PANMAI CO-OPERATIVE (REVISED).
Panmai is a new marketing consulting co-operative of about 300 people, founded in 1982 in Kaset Wisai, Thailand. The main activity of this co-operative is to produce handwoven and hand dyed scarves from silk and cottons. The founder, Jeff Powell, is only in Kaset Wisai for 2 years and in the space of this 2 years, has to secure a future for Panmai and create changes that would be useful and effective. Panmai has to decide which marketplace and technique of distribution works well for the co-operative. Should he pursue foreign sales? should he stick to a major form of distribution process for the growth of the co-operative? Should he sell his products through retail stores, or wholesales, or through consignment?
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It is seen in this case study that Panmai operated four different retail stores, the Roi-Et Plaza, the Fortune Town Plaza, the Narayana hand craft center and in Kaset Wasai. In the retail store at Kaset Wasai, and Rot-Et plaza stores, Powell noticed a variety of problems. He took note of the fact that there was not enough product variety, no display space and there was a lot of dust in the store. These problems could cause a drastic drop in the amount of customers that this store has, and also affect sales as there is not enough product for customers to make a choice from. This can be viewed as a weakness of the Panmai Cooperative. In Kaset Wasai and Roi-Et, it is said that only one employee worked there. This is a serious weakness in the Panmai Co-operative. As stated in this case study, the employee is forced to close down the store if there is a need to make a delivery or run errand. Firstly, this is not good for any kind of business hoping to be successful and big at a point, Secondly, the workload on this employee could cause a health breakdown most especially if she has a family. In the Fortune Town Plaza, there is no good awareness of the existence of the store and the product they sell because the store is situated on a deserted third floor of a mall. This store is said to …show more content…
The foreigners complained that Panmai’s products are too Thai in nature and needs some type of adaption to western taste and fashion and that its display process needs improvement. The salespeople at the Panmai retail locations have also complained that the people are bored with the product line of Panmai in terms of the color and style of their product. This could be considered a weakness because the weavers and Panmai Cooperation as a whole only deals in producing hand woven and dyed products. Now, there is a need for change in order to suit the consumers of this product. Powell took note of the Louk Pla products and saw how successful they were at the exhibition because they were able to afford to get a designer that understands the limitations and benefits of working with natural hand woven and dyed clothes. This creates some sort of competition between the Louk Pla products and that of Panmai’s because it would cost 20,000 to 30,000baht to get a Thai designer for the Panmai Cooperative. This can be considered a threat to the
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
There is also no form of standardized training throughout the organization. Employee morale and employee relations are lower than should be expected, due to miscommunication and lack of an established strategy. There is an absence of consistency in various ways regarding branding and identity as well. No two stores appear to be alike, names vary and locations are unpredictable. Customers also complain that the menus are inconsistent. It is also evident that reliable communication is lacking. For example, GC3 has customer comment cards, but, as the case study explained, GC3 management is not sure if they are being reviewed or taken into consideration. More so, GC3 remains unclear if they are considered one company, or three separate companies. GC3’s product portfolio is becoming stagnant, and there is an apparent need to refresh the menu and align it with their competitors. Profits are falling behind, and there is nothing in place to enable GC3 to understand what products and what stores need to be evaluated. Lastly, GC3 management is becoming disgruntled. This aggravation is evident within the Pittsburgh locations. Due to this insubordinate behavior, corporate culture in the Columbus locations has started to
Distribution channels for when, how and where an organisation’s products are distributed to their consumers. [REFERENCE] The organisation needs to carefully place where they want to distribute their products. For instance, they may have an expensive handbag, so they it would make sense to place it in upmarket department stores and boutiques so that the product is seen as being more exclusive and it also makes it more difficult to obtain if they aren’t available everywhere. [REF] However, if the product is seen as too difficult to obtain, it could affect the overall opinion of the product, which could result in less sales as consumers in developing countries would not consider it a necessary purchase so may choose to go without it.
Each of the company’s 82 stores is operated by a SM, who has a lot of autonomy. The 82 store are organized into 9 geographical regions. The RMs are responsible for providing oversight and advice to the SMs, whom had little formal education. On the top of these two manager levels are the CMs, who are responsible for a range of centralized functions including purchasing, human resources, marketing, real estate, and investor relations.
Involving various aspects of art, graphics and marketing tools they acquired customers with great apprecieation for exclusivity, quality and values company represents. Through creating cheaper lines of cosmetics and preta porte clothes, they target different customers. Brand extension is also big deal because it broaden company 's clientele of people who normally can not afford they normal products but still want to possess something exclusive. There is a greater aspiration in the fashion world to be associated to the arts as it creates ultimate level of
Due to the good establishment of the business, it has huge market national. The company has therefore opened many retail shops and stores all over the country to ensure that their products are accessible to the customers. The entity provides a favorable environment, and many clients view the place as a fun shopping place to be. The retailer has targeted a big pool of customer because of the variety of products it sells. The stores products vary from kitchen goods, jewelry, and electronics clothes to hardware
The management of a manufacturing company may receive a large order from a client. There may also be a situation where the Marketing department is positive in making a decision to enter into new market(s). It may also be possible that the organisation may have decided to exploit the potential of exporting products to market(s) overseas.
The organization’s distribution strategy needs to be effective in order to reach the organization’s goals on gaining market share of their products. The international marketer is challenged in developing a distribution strategy because of the comprehensive array of substitutes for evolving an effective, reasonably priced, high capacity international distribution system (Cateora, Gilly, & Graham, 2013). Developing the correct price on goods can be the main element on the victory or disaster of the goods.
Panchakanya fashion and clothing store will be located at bouddha-04, Kathmandu, Nepal. Our business will start by renting two big rooms, (one show room and one store room).Three changing cabin will be made with fully furnished. This location is national and international tourist attracted area due to Gumba. Our store will be organized as sole proportship business of ownership in ganga’s name. Even though, Nepal is one of the small and poor countries, people over there are...
Weaving is a common thread among cultures around the world. Weaving is a way of producing cloth or textile. Today we have machines that weave large-scale textiles at cheap prices. Production of cloth by hand is rarely engaged in today’s Westernized societies. Not many people are thinking about how the fibers are actually constructed to make their clothes. However, in other cultures across the world the tradition of weaving still exists. By comparing three cultures that continue weaving as a part of their tradition we can see similarities and the differences between them. The reasons that each culture still weaves vary, as do the methods and materials. The desired characteristics of the cloth also vary around the world as each culture values different aesthetics.
In the primary activities, several measures are taken to control cost and create value. LV reduces cost by learning modern manufacturing method from auto makers and other industries. Although the Louis Vuitton’s production is still a labor-intensive process, increasing efficiency and productivity were achieved by reaching perfect balance between machines and labors. To adding the value of products, LV pays much attention on the improvement of quality. Since “made in France” is a guarantee of high quality, Louis Vuitton never builds factories out of France or outsources the production to a location with cheap labors. Although the labor price in France is extraordinarily high, the benefits such as customer loyalty and commercial reputation obtained by the company obviously outweigh the pay. Apart from that, test laboratories are established for quality checking. In the laboratories, bags are lifted and dropped again and again and jewelries are shaken strongly to make sure every customer get merchandizes of high quality. Since quality is a significant factor to measure a product in Japan, these strict quality control process satisfies Japanese customers. Customer service is another important factor in primary activities. According to the LV regulations, once a product i...
Sustainable fashion offers various benefits to both the consumer and the entire environment. For instance, it is noted that the entire process of sustainable fashion is worthy for the globe. In most cases, the fashion industry leaves behind a huge environmental imprint ranging from the pesticides in growing cotton to the landfill impact of clothes that wear out and the energy needed to manufacture every piece. Therefore, deciding on organic fibers or sustainable fabrics made from bamboo can also reduce the quantity of carbon emitted and chemicals brought into people`s lives. This shows how sustainable fashion if embraced can bring benefits to the consumer, the producer, and to the environment, which is very vital for future generations. Selecting clothes that contain the label “fair trade act,” during purchase emphasizes on sustainability in numerous ways. The first thing is that, it guarantees that the product was produced under safe working conditions. Further, it signifies that the person who produced it earned a fair wage since it is sweatshop free (Hethorn 123). The act of purchasing clothes considered as “fair trade” confirms that individuals and places mean more than the organization`s fundamental reason for its
His research and publications address environmental thought, cultural inquiry, philosophy of art and culture, holistic well-being, and, applied philosophy and ethics. His book Fashion Myths: A Cultural Critique, discusses advertisements of fashion, and fashion-related goods from a philosophic-anthropological perspective within a contemporary cultural context. In other words, understanding the thoughts of consumers when watching advertisements and making purchases. Understanding the matter from an anthropological perspective, as well as from a design perspective, allows for insight into the matter through an interdisciplinary approach, aiding in understanding the situation from both sides: designer and
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From 2005 the textile segment has been made up of 2 companies, transforming raw materials into fabrics, from spinning to finishing and ennobling. Handicraft product quality and technological research development characterize this business segment which works with internationally recognized names of the apparel and fashion industry.