. They also target specific markets. However, according to industry analysts, a weakness could be that they are very dependent on US sales and also depend heavily on a limited number of distributors such as Dick’s Sporting Goods and Sports Authority. Another possible weakness is that the company may be spreading their resources by going after powerful competitors like Nike, which is known to have greater resources to compete in the area of footwear where Nike dominants. As an example the company was unable to woe away Kevin Durant from Nike which could be interpreted by customers that UA is not yet in Nike’s league.
The principles of marketing (The Times 100, n.d) are a range of processes concerned with finding out what consumers want, and providing it for them. This involves the ‘4ps’ of marketing; price, place, product and promotion. The product decision in any company involves dealing with goods that should be offered to a group of customers (Jobber & Ellis-Chadwick, 2012). Burberry maintains a product line with great width and scope in which their products fall into two main categories; fashion or continuity. Their fashion products are designed to be responsive to fashion trends and are introduced on a collection to collection basis (Burberry, n.d). Continuity products however have life cycles that are expected to last for a certain time period. Burberry also has 3 primary collections; womenswear, menswear and accessories, with the variety of products they can utilize their product mix greatly. Burberry also has...
It may be surprising to some to find out that Old Navy is owned by The Gap, Inc. It may be even more surprising to find out that not only does Gap own Old Navy, it owns Banana Republic and Intermix as well. Some may ask themselves why one corporation owns so many different clothing retail stores. The answer is very simple. Every retail store creates an identity for its customers. Everyone asks themselves before starting any day, “What am I going to wear today?” Our clothes are important to us, not just because they cover us and keep us warm, but because they allow us to express ourselves. Our wardrobes gives us identities. Through comparison with some of its sister brands and analysis of its ads and spatial design, it is clear to see that Old
Polo Ralph Lauren’s key success factors derive from the company’s powerful identity. It is notorious for it preppy American style in the designer world, but it is also luxurious, elegant and thrives to always be a classic. It appeals to a wide range of consumers, even if a person doesn’t wear Polo they are at least familiar with what it is. The way the company markets itself is also a big part of its success. For a company that started out less than 50 years a...
The fashion industry has changed over a period of time due to the growth of boundaries. This is attributed to the varying dynamics of the industry; declining mass production, altered structural aspects in the supply chain, need for more affordable cost and quality. This shows that fashion retailers are able to acquire a competitive power in the market through making sure through which they get their products to the market for the consumers (McAfee, Dessain, & Sjoman, 2007). Consumers are hence able to get product easy and of high quality. Fast fashion has been able to meet the needs of consumers while trying to acquire major merchandize turnover to retailers than local rivals. The Zara case study reported sales $8.15 billion to its competitors Hennes & Mauritz 0f $7.87 billion (Dutta, 2002). This was the consumer’s one stop shop due to the quality products offered both globally and locally.
With more than thousands of stores operating in over a hundred different countries, Tommy Hilfiger is one of the most recognized brands in the world when it comes to fashion. The designer clothes allow people to have the classy yet cool look at the same time. In this essay I will be discussing with you Tommy Hilfiger more specifically about the man of the company Tommy Hilfiger, Tommy Hilfigers growth as a global company, as well as its success and awards. As Hilfiger once said, “ The road to success is not easy to navigate, but with hard work, drive and passion, it's possible to achieve the American dream.”
The unique heritage and Burberry’s Britishness are the significant resources that contribute to its success and premium price. Strong brand image as part of intangible assets contributes approximately 25% value to the organization in average (Keen 2003). To avoid discount or oversupply, Burberry needs to continue maintaining its long-term brand image (Berends 2004). Also, Burberry has a variety of product lines and attributes to high worth that makes it more competitive
Through empirical research four main approaches to art were distinguished: brand is seen as product, organization, person and symbol. Company which is well run fulfill are requirements. It has been discovered that purchaisers of luxury goods make their choises partly because of visual identity reasons and parly because of marketing desire created for products. The companies who decided to bring art and commercial production together showed to generate benefits of desire and higher appreciaton of purchasers. "The goal is to generate brand equity through managing a brand identity that is consistent and timeless." (Aaker, 1996). Succes of both companies is based on good quality, innovative products, well run visual brand identification and appreciation for their heritage. Is there connection between luxury fashion, branding and timeless design? Definitely. Branding described in this dissertation showed the procces of creating luxury. From the definitions one can conclude that brands who sell luxury goods sell also timeless goods. It occur not only from the quality of items but even more from what purchasers acquires buying company. It would be also interesting to look closer into diffrent types of luxury brands and discuss closer reationship between branding and creating timeless brand. Unfortunately, the limitations of this essay allowed to study only the most
The period success of GAP had taken a turn since 2002. Profits and revenue continued to decline. From 2008-2010, just in U.S, 6000 retail stores had been closed because of the financial recession; during this period, Gap closed more than fifty of its 3251 stores. The annual income of GAP had also been successively overpassed by ZARA in 2008 and H&M in 2009, which dropped down to the third in fashion industry (Liu, 2013). And continually, the company’s net income declined to $833 million in 2011, which is 17% less than it earned in 2010 (Exhibit 1) (Ciasullo, Blauvelt, & Lambert, 2012). In U.S, the largest market for GAP, the elder generation who bought Gap products in 1990s had gradually left Gap for different requirements with the increasing age, and Gap was unable to keep its success with the younger generation. In addition, although Chinese market currently has been the second largest market for GAP Inc., they still operate the GAP brand as a follower without any distinct positioning str...
In the analysis process, all the questions of six focus groups were summarised into six main themes: 1) Customers’ attitudes towards fashion brands, 2) Powerful brand evaluation, 3) Attitudes towards shopping for fashion brands online, 4) Factors affecting purchasing choice, 5) Promotion evaluation, 6) Evaluation of channels of accessing to fashion brands, 7) Challenges of building fashion brands in Shanghai. Then the discussion was developed around the seven main themes.
The business model that sets Zara apart from other clothing retailers is how rapidly the company changes stocks and releases new product lineups. The company averages 12-16 collections annually which equates to more than one lineup a month. Due to stock being limited and the rapid production Zara brings forth, their items are viewed as exclusive promoting further business. Their customers are happy knowing that their specific article of clothing is more “rare” due to only having an average of a two-week window to purchase the clothing. The company specifically targets current trends and has them in the store within 30 days. This maintains the brand’s uniqueness and relativity in fashion.
The sign of moving products promptly from a designer’s table to the retail sales floor has swayed the whole global retail commerce and enticed rivalry. Customers value a “new look” that can be worn for this instant and assess the goods as a monetary fortune; not something that you will keep