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Chapter 10 crafting the brand positioning
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Recommended: Chapter 10 crafting the brand positioning
Nationally Neiman Marcus is one of the leading retailers of decorative home products and fine jewelry, but it’s biggest concern is growth. Niemen Marcus faces the dilemma of running out of growth opportunities. Neiman Marcus needs to generate a concept that will push the highest levels of growth while remaining uniform or favorable with their brand image. According to Robert Smith, “over the next five to seven years the goal is to produce a remarkable revenue growth mechanism for Neiman Marcus that will yield ($150-$200 million per year)” (p. 15). Neiman Marcus must expand and capitalize on the most attractive elements of the Neiman Marcus franchise, specifically unique top-quality merchandise. The company must find a strategy that will …show more content…
The Galleries represent a notable opportunity to grow and improve their brand positioning. According to Neiman Marcus, “the size of a full-line Neiman Marcus store averages 135,000 square feet, and the Neiman Marcus Galleries would be about 10,000-11,000 square feet” (p. 1). The Galleries that Neiman Marcus would expand into, would focus on decorative giftware, along with designer and semi-precious jewelry. By using merger and acquisition strategies to strategically capture value and utilize capital, Neiman Marcus has consistently sustained a shareholder value position and a controlled, continual approach to its businesses. The Gallery opportunity will offer higher rewards to shareholders. Expansion into Galleries would entail the expansion and capitalization of rare exceptional merchandise, such as luxury jewelry. The Neiman Marcus luxury market has remained strong and successful throughout the years. According to Tansky, “the enthusiasm in shopping is not declining for customers who purchase luxury products, they continue to look for exclusive merchandise, and when the offer is encompassed by impressive service, the proposal is that much more appealing” (p. 5). Prosperous and opulent consumers seem to have a weakness for luxury jewelry. Affluent consumers are more likely to purchase quality products that last
Lancer Gallery is a limited liability company that sources and sells a wide variety of South American and African artifacts. The firm’s headquarters are located in Phoenix, Arizona and they also have branch offices in Los Angeles, Miami, and Boston. Lancer Gallery originated as a trading post operation near Tucson, Arizona in the early 1900’s. Through a series of judicious decisions the company established itself as one of the more reputable dealers in authentic southwestern jewelry and pottery. The main problem in this case is should Lancer Gallery’s top management accept or decline a contract that could potentially re-position their brand and definition of business.
In Tim Seibles' poem, The Case, he reviews the problematic situations of how white people are naturally born with an unfair privilege. Throughout the poem, he goes into detail about how colored people become uncomfortable when they realize that their skin color is different. Not only does it affect them in an everyday aspect, but also in emotional ways as well. He starts off with stating how white people are beautiful and continues on with how people enjoy their presence. Then he transitions into how people of color actually feel when they encounter a white person. After, he ends with the accusation of the white people in today's world that are still racist and hateful towards people of color.
Ron Johnson spent a great deal of time and money to promote his ideas of “stores-within-stores” by turning floor space into an area to house several branded boutiques. He did this in order to attract a target market of a wider demographic which includes age, gender, and generation. One of the m...
Nordstrom’s retail positioning strategy provides it with the competitive edge it needs to differentiate it from competitors who also serve similar markets.
RL Wolfe is an engineering and productions company that deals with the production of plastic pipes. The company has its headquarters in Houston, Texas. It is worth 350 million dollars and has three branches that include Wolfe’s Austin based in Texas, Columbus based in Ohio and the most recent branch that the company acquired based in Corpus Christi, Texas. The company has been trying to adopt new human resource management (HRM) practices in a bid to increase the productivity. The new HRM strategy is the adoption of self-directed teams (SDTs). The strategy began as an experimental strategy on the workforce in Corpus Christi in a bid to raise the production of the company workforce to 95%.
Erik Peterson faced a number of challenging situations with Jeff Hardy, a high level employee with CelluComm, the parent company of GMCT. At first we see an awkward relationship with Jeff Hardy whom Peterson had been assigned to work under by Ric Jenkins, partly due to the lack of concrete relationship guidelines between the two (Sami, 2013). Hardy had very little operational experience, and Peterson felt that he was unable to receive constructive guidance from Hardy. As a subordinate to Hardy, Peterson should have instead attempted to resolve this problem early on as it was a critical relationship within the GMCT Company. Consulting Hardy by letting him know of his concerns would have been a more efficient and respectful manner in handling the situation. This relationship building would also have been integral in facing the Peterson-Hardy communication issues with respect to the local municipalities and fire department. Operant Learning Theory (Johns & Saks, 2014, p.54) suggests that as a result of this negative consequence Peterson should be able to improve his interpersonal skills specifically with superiors within the organization moving forward. As a subordinate to Hardy, Peterson should have instead attempted to resolve this problem early on as it was a critical relationship within the GMCT Company.
Macy 's strategy is to provide a "localized merchandise offering and shopping experience to targeted consumers" (Macy 's Inc., n.d.). Macy 's generates primary revenue through the sale
Under Arnault, the company was the world’s leading luxury product group. Arnault believed that LVMH control of retail chains was critical to luxury brand success. The finer points of retailing were believed to be, influencing of the overall image of luxury products, as much as the product attributes.
My understanding of case management comes from an accumulation of lecture, readings, and a little bit of research. At first I thought case management meant to manage a case, which it kind of does, but it is a lot of background work that goes unnoticed from the workers part. One thing for sure I can say about case management is that is a very stressful and demanding job for the worker, therefore, you have to be a responsible worker, so that your client can hopefully get the services and resources he or she may need. As a case management worker your responsibilities are many, for example you are to educate, empower and enable your client to be self sufficient.
-Status symbols: Sophisticated customers who value the distinctive, exclusive collection seem to value the corporate-branded version of luxury. –Philip Martiz, chairman of the board
Six years after deciding to be an independent public company in late 2000, Coach Inc.’s net sales had grown at a compounded annual rate of 26 percent and the stock price had increased by 1,400 percent due to a strategy keyed to a concept called accessible luxury. Coach crafted the accessible luxury category in women’s handbags and leather accessories by differentiating themselves on price, but matching competitors on styling, quality, and customer service. The accessible luxury strategy mirrors a focus (or market niche) strategy based on low costs. Coach concentrates on a narrow buyer segment and outcompetes rivals by having lower costs than rivals and thus being able to serve niche members at a lower price. Management believed that new products should be based on market research rather than on designers’ instincts. Coach utilized extensive consumer surveys and focus groups to gain insight in the market, and ultimately a competitive advantage over competition. Coach’s $200-$500 handbags appealed to both middle class consumers who now were able to afford a taste of luxury, as well as affluent consumers with the means to spend $2,000 on a handbag on a regular basis.
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. Grow the business by constantly adding more stores around the world: The Company has had tremendous success in opening stores around the world. It has applied its global strategy effectively and has enjoyed increase in sales from global operations.
Dubois and Czellar (2002) refer to luxury brands as those goods that can offer comfort, beauty and refinement. On the other hand, a prestige brand is referred to as a brand that has achieved a definitive level of accomplishment, either in the quality or performance. O’Cass a...
For one, luxury can be defined through good health. For another, luxury can be defined through comfort. To many, luxury is defined through lavish possessions such as cars or jewelry. Regardless of how we perceive luxury, there is a journey behind how we achieve it. Cartier produced an exquisite commercial to celebrate the brand’s history. With the worldwide icon, the leopard, we went through the odyssey of Cartier’s history. The commercial started with a leopard statue of diamonds and jewels coming alive which symbolized the birth of the legacy of Cartier, the start of the odyssey. Then we start watching the leopard visit significant places of Cartier’s history: China, India, and France. All these places are important to the luxury industry. After the journey across different continents, we finally arrive in Paris where Cartier was founded, where