Executive summary This report is aiming to analyse the special market offer “women’s yoga clothing” of Lululemon, what’s special about this product is that it is accounting for most of Lululemon Athletica’s sales. Women’s and Girls’ Wear Manufacturing Industry is expected to gain about $589.6 million in 2013-14, a little drop by 3.9%. The major participators in this industry are: • Nike, Inc. • Reebok • Adidas AG Lululemon is a public company that founded in Vancouver in 1998, which now becomes a top athletic apparel company in the world, especially for women’s yoga clothing. Lululemon is affected by competitor and supplier forces from micro environment. Moreover, it is affected by technical and demographic force from macro environment. Lululemon offers various product that including the clothing and athletic accessories for different customers. In Lululemon’s 2013 annual report, it target at “sophisticated and educated woman who understands the importance of an active, healthy lifestyle” (Lululemon 10K, 2013). Lululemon’s strategy is providing various products to different custom...
Karolina Swietoniowska, the young, youthful, educated and passionate owner of Korra dancewear has been in business, trying to live her dream of designing dancewear clothes for the past three years. Sales have been however very slow for her, given that she had other priorities to take care of, she is now looking to improve her position as a businessman and increase her scale of business and expand and grow. Capital and experience constraints have been pulling her down and she is struggling to make her mark on the market. There are other very strong competitors in the market, functioning with very different
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Only 10% of Dick’s revenues are attributable to their sales through private brands (Dick’s Annual Report, 5). While that is a relatively low percetange of revenues, Dick’s makes a much larger margin on their private brands than they do on selling the products of other companies, despite charging lower prices than Nike, Under Armour and LuluLemon. Pursuing further development within the private label sphere, Dick’s could reduce the dependence on national brands and establish a stable revenue stream for long term profitability. The private label brands could also gain more control over other products especially in terms of size, package design, and distribution. Moreover, with fast trend cycles and changes in customer preferences, it is easier to adjust product assortment to these cycles when dealing with private
This should be highlighted because this is different from other sports brand, such as Under Armour and Nike. However, the company is overconfident. With the development of the company, it becomes difficult to attract new customers. It is true that yoga pants are popular, but it cannot be that when people are talking about Lululemon, what come to their mind are just yoga pants. After the crisis happened in Lululemon, the customers may doubt whether it is worthwhile to spend nearly one hundred dollars to buy yoga wears, which may encounter some quality problems. The exiling of large-sized clothing is not a wise decision. Lululemon can’t distinguish its customers from who totally fit their designed size. The company fails to deliver its value to the customers and tells the public that some yoga lovers are not suitable for putting on Lululemon’s yoga clothing. Therefore, the company not only needs to put effort into its market plan to rebuild its reputation but also needs to make some improvements on enriching its targeted
Bargaining Power of Buyers: As a group, Lululemon’s customers have a high level of bargaining power. Buyer’s switching costs are low; they can easily switch to another brand if they are at all dissatisfied with Lululemon’s products.
In order to beat its competitors, Under Armour Company can engage in market sensitive fresh product invention. New products are more likely to draw curiosity amongst the populations especially if they commensurate well with the prevailing trends (Hill & Jones 2009, p. 308).
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.
C-79). The company is also offering products and apparel intended for other healthy and athletic lifestyle pastimes rather than solely for yoga. These include swimwear, which were introduce for women in fiscal 2013 and men in the spring of 2014, dance apparel through its ivivva brand, as well as expected golf and tennis products (Thompson, 2014, p. C-80). Additionally, Lululemon offers such products as gear bags, water bottles, caps, gloves, headbands, and socks. This supports the company’s core component to “broaden the lululemon product line beyond yoga, running, and general fitness (specifically swimming, golf, and tennis) and include offerings for both males and females of many ages” (Thompson, 2014, p. C-79) for its fiscal 2014 business strategy. This indicates that the senior administrators of Lululemon have been transitioning the company’s competitive strategy from having a narrow market focus just on yoga
Lululemon, a premium yoga-focused retail chain, serves two market segments. One segment consists of consumers who are characterized as “trendy urban” and the other segment consists of “wealthy” consumers. The “trendy urban” segment, in summary, is fashion oriented or active women who live in metropolitan areas. The “wealthy” market segment is affluent women who live in either urban or suburban areas. As discussed below, these two market segments are defined by differences in demographics, geography as well as behavioral and psychographic characteristics.
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
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.
Charles & Keith, a well-recognized women’s footwear brand was established in 1996 in Singapore Amara shopping centre by the two young brothers, Charles Wong and Keith Wong. The company began its foreign market venture in 2000. To date, Charles and Keith has a presence in more than 20 major cities around the world. The brand are well-known internationally today with the vision “to be the most admired fashion-forward company” and the mission “to offer high quality products and services, with a commitment to perfection” in mind all the time (Charles & Keith, 2013).
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.
According to global industry analyst, the world sports clothing industry is anticipated to exceed $126 billion by 2015, Because of more active lifestyle, with older demographics and woman becoming more energetic, this drives the market. The entire sports clothing industry is highly filled with so many brands like Nike, Adidas, Umbro and Reebook all over the world competing, even the high leading brands have to work twice has hard in other to keep their share in the market because most of this small firm have quality products and also a very fine marketing style which has increased competing style in the industry. All over the world people demand more versatile wear, which indicates that’s retailers continue to produce new style of sports clothing for both men and women.