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Case study analysis
Case study analysis
Business management case study
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Six Months Merchandise Plan Case Study Assignment.
Lululemon
Part 1
Describe the store – History and summary
Lululemon Athletica Inc. was founded in Vancouver, Canada. The company aligns itself in the yoga-inspired athletic apparel. Since 1998, it has grown into 201 countries, with the majority in North America, with stores also operating in Australia, Canada and China.
Chip Wilson founded Lululemon in 1998. The first store opened in Kitsilano, a Vancouver neighborhood. Wilson believed that yoga would be the up and coming athletic trend in the revolution of sports. In the initial stage, the store included a design studio, a retail store that also transformed into a yoga studio in the evening. In 2007, Lululemon became a public company and since then it has expanded aggressively into different markets.
Laurent Potdevin current CEO of Lululemon said in a statement, “2014 is an investment year with an emphasis on strengthening our foundation, reigniting our product engine, and accelerating sustainable and controlled global expansion” .
Positioning strategy
Retail Strategy
Store’s retail mission and/or vision statement
At its very core, Lululemon’s intent is to “elevate the world from mediocrity to greatness” . On the company’s website, their mission statement is “creating components for people to live longer, healthier, fun lives” . Goal setting is a big part of the culture at Lululemon. Every employee is encouraged to create their vision, as the company believes vision defines an ideal life and identifies the goals one need to achieve this vision. Their vision and goal setting training program is based on six core concepts; possibility, vision, balance, audacity, format and integrity. In addition, Lululemo...
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...t build quality and extra features into their products, such as moisture-wicking fabrics. Moreover, Under Armour is redesigning and expanding its store base. It is also focusing on creating a larger product mix to its Studio yoga line .
Gap’s Athleta runs close to Lululemon’s brand positioning, product lines and promotional activities. Athleta has been rapidly expanding its store base. Similar to Lululemon, Athleta places emphasis on creating a strong community base and in-store events when promoting the brand. In terms of price, Althleta is able to offer similar high quality clothing at lower prices. For example, a pair of yoga pants from Athleta costs $59.99 , compared to a similar style yoga pants from Lululemon that costs $98 . Because Athleta is owned by Gap, it has the resources and networks to expand quickly and gain prominent market share.
Wilson has started many retail companies, foundations and programs. His most known company is Lululemon Athletica, often referred to as Lululemon. Started in 1998, in 16 years the company has become the leading brand in yoga apparel. The business started because female participation in sports increased in those years. The first store was in Kitsilano. It is a small town in Vancouver where Wilson was born and brought up. Originally, Lululemon sold all women sports wear. After the some success, the company launched a subsidiary in 2001 called Fashion Active Lab. This company specialized in yoga clothing. The success of yoga clothing, created a new opportunity for Lululemon. In 2009, they started a new subsidiary called Ivivva Athletica. This company’s target market was girls ages 6 to 12. On July 27, 2007, Lululemon hit the NASDAQ market for public trading under the symbol LULU. On December 10, 2013 Wilson sa...
Finally, Lululemon also faces competition from active-wear giants, like Nike. Nike has introduced a yoga line, which they are in the process of expanding (Lutz, 2013). Nike proves to be a major rival because they have a greater reach to customers than Lululemon (Lutz, 2013). According to the Nike website, they are selling their yoga pants for $100.
Stempel, Jonathan. "Lululemon Prevails in Lawsuits over Yoga Pants Recall." Chicago Tribune. Chicago Tribune, 04 Apr. 2014. Web. 08 Apr. 2014. .
To expand brand awareness, brand loyalty, and the appeal of its products the company implements a grassroots community-based marketing strategy. The company selects ambassadors that are local fitness professionals to proliferate word-of-mouth marketing among their students (Thompson, 2014, p.C86). Lululemon additionally engages social media, sponsors local athletic, fitness, and philanthropic events, and positions a community events bulletin board and chalkboards in its stores. The bulletin board displays announcements of future activities, presents fitness education and brochures, and promotes neighboring ambassadors’ yoga studios and fitness centers, while the dressing room chalkboards provide an outlet for customers to rely their comments (Thompson, 2014, p.C86). Lululemon’s yoga ambassadors lead a class every four to six weeks; whereas local professional yoga instructors conduct weekly classes at their local Lululemon location as the retail stores allocate the rearrangement of merchandising displays to provide ample floor space. These retail stores reflect the appearance of a simple, neighborhood boutique as they are situated in street locations, shopping centers, lifestyle centers, and malls as a means of integrating into the community (Thompson, 2014, p.C82). This is enhanced
These individuals come from educated and sophisticated backgrounds and socioeconomically fall within the middle to upper class. This target customer won’t buy new clothing based on the fact that it might be worn out or too old, they buy habitually in order to keep up with the latest trending styles and innovations that money can buy. “Other than their poise and perfect coifs, you can identify members of this gym robot army by their brand of clothing. You’ve seen them at your gym, at the Whole Foods and in line for green juices; they’re the Lululemon ladies and they’re fancy as fuck.” (Blisstree) This consumer segment is also very brand and status orientated, and therefore views and wears Lululemon as a status symbol of high end and high quality, athletic
Offering special products is marked under strengths and opportunity; however, long term sustainability must ease the weaknesses and threats posed by competitors and external markets forces. However, they are several other strengths of this company that outweigh the weaknesses but can easily be threatened. Lululemon has a great brand equity and knowledge in the market which has helped them development a customer loyalty. While Lululemon’s strengths is challenging, limiting their products to a special market, with higher than normal prices opens the markets for competitors. Lululemon has several weaknesses, they only offer a specialty product and it mostly aimed to attract woman. The company’s profitability has decreased over the recent years, showing the necessity for Lululemon to sustain its economic growth through product diversification and geographical expansion. Many of their competitors have grown, mostly likely due to their global growth and divarication. If Lululemon would expand their market growth this would open up so much more opportunity for this company to grow. One of their weaknesses is there is the dependence on suppliers. This opens a great opportunity for Lululemon, right now they are heavily relying on suppliers around the world and they do not have their own manufacturing facilities. This is causing the company to spend more money of vendors to
They could overtake Adidas if they continue with their innovative strategy because they’re only $3.5 billion away. Since now-a-days consumers are all about technology and new innovative products, if Under Armour continues with their innovative strategy they will continue to see an increase of financial growth, become a major competitor for Adidas, and a closer competitor to Nike.
By putting the warehouses in strategic locations, you provide better access to those customers in more remote locations. By taking advantage of this, Under Armour will not only expose itself to new customers, but will be able to continue to dominate the athletic performance apparel industry.
When Gap was founded in 1969, Gap was unique and new. Gap's target customers were younger generations. Gap's hottest seller at the time was its "basic" look, which consisted of signature blue jeans and white cotton t-shirts. Gap founders realized that jeans were becoming popular among the younger generation of customers. Nevertheless, the company recognized that despite Gaps popularity among the youth, there were not enough assortments of jeans in the clothing outlets. Capitalizing on this deficit was merely the next step in expanding. Gap's founders were sure that jeans could be sold through a chain of small stores devoted solely to that product. As Gaps business idea became successful, Gap expanded their line of offering and now Gap offers a range of clothing for men, women, and children. As Gap's business began to boom, Gap also began to expand. Gap Inc. added two new entities to the company, Banana Republic and Old Navy. All three chains have their own target markets. Banana Republic is known for their casual luxury, with high-quality apparel. Banana Republic tailors their store to appeal to the unique market of pleasing the most fashion conscious consumers.
The purpose of this presentation is to provide a comparative analysis of business activities of two well-known representatives of the US retail industry, Target and Walmart. My research is focused on a business strategy of these largest and most experienced American merchandising companies; particularly, on their activities in Canada. Based on the data collected from the various sources, I would like to detect, analyze, and demonstrate the obvious causes that have lead to a catastrophic failure of Target in its unsuccessful attempt to win a Canadian market.
The Silverman family first founded American Eagle Outfitters in 1977. They operated specialty clothing stores under the name Retail Ventures. In 1980 the Silverman’s encountered financial troubles when the Schottenstein family bought out 50% of the Retail Ventures. In 1991 the Schottenstein family bought the rest of Retail Ventures and opened 153 American Eagle Outfitters. By late 2000 the company had introduced 46 new stores in Canada. American Eagle had approximately $2 million in annual sales in 2003 and now operates over 800 stores in the United States and Canada (http://www.hoovers.com/american-eagle-outfitters/--ID__17231--/free-co-factsheet.xhtml).
Nike’s focus for fashion forward women is the following: lead the athleisure trend, increase advertising, and the introduce the #BetterForIt social media campaign. We need to focus on the athleisure trend by increasing our portfolio for the women target market. Athleisure is already 20% of the firm’s revenue and we need to recognize that women are leading this fashion movement. Under Armor and Lululemon are already making headways in this fashion focused market. We need to emphasize our athletic technologies, promoting lighter fabrics and better performance, while still maintaining a level of comfort and fashionability. Increasing the portfolio means nothing if women don’t know we’ve done just that. Nike will need to increase advertising specifically with this target market in mind. The #BetterForIt campaign is one important aspect of these advertising efforts. Similar campaigns should promote and help “normalize” athletic wear in everyday
1947: The first store opens in Västerås, Sweden, selling women’s clothing. The store is called Hennes
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...
The story behind the birth of jeans emerges from an interesting collaboration between an innovative tailor and a bright businessman. In 1853, Levi Strauss established a whole dry goods business in San Francisco, selling clothing and many other products to small general stores all through the west of America. One of many regular costumers was Jacob Davis, a tailor in Reno Nevada, who used to purchase his work material from the whole sale house of Levi Strauss & Co. At some point, Davis invented the process to rivet the pocket corners on men’s pants to make them stronger. Having earned great success, Davis decides to write to Levi Strauss, suggesting that they jointly apply for a patent; and Levi agreed. Consequently, in 1873, Levi Strauss & Jacob Davis are granted a patent on the process of riveting pants by the U.S. Patent and Trademark Office on May 20. It is patent number 139,121 and this is the invention of the blue jeans.