Fashion Notes - Management of fashion companies key...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Management of fashion companies. key learnings: • STRUCTURAL SEGMENTATION OF THE FASHION INDUSTRY • ROLE OF THE FASHION PIPELINE • BUSINESS MODELS • COMPETITIVENESS OF NATIONAL MODELS • CUSTOMER SEGMENTATION • BRAND POSITIONING • BUILDING BRAND IDENTITY THROUGH PRODUCT, COMMUNICATION AND DISTRIBUTION STRATEGIES Line extension – same name in dif brand (zegna &Zzegna) Brand extension – different product same brand (just cavalla café) BENETTON (fast fashion) • Historical o Started with the classic wool sweater - colorful and cheap o Grew through franchising, used technology to speed up creation- production-distribution flow o Used shocking ads alluding to sensitive social issues build up brand image and awareness • Current o Had to reorganize to survive invasion of fast fashion Revision of collection structure and timing Get total look to stores within preset timeframe Clarification of stylistic identity of UCB and Sisley Development of new licensing agreements CALVI N KLE I N (licensing) • historical o building brand through licensing o use of sexual ambiguity of X generation in design and very effective ads o built a successful young brand based on jeans, underwear, and perfumes • current o difficulty reposit ioning themselves as a high-end brand (now viewed as mass) TODS (brand identity) • Historical Challenges o Transforming from midsized family business to first tier player in global luxury market o Expanded through licensing and creating new brands (Hogan, Fay) o Went public in 2000, invested in location and advertising to build brand image o Offered diverse portfolio between classic and fashion & focused on quality Allows them to reach different clients with different occasion of use needs o Expanding DOC network here and abroad o Focus on quality customers and extending product range • Current Challenges o Product positioning for the different brands o Retail management (formats variety) o Shift from being a spet (focus on accessories and handbags) to establishing as a designer brand (total look) o Sustaining growth abroad o Method of growth. New brand from within or acquisition? (may dilute brand) I N DUSTRY SEGMENTATION • What segments of the indust ry should we serve/compete in and how? • Fashion indust ries: textiles, clothing, knitwear, leather, accessories o Luxury --> segment define by price within an indust ry • Segmenting the clothing indust ry 1. Product end uses • occasions of use, technology 2. Customer Group • Intermediate clients- Direct/retail (mono-brand store, boutique) vs. indirect/wholesale (department stores) channels • End consumers- Demographics, geographical, socio-economic, • Womenswear (tradeoff between "dream factors" and price/efficiency) Designer brand I (Versace) Designer brand I I (DKNY, Just Cavalli) Qualified industrial brands (Max Ma ry, Hugo Boss) Mass Brands KSF Creativity, quality, image, dream factor Used to follow brand I & focus...
View Full Document

This note was uploaded on 03/26/2010 for the course FAS 1111 taught by Professor Ga during the Spring '10 term at American Academy of Art.

Page1 / 17

Fashion Notes - Management of fashion companies key...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online