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Fashion world threat posed by competitors
Pricing Strategies Case Study for Fashion
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Being a market leader and in addition to being in one of the most competitive fields of business, Gucci is likely to face stiff competition from new and already existing companies. The fashion industry is one of the most competitive industries due to its large market size. Additionally, trends change very rapidly thus for a company like Gucci to remain relevant, the company must be able to identify what the market wants to gain a competitive edge. Other high end companies that are giving Gucci a run for its money include Prada, Channel, and Hugo Boss (mbaskool). Prada specifically is posing a major threat to the market share controlled by Gucci by offering almost similar products (mbaskool). Increase in competition has also led to the emergence …show more content…
Associating Gucci products with the rich and famous will boost the image of the company as something unique or prestigious (Vilamor). Consumers will want to be associated with Gucci as it gives them a feeling of class and prestige. Gucci should largely employ this move to penetrate the Asian market as most consumers in those regions follow what their idols do and wear (Gucci official site). Pricing can be employed in two ways in as far as marinating competitive advantage is concerned. Firstly, Gucci should take advantage of the low supplier bargaining power and negotiate for better pricing for its raw materials (Pratap). The company outsources its raw materials from different suppliers thus ensuring that no single supplier has a significant amount of bargaining power …show more content…
If Gucci does not come up with stringent measures, the company is likely to be affected negatively, both in terms of image and profits. Although it’s nearly impossible to come up with a permanent control measure against counterfeiters, Gucci should try and reduce the quantity of counterfeits that is available in the market (Bain). One method through which this can be achieved is implementing a brand reputation monitoring software (Digital brand protection). The software monitors online platforms to ensure the brands name is not violated, misused, or violated in any way (Digital brand protection). If implemented, Gucci will be able to monitor which online platforms are selling counterfeits, the number of such platforms and the specific products that are being
Victoria’s Secret was founded by Roy Raymond because he felt deeply embarrassed going into a department store to shop for lingerie for his wife. He felt uncomfortable and felt as if the sales associates thought he looked suspicious purchasing lingerie. Because of this, Raymond opened the first Victoria’s Secret store in 1977 which would forever change the lingerie industry (Fabry). The name “Victoria’s Secret” was created because of the sensation and feel of the victorian era he wanted to afflict onto the store. The word “secret” was used for a sense and feel of privacy men would feel shopping for their spouses (Schlossberg). Raymond soon realized that a majority of the shoppers were, in fact, women and not men and noticed that making sexy mainstream was selling rapidly. Around this time Raymond sold his business for $1 Million to The Limited Brand in 1982 (Fabry). Victoria’s Secret is still part of The Limited Brands Company, which also owns Bath and Body Works, Pink, La Senza, and Henri Bendel. Victoria’s Secret takes up a majority of Limited Brands share compared to the other stores within the company. Limited Brands operates over 1,500 stores in the United States, Canada, and the UK as well as 400 stores in more than 70
The competitive rivalry is high as the industry is comprises of many clothing retailers. For instance, ASDA’s brands George and Matalan, which provide not only quality garments but also sell them in a low price. Primark may lose a significant number of customers due to the intense
Tom Ford explained in a presentation of the fashion industry and copyright that knock-off products and low-end replicas target a different audience, and that the customer of Gucci isn’t likely to shop at a market selling fake designer goods (USC Annenberg,
Other than statistics, there are important aspects that impacts the shoes industry. The increasing number of discount retailers entering the market, adds some heat for the competition. There are also two major trends that seems to be opposite but are not, in terms of consumers’ behavior when it comes to shoes; the “stripped casual” or “casual cool”, and the growing demand for design and style. These trends only benefits the already fashion conscious Steve Madden brand and its
Athleisure style take years to craft and master due to the various focus groups, sample testing, and trial and error mechanisms required to establish a look and comfort level that customers deem valuable and purchasable. Under Armour has been focused on technical athletic gear, which takes a lot less checkpoints; thus, Under Armour is losing competitive advantage by entering the athleisure business too late. Many of Under Armour’s competitors are already thriving in the athleisure business. For example, Lululemon is popular among all types of consumers--runners, yogis, dancers, suburban moms, teenage girls, college guys, men and women from all walks of life. Lululemon also has aspirational personas--Ocean and Duke--to help them with their marketing.
Case Study: Victoria's Secret OVERVIEW Victoria's Secret, one of the world's most recognizable fashion brands, established itself in the Bay Area in the early 1970s. Originally owned by an ambitious Stanford graduate looking for a comfortable and high-end retailer to buy his wife lingerie, Roy Raymond opened the first store at Stanford Shopping Center. Styled after a Victorian boudoir, Raymond's success prompted him to open three other locations, a catalog business, and a corporate headquarters within a few years. His inability to balance finances with his creative vision, Roy Raymond fell into trouble and was forced to sell his company for the small sum of $1 million dollars to The Limited, an Ohio-based conglomerate owned by Les Wexner.
Victoria’s Secret represents the idea of sex sells as their main type of advertisement. When most people think about Victoria’s Secret they think bra’s but the product line varies it offers bra’s, panties, sleepwear, fragrances, swimsuits, clothing and shoes. Victoria’s Secret is an inspirational brand with sexy supermodels, top of the line photographers and aggressive advertising. Victoria’s Secret made buying lingerie not only an enjoyment but a must.
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
However, when looking to create a luxury brand, one must go beyond what is required of an ordinary brand, to create something of high value and therefore high prices. So instead of just having brand values, it should have brand beliefs, as this will create a stronger emotional connection with its customers. It should aim to go beyond having a logo, but rather a set of distinguishable icons and the brand’s points of sale needs to be somewhere that connects with its customers and becomes something of a pantheon among other retail outlets. Similarly the customer segmentation should have role reversal, so the customers want to buy their products. Luxury brands should instead of actively promoting their advantages over their competitors, never push the customers into buying their products, thereby offering mystique and letting the customers make the value creation. Lastly, a true luxury brand not only offers products but rather a way of life, allowing them to branch out over several product categories, into every aspect of their customer’s
A weakness for Vuitton as a brand is their limited target market and customer segment. Although their products are very accessible and attainable, they only cater to the elite individuals. The longevity of debt within the company was very interesting because these obligations can cause of inability of growth within the company (Louis Vuitton-History, 2015).
...specific, the prices of leather goods, accessories, watches, jewelry, shoes and ready-to-wear of Louis Vuitton dropped by seven percent in 2008. Besides, Fujii takes some actions to face the challenges. For example, he sets an Internet business to follow the world trend and to enlarge the distribution channel. Also, he increases the product line to cover the children clothes and enlarges the market by opening stores in mid-size and small cities. Since Japan is still a developed country with wealthy families, the Japanese luxury market would still be a healthy and attractive market for Louis Vuitton and these challenges could be overcome in large extent.
New entrants or high end line in competitors can hurt them. For the time being, Lululemon’s overall attractiveness is still strong according to the SWOT analysis above. However, the senior managers should use the strengths as the foundation for the strategy, take use of these potential opportunities, correct weaknesses and use strengths to ease up the impact of important external threats that might occur.
Ralph Lauren is an American fashion designer philanthropist, and business executive, best known for the Ralph Lauren Corporation clothing company, Ralph was born as Ralph Lifshitz in year 1939 in New York City. Ralph Lauren started in 1967 under the name of Polo Ralph Lauren, until he expended his designs. Polo Ralph Lauren based on American style leader in luxurious, sophisticated fashion and Striking a balance between “timeless” and “modern” style and to make his full line more impeccably crafted the new sportswear is born. And finally in 1970 Polo Ralph Lauren released a line of women 's suits tailored in a classic men 's style.
Miuccia Prada once said that “What you wear is how you present yourself to the world, especially today, when human contacts are so quick. Fashion is instant language”. Miuccia Prada and the Prada brand have grown from humble beginnings making quality leather goods to a public traded company with a current market capitalization of over $26 billion (USD) . With the development of Prada as one of the world’s premier luxury brands it provides an excellent case study to examine how strategy paved the way for the success of the Prada brand. First, an examination of Prada’s strategic positioning against luxury brand rivals Louis Vuitton Hennessey Moet (LVHM) and Kering (Gucci). The acquisition history of Prada will be reviewed, where some preliminary conclusions can be made about what has been contributing factors to both the successes and failures. Then finally, an evaluation of what the future holds for Prada and the sustainability of its competitive advantage.
With the growing trend of outsourcing manufacturing processes to emerging economies, brands are facing an increasing growth of counterfeit goods. These goods attempt to imitate luxury brands, which in the long run erode the value and the reputation of the brands (Staake et al. 2009). Consequently, counterfeits are becoming a growing concern for status, prestige and luxury brands.