Mango Supply Chain
Marcel Planellas, secretary general of the Esade business school, describes the Mango fashion retail chain, as “gazelle-like,” because it has grown so quickly. The fashion retail chain opened its doors in 1984 when two brothers, Isaac and Nahman Andic launched the first Mango store in Barcelona. Less than 25 years later, there are 1,114 Mango stores on the leading shopping streets of big cities in more than 90 countries. It is now, according to Planellas, “one of the most valuable retail brands in the world.” Interbrand, the international consulting firm. Says that Mango’s revenues amount to about 700 million euros. Esade has developed a case study of Mango, recently published in Expomanagement, the largest managerial forum of Spain’s HSM management training firm.
In an interview with Universia-Knowledge@Wharton, Planellas notes that when he asks students to explain Mango’s strategy, their first answer often focuses on the positioning of its shops in locations frequented by a specific market segment – young women who like fashion. Beyond that, “some students go further, focusing on what goes on in the [company’s] warehouses and how the company has structured its logistics chain, and the technology that it uses [for logistics]. But very few pay attention to its corporate culture and practically no one has an overall global view [of Mango].” Planellas believes there is something contradictory about Mango. “The chain is very well known at a popular level throughout the world but it is almost unknown from a managerial point of view.” He poses this question: “How many people know that Mango manufactures none of the garments that it sells?”
“We have a very focused strategy,” notes Enric Casi, Mango’s chief executive. “We target women who want the latest in fashion trends. If we were aiming at the entire public, we would not be loyal to our true customers.” Casi asserts that his target is “30% of the people who pass by our shops; we could not try to attract all 100% because we would lose our identity.” Casi adds, “Our women don’t go shopping; they go to Mango." In addition to various promotional campaigns, the values of the brand are strengthened “by stylishness and design because we bring out four collections each year thanks to the teamwork of our more than 900 designers.” He adds, “The shops aren’t only for selling [garments] but also for getting information [about them].” According to Casi, when a customer chooses a garment to try on, it is because she likes the design, the material, and the colors.
For example, lifestyle is one the major psychological factors that pushes the organization’s strategy. Lululemon wanted to create a “community hub where people could learn and discuss the physical aspects of healthy living, mindfulness and living a life of possibility”. Customers buy high end ‘lulu’ leggings to be part of the self-transformation movement lifestyle. The clienteles who purchase Lululemon’s leggings also perceive them to be of higher quality, thus don’t mind spending more if they receive better quality in return. Overall these psychological factors make Lululemon a popular exclusive brand that promotes the idea of a better lifestyle, this consumer behavior has helped Lululemon become more known with many sociocultural influences. With the increase of yoga and social media throughout the years, Lululemon is presented as a staple for yogi’s and athletes online and in person. Yoga instructors teach classes, pose in Instagram photos, and participate in self-exploration experiences all while wearing Lululemon leggings. This sparks the interest of consumers new to the lifestyle who view this as an influence to buy a pair. Lululemon also have a loyal clientele base that rave about the quality and comfort that come with buying a pair of Lululemon leggings. With the popularity, and the higher cost, many see buying a pair of leggings as
The Target Corporation prides itself on their department store roots with a constant obligation to great prices and stylish originality. The main focus of every Target store is the customer, whom the corporation refers to as a "guest", making them feel more personal. Each guest can expect to walk into a clean, organized, and easy to navigate store with "high quality, stylishly designed items plus all the essentials for his or her life".1 The company also has a significant focus on design. The company employs a "design for all" strategy that says great design is for everyone to enjoy, everyday. The product designers know how to create products you will "love to live with and low prices you can't live without".1 The commitment to design has become a key technique of attracting and keeping their shoppers coming back.
Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara’s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities produced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara’s current business model.
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...
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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...
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Hennes & Mauritz (H&M) is a Swedish clothing retail company. The company was founded by Erling Pesson in 1947. The first H&M store was opened in Vaesteras, Sweden in 1947. The mission of H&M is to offer fashion and quality at the best price where “quality includes ensuring that products are manufactured in a way that is environmentally and socially sustainable” (H&M, vision & policy, n.d., para. 1). This essay is to highlight the current market analysis, pricing strategy, retail strategy, and competitive advantage analysis of the company.
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