Jurlique Manufactures And Retails Marketing Essay

Jurlique Manufactures And Retails Marketing Essay Profile Founded in South Australia by a chemist and a horticulturalist in 1985, Jurlique manufactures and retails the purest, most powerful skin care products. The organic and biodynamic farm system, which was built to harvest materials for manufacture products, offers the advantages of providing nature, fresh and sustainable ingredients of products. All kind of skin care products including body care, shampoo, shower gel and essential oil with four fragrances, namely: rose, lavender, citrus and jasmine are available. Jurlique has expanded to over 20 countries. They insist to manufacture products through eco-friendly process and regularly attend activities of environmental protection. (Jurlique 2012) Mission Manufacture purest products which are made of completely organic and biodynamic materials without any chemical added. (Jurlique 2012) Company Positioning Jurlique offers pure and harmless products to help skin become more beautiful with affordable price. Customers will be impressed with the high quality of products and fresh fragrance. SWOT Analysis 2.4.1 Strengths With own organic farmland, sources of materials are sustainable to maintain stable product line.   (Adriana Noton n.d.) Products, which made from natural ingredients, are harmless to health with high skin care efficiency. Jurlique has worldwide presence in Asia-Pacific, Europe, North America and South America. (Jurlique 2012) Good reputation due to the contribution of environmental protection. The products are suitable to sensitive skin with hypoallergenic ingredients. (Adriana Noton n.d.) 2.4.2 Weaknesses Lack of differentiation from other competitors. 2.4.3 Opportunity As organic products are emphasized recently, customers tend to buy nature products which are not harmful to health. The brand awareness has been enhanced in Australia. Customers gradually find out the marvellous efficiency of using natural products. (Adriana Noton n.d.) 2.4.4 Threats There are a lot of competitors such as LOCCITANE, The Body Shop and Aesop, etc. More and more pretenders try to produce similar products and pronounce the same advantage of organic ingredients. (Adriana Noton n.d.) Advertising Objective 3.1. The immediate sales 1. Trying to grab the floating profits like impulse or unplanned purchase.   Ã‚  Ã‚   2. Fulfilling the sales function by represent the new product for existing   Ã‚  Ã‚  consumers who have built the brand loyalty already. 3. To remind the consumer to purchase this new product. 3. 2. The short-term goal 1. This advertising campaign would reinforce the original brand image by market extension. 2. It also would enhance the product exposure frequency to strengthen the brand or product recognition and popularity which lead to repeat purchase. 3. The campaign advocates the green, organic, healthy life style rather than a single perfume brand. 3.3. The long-round aims. 1. Make the consumers add the whole bunch of reliance credits in our brand equity account. 2. Trying to generate the new demands in existing market and get more market shares in this niche market. 3. Increasing the wide acceptance of our brand. Target Market Segmentation 4.1.1 Geographic- This new product-Essential oil perfume will be firstly launched in Australia where is the birthplace of Jurlique. We will run this product in flagship store of Brisbane, Sydney, Melbourne, Adelaide and Perth where have a large amount of population and potential opportunity to promote it. 4.1.2 Demographic- The target market will focus on females whose ages from 20 to 35 years old due to the fact that they have the most powerful ability of purchase. According to Australian Bureau of Statistics (2011), there is the highest population of female in the age level of 20 to 35. 4.1.3 Psychographic- Following the changes in the whole world, the concept of most people has been changed. Especially, people are taking notice of the ingredients of cosmetics. Hence, they do gradually keen on the natural, eco-friendly and organic product. 4.1.4 Socioeconomic- The target market focuses on university students and office ladies, hence, their income level may be low and middle. The average salary of white- collar workers is from 2500 to 5000 Australian dollars (Australia Average Salary Expenditure 2005). buying situation The products are appealed by females who value the protection of their body and health. Also, in current society, most people pay attention on environmental preservation. Hence, they prefer to purchase and search for nature-oriented products which would reduce the harms of human beings and environment. Target Audience The product of essential oil perfume is concentrated on the group of graduated students and office ladies (white collar workers) whose need the durable fragrance to reveal their temperament in every occasion. The majority of Jurlique customers will be women who start caring their skin and beauty. Hence, most products produced by Jurlique are designed with women in mind including perfume, body crà ¨me and lotion which protect womens skin. However, it is clear that women prefer having fragrance all day long. Therefore, it is a chance to do the research and development of oil perfume which have the efficacy of perdurability. Further, the consumption of cosmetic products has rapidly increased during festival time, such as Christmas, Mothers day, and Valentines Day. These women who purchase Jurlique products are between 20 to 35 years old. Product Positioning It is positioned on the aspect of slow fashion which emphasizes nature, eco-awareness, and health. The perspective of Jurliques essential oil perfumes is that the firm integrates the functional advantages of essential oils with our main scents which include jasmine, rose, lavender and citrus. Essential oil could assist customer in refreshing their mind, releasing their pressure and relaxing, also our new perfume would help females enhance their charm and self-confidence. Moreover, the ingredients of the essential oil perfumes are nature without chemical elements. Therefore, the new product would not injure customers body and health. Competitors 4.5.1 Competitive advantage Compared to Jurliques competitors, such as Loccitane and Aesop, they have similar philosophy and the same product categories. However, the new product of Jurlique could be distinguished from others, because our new product involves natural essential oils. In addition to this, the product of essential oil perfume has never been developed in the two firms of Loccitane and Aesop yet. Thus, this would have a high attraction on female market. Creative Message Strategy Theme The communication objectives As this oil perfume is a new product, the most important objectives are to enhance the customer awareness of the product, and impressed them by the first advertising. The product knowledge of nature and harmless ingredient can be conveyed in advertising. To stimulate the buying behavior by this creative advertising. Customer insight Customers gradually concern about nature and healthy ingredients of products, especially in food and those using for skin care. Message (à ¥Ã‚ ·Ã‚ ®Ãƒ ¥Ã¢â‚¬ ¦Ã‚ ©Ãƒ ©Ã‚ »Ã… ¾) Different from other women perfume advertising which emphasizes the appeal for men, Jurlique advertisement will focus on the distinctive features which are less harmful and helpful to relax with fresh fragrance to attract women who concern about the harmless ingredient of products and those who are under stress. Look and Style Appeals Media Objective 1. Reach 80% of the target audience at least 3.2 per three month. 2. Use selected media to provide coverage of approximately 40% of target audiences per month. 3. Design to launch the advertising on holiday period and four seasons. Media reach and frequency The major objective of the advertising is that provides the information of a new campaign to existing consumers and appeal a great number of potential target audiences through selected media. Also, Jurlique is established and well-known brand in Australia. Thus, low-frequency strategy and high-reach strategy are appropriate for the campaign, based on Wells et al. (2011), high-reach strategy and low-frequency strategy could be used to launch a new product with notable brand in order to deliver reminder and simple messages. In order to calculate effective frequency, the company use Ostrow frequency model, because Telmar (2010) reported that the goal of Ostrow model is setting up minimum effective frequency level to maximise reach level. Therefore, the lowest frequency of the campaign is 3.2. Besides, according to three selected media, Jurlique assumes that the campaign would catch about 40% of potential customers each month when the advertising launching, so the coverage is around 40%. Marketing Factors That Affect Effective Frequency Established brands -.2 -.1 + .1 + .2 New brands High market share -.2 -.1 + .1 + .2 Low market share Dominant brand in market -.2 -.1 + .1 + .2 Smaller, less well-known brands High brand loyalty -.2 -.1 + .1 + .2 Low brand loyalty Long purchase cycle -.2 -.1 + .1 + .2 Short purchase cycle(high volume segments) Product used occasionally -.2 -.1 + .1 + .2 Product used daily -.2 -.1 + .1 + .2 Needed to beat competition -.2 -.1 + .1 + .2 Advertising to older consumers, or children Copy Factors That Affect Effective Frequency Simple copy -.2 -.1 + .1 + .2 Complex copy Copy more unusual than competition -.2 -.1 + .1 + .2 Copy less unusual than competition Continuing campaign -.2 -.1 + .1 + .2 New copy campaign Product sell copy -.2 -.1 + .1 + .2 Image type copy Single king of message -.2 -.1 + .1 + .2 More different kinds of messages To avoid wear out: New message -.2 -.1 + .1 + .2 Older messages Larger ad units -.2 -.1 + .1 + .2 Small ad units Media Factors That Affect Effective Frequency Lower ad clutter -.2 -.1 + .1 + .2 High ad clutter Compatible editorial environment -.2 -.1 + .1 + .2 Incompatible environment Attentiveness high -.2 -.1 + .1 + .2 Attentiveness low Continuous advertising -.2 -.1 + .1 + .2 Pulsed or flighted advertising Few media used -.2 -.1 + .1 + .2 Many media used Opportunities for media repetition -.2 -.1 + .1 + .2 Fewer opportunities -.25 + -.13 + +.13 + +.26 = +.2 .2+ 3.0(Effective frequency base) = 3.2 (Modified effective frequency level) Media Selection 6.2.1 Television Nowadays, although the rapidly rise of social network advertising, the TV advertising is still regarded as the dominant form of media advertising, since it have several advantages which would not be easily replaced like large usage rate of TV , at least few hours occupation per person daily as well as the high reaching rate for different groups of audiences. According to responeseAbility Consumer Research (2001), there 52% of female purchase decisions would like to be affected by TV Advertising in Australia. Also, the target market of Jurlique are females whose ages from 20 to 35, as a result, TV advertising would be the most direct way for product exposure. Meanwhile, it could deliver the message combine audio and video at meantime which could stimulate people, especially for female, to generate advertising appeals or evoke the subconscious possessive willing by using ideal scenario to cater their perception (Fah Foon 2011). 6.2.2 Magazine According to Belch et al. (2012), magazines are a kind of media, which focus on specific target audiences. Also, Wells et al. (2011) stated that the percentage of females titles in the magazine market stands at about 65%. Thus, Jurlique would use this medium to publish its new advertising. In Australia, there are a variety of magazines for females. Jurlique is likely to promote its new perfumes advertising through three womens magazines such as Australian Womens Weekly, Marie Claire as well as Cosmopolitan, because the circulation and readership of these magazines in Australia are approximately above 100,000 and 400,000, and their target consumers age are between 18 and 55 (ACP Magazines, 2012 Pacific Magazines, 2012). As a result, the campaign in these magazines can be easily to catch particular customers of Jurliques fragrance. 6.2.3 Facebook The advantages of social network Due to the vast number of users, social network advertising can easily convey to those used the internet. The cost of social network advertising is significantly lower than other forms of advertising. The messages spread in social network are seen to be more reliable as they are shared by our friends rather than companies Social network create a route for customers to communicate directly to companies, as a result, the brand awareness and loyalty could be enhanced. (Socialolio 2012) Selection of Social network To compare the most popular social network Facebook and Twitter, we find out the age group of Facebook users (25-34) are closer to the target market of Jurlique perfume (Socialbakers 2012)(Alana Jessica Ward 2012). Besides, Facebook profiles can contain more detail than Twitter (ListsHere.com n.d.). What is more, Facebook allows company to provide photos, videos and longer descriptions. Consequently, Facebook fan page is more desirable to advertise the new products of Jurlique. Cost Free to create fan pages as well as post any information there . Reach rate The amount of fans of Jurlique AU is 16248. (Jurlique Australia 2012) According to the research, one Facebook post reach 12% of fans. (Josh Constine, 2012) The average fans which liked the posts from Jurlique fan page is 30. (Jurlique Australia 2012) The average amount of friends of Facebook users is 229. (Bianca Bosker, 2011) 16248ÃÆ'-12%+30ÃÆ'-229ÃÆ'-12%=1949.76+824.4=2774.16à ¢Ã¢â‚¬ °Ã‹â€ 2774 people One post could be seen by around 2774 people Scheduling We divide the product of oil perfume into four flavours to match four seasons. Thus, the product of oil perfume which is for spring season will be initially launched on the beginning of September through mass media which include magazine, television and Facebook from 1 September until the middle of September. After the time, the media of magazine and television will be paused until 15 November, but Facebook will still run all the year. Further, owing to the fact that Christmas day is on 25 December, the advertising of new fragrant perfume which is fit for summer season will be promoted from 16 November within three of mass media above until the end of December. Besides, December is a big sales month for Australian. Nevertheless, advertising period must be continued in one month. Furthermore, 14 Feb is Valentines day, as a result oil perfume with another new flavour will be popularized two weeks ago to match autumn. In addition to this, the mass media of magazine and television will b e carried out again. Moreover, sending perfume as a gift to mother will be a good choice. Hence, before Mothers day, the product will publish new scent for winter and this special day. Scheduling Year 2012 Month Sep. Oct. Nov. Dec. Day ~15 16~ ~15 16~ ~15 16~ ~15 16~ Magazine Television Facebook season spring summer Holiday Christmas Special Big Sales new spring new summer Scheduling Year 2013 Month Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Day ~15 16~ ~15 16~ ~15 16~ ~15 16~ ~15 16~ ~15 16~ ~15 16~ ~15 16~ Magazine Television Facebook season summer fall winter Holiday Valentine Mum Special Big Sales à £Ã¢â€š ¬Ã¢â€š ¬ new summer new fall new winter Estimation of Cost Evaluation of performance For this new product-Oil Perfume, marketing team will carry out an available measuring research of its media campaign to rough execution to testing the final version before implementing, while this activity is running and once the campaign gets to its end. Jurlique is a successful company and has been established for a long time. Hence, Jurlique wants to enhance the business and be able to correct any mistakes, such as cost, on time, also increasing the efficiency of integrated marketing communication and making sure it takes the right media decisions by evaluating the campaign. (Belch, et al., 2009) Pretesting: June to August 2012 Testing positioning, image and brand identity: Jurlique would assess its new campaign concept on selected media. This could help it to understand that the messages in terms of positioning and image of advertising that Jurlique intend to launch are realized by its specific target audiences. Concept testing: At this stage, Jurlique want to evaluate the characteristics (namely slogans) of the advertising in customers mind. According to peoples feedbacks, the advertising team of Jurlique needs to make sure that how well the advertising will perform. How: Jurlique use online survey and focus group to investigate customers imagination and responses to its new campaign. Concurrent: September 2012 to August 2013 (campaign running) In the campaign process, con-current testing will keep working all year to obtain detail information of each stage and all relevant messages will not miss for marketing team. Image, effectiveness and awareness: While the campaign is launched by TV, magazines as well as Facebook, concurrent evaluation may help Jurlique to comprehend the advertising run correctly or not and obtain feedbacks from customers who saw the campaign. If the advertising is not working correctly, the advertising team can deal with it immediately. How: Coincidental survey- Jurlique use online questionnaires and random calling in order to realize what messages customers receive and get responses from them. Thus, Jurlique can obtain qualitative and quantitative information. Impact on sales: During this advertising campaign starts running, the marketing team will study its sales to track the influence of this new product. The purchased proportion will be studied in detail. How: Measuring the differential impact of different budget sizes, and the effects of brand or corporate image by tracking with the general sales statistical study. (Belch, et al., 2009) Concurrent: September 2012 to August 2013 (campaign running) When the campaign comes to the end around September to November, the marketing team will assess its final result in order to figure out whether the set objectives were reached or not. Post-testing not only identify what was doing best, but also serve as input into the future campaign planning. (Belch, et al., 2009) Impact on sales: While the advertising campaign is ended, marketing team will estimate its sales volume and analyze its profitability. In addition, they will judge specific aspects of the advertisement which provides the most efficiency to this new product. (Belch, et al., 2009) How: Comparing the used media tools and the sales statistical studies to determine how the advertising contributes to brand equity and how to optimize effectiveness. (Belch, et al., 2009) Attitudes and persuasion-Commercial reaction: Reference

Genetic Engineering Essay -- science

Genetic Engineering Two years ago, genetically engineered bacteria, which unexpectently killed beneficial soil fungi, escaped into sewers through human error and have become toxic to plants and survived when expected not to.3 These are the sorts of consequences that come with playing God. DNA (deoxyribonucleic acid) - the chemical compound that makes up the genes and determines the type of proteins a cell can make - is the core of genetic engineering. It can be manipulated in ways we could never dream of such as a new species of a catwoman or fishman. There are so many questions that each person must ask each other before making any sort of decision that would effect the future of genetic engineering towards humans. The risks of DNA combinations can be enormous and unexpected such as the formation of bacteria resistant to antibiotics, linkage of DNA molecules with tumour-causing viruses and the introduction of toxin-formation or antibiotic resistant genes.1 Thus all risks must be taken into consideration. Genetic engineering has already been demonstrated in cattle and studies have shown linkage of DNA molecules with ulcers, cancer and heart disease.1 Unfortunately, regulation of biochemical research ethics has been erratic and half-hearted for years. The United States allowed its only national bioethics commission to expire in 1989. 2 As for in-vitro research, the Reagan Administration cancelled federal funding a decade ago. 2 So work in this area has been priv...

Koutons Retail India Limited Essay

The company went public in early 2006 and thereby became Koutons Retail India Limited (KRIL) with effect from June27, 2006. KRIL is primarily an integrated apparel manufacturing and retail company in India. They are in the business of designing, manufacturing and retailing under the brand names Koutons and Charlie Outlaw. Their main target customers are middle class consumers who are keen to trying out new fashions falling in the age group of 22 – 45 years. Find below a brief timeline of Koutons. 1991- Started as Charlie denim jeans showroom 1994 – Incorporated as Charlie Creations Pvt. Ltd 1997 – Diversified in non-denim apparel, awarded with Best Menswear Collection 1998 – Brand Koutons was launched 2002 – First exclusive brand outlet of Koutons opened 2006 – IPO. Name changed to Koutons Retail India ltd in June 27, 2006 2007 – Listed on BSE and NSE Koutons Financials Koutons has reported the fastest growth in its sales and profits among its listed and closest peers partly due to a smaller base. The Company’s restated total income and profit after tax were Rs 4036. 17 million and Rs 344. 87 million respectively as of and for the year ended March 31, 2007 compared to Rs 1583. 85 million and Rs 131. 8 million respectively as of and for the year ended March 31, 2006. (Exhibit 1). Koutons do not have any stock option scheme or stock purchase scheme for the employees of the company. Industry Overview The Indian retail sector, which is believed to be at an inflexion point, is valued at USD 270 billion (2006) with Food and Grocery being the dominant sector followed by clothing, textiles and fashion accessories which contributes nearly 9. 5%. The organized retail sector on the other hand has grown with a CAGR of 30% and stands at about USD 12. 4 billion (2006) which is only 4. 6% of the total retail market thus demonstrating its huge future otential. In the organized retail sector the major share is held by the clothing and accessories sector (39%) growing at a rate of 30. 3% during 2005-06, followed by food and grocery (11%). The Indian apparel retail industry(which mainly consists of sale of all menswear, womenswear and infantswear) grew by 12. 3% in 2006 to reach a value of $20 billion (INR 880. 9 billion); the CAGR growth for the period 2002-06 being 11%(Exhibit 2). The share of the organized apparel retail has grown steadily to reach 18. 9% in 2006. Considering an anticipated CAGR of 10%, the apparel retail industry in India is expected to reach USD 32. billion by end of 2011. Fuelled by strong economic growth, favorable demographics, easy availability of credits, availability of retail space, rising level of disposable income, rise in dual income families and shift of life style pattern, organized retail in India is expected to grow tremendously in the next few years. The emergence of the mall culture in India acts as catalyst in this growth story. By the end of 2007 approximately 68 million sqft of mall space is expected to come in India, majority being equally shared between North Zone (39%) and West Zone (33%). According to a 2005 KPMG retail survey report, the Specialty and Super Market format have the highest potential for growth (45%) followed by Hypermarkets(36%) and Discount Stores (27%). In terms of opening up of new retail outlets, the apparel retailers and brands attained a growth of 113% in 2006 compared to 84% in 2005. As on 2006, major share in the Indian apparel retail market is accounted for by Menswear (45%), followed by Womenswear (36. 1%), Infantswear (18. 8%). While the Menswear has witnessed a growth of 12% by value and 3. 9% by volume, Womenswear has grown 14. 9% by value and 5. 4% by volume. Almost comparable growth has also happened in the Infantswear sector (11. 5% by value and 3. 8% by volume). Competitive Landscape in Apparel Retail Porter’s Five Forces Model The competitive nature of the Indian apparel retail sector can be very well analyzed using the famous Five Forces Model as suggested by Michael Porter. Fig: Porter’s Five Force Model Bargaining Power of Buyers The bargaining power of buyers becomes weak because of three main reasons. First, majority of the buyers are individual consumers and hence has limited purchasing power. Second, the retailers can very easily differentiate their products. Third, only the retailers can provide the consumers with a wide variety of quality products. On the other hand, the fact that buyers have very low switching cost and retailers are obliged to act according to buyer needs provides the buyer with some bargaining power. Infact, it is believed that in Indian apparel retail, brand loyalty exists mostly for the brands and less for the retailers. Bargaining Power of Suppliers The sourcing happens mostly from the clothing manufacturers and the wholesalers. The manufacturing industry is highly fragmented in nature inducing a price war. Low product diversity on the part of the suppliers reduces the switching cost for the retailers. However, the only drawback of moving to a low cost supplier might be the threat of not being able to live up to the highly volatile trend of changing fashion. Entry Barrier Entry barrier is comparatively low, like any other retail sector. The industry itself is highly fragmented and requires low capital investment. The policy taken by the Government to open up the retail sector to foreign investments will definitely encourage entry of other foreign players. Threat of Substitutes We can identify three major threats to the apparel retail. First, with e-buying becoming popular with every passing day there may be an opportunity of buying directly from the manufacturers. Homemade apparels though can be a substitute has a very low threat mainly because of the ever changing fashion needs of the generation and the substantial increase in disposable income. The last and the biggest threat for substitute come from the sale of counterfeit apparels. Competitors The Indian apparel retail industry is highly fragmented in nature. Within the readymade segment there are both branded and unbranded players. There are many foreign brands that have established themselves successfully in the Indian apparel retail market using different channels. While brands like Allen Solly and Arrow have taken the licensing route, Benetton have entered the market through tie-up with domestic players. Again brands like Tommy Hilfliger, Mark’s and Spencers and Speedo have taken up the franchisee channel. On the other hand, Metro entered the market through cash and carry wholesale trading route. The private labels, by virtue of providing higher margins to the retailer and lower cost to the customers have also become extreme popular. Some of the well known private labels are John Miller, Bare and Stop. Although competition in the retail apparel segment is heating up, the inherent advantage of Koutons model – backward integration, positioning and first mover advantage – is not easy to replicate within a short period of time. On the back of the company? s aggressive rollout plan and diversification to high-margin segments, the company enjoys better valuations than its peers like Kewal Kiran and Zodiac Clothing, although not strictly comparable. There are approximately 23 major players in the branded apparel retail segment in India with Koutons coming next to Raymond Ltd. Exhibit 3 ; 4). Pentagon-Triangle Model Koutons mainly works on pentagon model. The key attributes of the pentagon model fit as follows: Place Size and Location: Out of 999 exclusive brand outlets (EBOs as Aug 20, 2007) 531 EBOs were present in northern region. West and east India has about 29 and 38 stores respectively. Koutons has o ver 1000 company managed stores and 18 manufacturing units. By August 2007 they owned 14 warehouse facilities spread around Gurgaon. They are present mainly in northern and north western region. By March 2006, there was no presence of Koutons in southern region. They have started slowly moving into southern region. Layout and Design: Koutons generally operate through a franchisee model. Traditionally, Koutons outlets used to store men? s apparel. But recently they have extended their product portfolio to include women? s and kid wear as well. Generally, the size of a Koutons outlet ranges from 1000 sq feet to 2000 sq feet; variations happening depending on the location, real estate rates and host of other factors as well. Their flagship stores have a size of 3000-5000 sqft. Koutons outlets may be single storied or multi storied. The outlets are generally spacious and display caters to need of middle class Indian customer segment. (Exhibit 5: Koutons EBO, Calicut). Product Style and Fashion: Go with latest fashion trends. Mainly target high fashion aspirants of the age group 22-45 years. If any type of fashion becomes obsolete, still Koutons tries to attract customers, but ultimately if situation does not improve they also stop keeping such fashioned garments and go with new trends and fashions. Assortment: Wide variety of men? s wear including shirts, trousers, jeans, jackets, T-shirts. Limited variety of kids and women? s wear. The assortment also depends on region. An EBO in north India might have little different assortment compared to one in south. Value Price: Low brand value. It sometimes offers 70% discounts which have diminished its brand value to a large extent causing a barrier in the way of moving up the value chain. Koutons follows a unique discounting policy wherein they claim to give a discount of x% + y% which is often criticized as a marketing gimmick and a way to mislead the customer. For example, a discount of 50%+40% often gives the customer the impression of availing a 90% discount – whereas effectively it means a 70% discount. Quality: Mixed conception among customers. Most people think its product quality goes down with increase in discounts. It has failed to maintain same quality of products throughout its EBOs across all regions. People Service: Koutons mainly deal with men? s apparels. But recently have started making garments for women also. Knowledge: For managerial position they mainly look for experienced people (at least 2-3 years of experience in apparel business). Climate: Koutons generally stocks apparel which are all-weather. Few varieties differ with region, e. g. sweaters are stocked in north EBOs but not in south. But most of the stock can be sold in all weathers. Communication Positional: Koutons have positioned themselves as „„value for money, but high on fashion†. They mainly target pro-fashion customers who are very much willing to try new fashion trends at nominal prices. They often offer attractive discount policies to attract middle class fashion minded customers. T heir target customers belong to age group 22 to 45 years. Promotional: Koutons mainly advertise through newspapers and they have a well designed website. They incur minimum advertising expense and rarely goes for any celebrity endorsement. Their presence in 450 cities of India is believed to have created an automatic brand visibility. Business Processes The two major business processes at Koutons are Manufacturing and Sales operations. The diagram below shows the processes involved in manufacturing. Some of the key differentiating factors involved in the business processes are : Procurement of raw materials: Procurement of raw material from India, China, Taiwan and Italy using third party suppliers. Third party manufacturers: To cater to the growing demand for outsourcing of manufacturing is also done. For this, the Company has executed 211 agreements with 211 fabricators. Manufacture of production sample: A product sample is produced in house according to the specifications provided for the range of products for a particular season. The first production report is prepared on the basis of this sample. All apparent and intricate corrections are made in the sample so as to make it error free. Accordingly, a detailed production plan is devised. Fabric cutting and stitching: A layout for cutting the respective products is done with the help of CAD plotter machines. Sales and distribution The company has a dedicated â€Å"Sales and Marketing† team which consists of 90 employees. Competitive Strengths The key strengths of Koutons are: ? Exclusive brand outlets ? Wide network of retail stores ? Low-cost sourcing capabilities (diminishing the cost of material as well as that of the final products hence resulting in low cost products) ? Proper brand positioning (identifying the proper target customer segment and meeting their requirements) ? Expertise in designing and merchandise (core competency) ? Efficient management ? Wide apparel range (customers can choose their required things from a well chosen stock) ? Efficient utilization of IT and making it a differentiating factor compared to other retailers. Koutons always follows proper strategic planning before taking any business decision. They are planning to increase their geographic penetration by increasing the number of brand outlets to distant areas, enhancing manufacturing capabilities, targeting new customer segments. Positioning the Koutons brand strongly (exporting apparels under the brand name), making potential mergers and acquisitions and most importantly constantly improving the cost structure. Some of the key differentiating strengths of Koutons are described in detail. Exclusive Brand Outlets: The majority of the apparel manufacturers cum retailers in India operate through a combination of retailing through exclusive outlets, national chain stores and multi brand outlets. This entails supplies being managed directly and through distribution agents. Koutons operate on a model of marketing apparel directly through a chain of exclusive brand outlets and thus are independent of external marketing pressures attributable to the national chain stores, multi brand outlets and other intermediaries. This enables them to focus quality maintenance and customer satisfaction without the interference of any external agency. This model also enhances the brand equity and recall as the shelf space on each of the exclusive brand outlets is controlled by company. In the process, Koutons has developed a greater brand visibility and an identity of its own and has thus reduced the chances of brand dilution. As of August, 2007, the â€Å"Koutons† brand was sold through 566 exclusive brand outlets and the â€Å"Charlie Outlaw† brand was sold through 433 exclusive brand outlets. The wide coverage of exclusive brand outlets from metros to tier II towns and through the various regions in India, allows them the flexibility to hedge against fashion changes given the general time lag in fashion trends between metro and tier II towns. The table below shows the growth in number of Koutons EBOs. The company? s brands are marketed through three outlet models ? Company owned / leased and company operated (COCO) ? Company owned / leased and franchisee operated (COFO) ? Franchisee owned / leased and franchisee operated (FOFO) The company had 17 outlets, 124 outlets and 858 outlets under COCO, COFO and FOFO models, respectively, on 20 August 2007. To accommodate all EBOs (Exclusive Brand Outlets) the company is also looking for spaces for extension. It has been allotted a manufacturing facility in Gurgaon at a total project cost of Rs 301. 85 million. Koutons has benefitted heavily by following a franchisee model as often large scale operation as theirs often becomes tough to be controlled by themselves alone. Also it helps Koutons in availing real estate easily. Besides, the franchisee owners bring in entreprenual energy to the business. This model has also helped Koutons in tackling to some extent the inherent attrition problem in the retail sector and cut down on loses happening due to staff related pilferage. Koutons, in the process, has also realized cost cutting by relieving themselves of the responsibility of bearing the social security liability of the employees. Koutons franchisee model is different from its peers as it offers its franchisee minimum guaranteed payments covering lease rentals, employee costs, and other establishment costs apart from incentivized sales. Products are consigned to the franchisees, who do not bear the inventory risk except for pilferage–the risk of unsold stock remains with Koutons. The company collects a security deposit (bearing nominal interest rate) from the franchisee towards the apparels that the latter stocks at the outlet. This model is highly attractive for franchisees who seek security and low investment, which is reflected in the rapid ramp up as well as the fact that franchisee churn rate has cumulatively been less than 1. 5 per cent since inception. Koutons has planned to expand their franchisee retail model to other products like home linen and furnishing and toys. Integrated player with low-cost sourcing capabilities: Koutons is an integrated apparel manufacturing and retail company with capabilities across the entire value chain of manufacturing and retailing. One of the major strengths includes in-house finishing facilities and rigid quality controls. Extensive logistics and supply chain management systems is put in place to maintain maximum flexibility, which enables them to meet needs in an efficient manner without relying on any one vendor, factory or country. The centralized purchasing system helps in achieving the standardization in quality control systems. Their involvement at every stage of the value chain has helped them successfully cut down on the intermediary costs. Unique brand positioning: Koutons positions itself as a „High Fashion Value for Money? brand. The â€Å"Koutons† brand is positioned in the middle to high fashion segment, offering a complete range of man? wardrobe (in the age group of 22 to 45 years). The â€Å"Charlie Outlaw† brand is a casual brand targeted at fashion conscious youngsters in the age group of 14 to 25 years. Foreign brands mostly target a niche market while Koutons cater to mass market. Koutons score over foreign brands in terms of fit and size they offer to Indian cons umers. Design and merchandising expertise, with a pulse on fashion: A team of designers and merchandisers who are supported by a staff of 40 professionals, including assistant designers and technical designers. Specialized design teams for each apparel categories are formed. Wide apparel range: A wide apparel portfolio which ranges from shirts, non denim trousers, denims, suits, blazers, T- shirts, cargos, capris, sweaters etc. It has also recently launched a range of apparel for women and children. IT Infrastructure: Until now Koutons has been using a specially developed computerized system (customized) to keep all records related to sales and inventories. To keep pace with the market competition and to make its operations more efficient, it has recently started using an enterprise resource planning system using advanced computer systems with the help of Ramco systems. This advanced system will help them to reduce inventory related problems (such as decreasing the inventory lead time, planning delivery schedules better), improving transparency and reducing redundancy. State of the art information flow system to maintain records relating to sales and inventory and integrate key work flows. In 2006 the company also installed a state of the art enterprise resource planning system. The company has been working on enhancing its IT capabilities for better management. This has helped it to bring down the average inventory days from 213 in FY07 to 202 in FY08. Huge sales per store due to hefty discounts offered by the stores. Weaknesses ? COFO model problems: Opening up manufacturing as well as retail outlets needs huge capital investments and hence limits the company? s ability to expand fast, as well as react to the changing market scenario. ? The company is not able to distribute from the multibrand shops and malls. This shuts it off from a major business opportunity and capitalizes on the retail revolution. ? Inventory problem: 340 days of inventory in an apparel industry where demand is seasonal. (Poor inventory turnover) ? Low Brand Value: Koutons stores only stock their own brands and perennial 70% discounts have completely eroded its brand value. This will prevent the company to move up the value chain. ? Concerns due to the nature of its business, Koutons finds large sum of money blocked up in the form of working capital. In FY08, working capital amounted to almost 68 per cent of annual sales which is on the higher side in retail sector. Acquisitions On January 2008, the Board of Directors decided to acquire 51% or more share in Touchwood International Pvt Ltd. , a Rs. 5 crore company and the owner of the brand „Upper Class?. The company has its presence in the ladies segments. „Upper Class? has its major presence in Delhi and has a strong foothold in the ladies garments segment. The brand specializes in casual bottom wear for women and has its presence in Multi brand outlets (MBOs) like Shoppers Stop, Pantaloons and Globus. Besides, it has its presence in the European market as well. Wh ile the acquisition will definitely give Koutons an exposure to the European market, it will help „Upper Class? gain a retail presence in the domestic retail market. Koutons has planned to open up 400 outlets of „Upper Class? by 2010. Expansion Koutons earlier was exporting Koutons and Charlie brand apparels to the Middle East. But it was halted in 2004 in 2004 as a part of the management strategy to focus more on the domestic market. But now that it has made its mark in the domestic market, it is actively trying to tap the exports market by 2008 with a view to target the Indian population in the Middle East region. It has initiated talks with large retail networks based in West Asia, whereby it plans to open 30 EBOs each of Koutons and Charlie brand by 2009. Koutons plans to enter the market through the route of Joint Venture wherein the majority stake will be retained by Koutons. While the designing, branding and production will be done by Koutons, their local partners will manage the supply chain and logistics. Koutons has already earmarked Rs 40 crores for rolling out the stores. Their first outlet is planned to come up in Dubai by 2008. The other cities under consideration are Abu Dhabi, Sarjah, Doha and Qatar. They also have plans to enter the Chinese market by 2008 and enter the European market very soon. All these would definitely provide the company with immense global visibility. Going Forward The company is aggressively rolling out its EBOs in southern India. Koutons would be enlarging its product portfolio in FY09 by adding categories like accessories and handbags for women along with belts for men and footwear collection for both men and kids by 2008. It is being done with a view to increase the footfalls in the outlets and thereby assist cross-selling and also to make it a one-stop-shop. The company has plans to introduce a new line of women? wear (Les Femme brand) and kids? wear. Koutons plans to open up 150 Koutons Junior and 200 Les Femme stores by 2009-10. To lessen the risk of stock obsolescence, the company has been deploying the strategy of shifting the unsold stock from metros to tier III towns to leverage the time lag in fashion trends between metros and tier III towns. For the year 2008-09, Koutons has planned to grow through the ladies wear and kids wear segments whi ch though being high margin segments are currently being dominated mostly by the regional players. Koutons plans to revolutionize these two segments by providing value for money products – which all throughout have been their core competency. The entry of foreign players in the Indian apparel market has one hand brought the threat the increased competition and on the other hand has increased the fashion awareness amongst the Indian population. However, which target mostly target the mass market can avoid direct confrontation with the foreign players who are more into niche segments. With the rising inflation and increasing cotton price, Koutons definitely has a challenge in their hands in the years to come.

Ashford His 103 (World Civilizations I) Entire New Course...

Ashford HIS 103 (World Civilizations I) Entire New Course IF You Want To Purchase A+ Work Then Click The Link Below , Instant Download http://hwnerd.com/HIS-103-World-Civilizations-I-Entire-New-Course-ASHFORD-1161.htm?categoryId=-1 If You Face Any Problem E- Mail Us At Contact.Hwnerd@Gmail.Com Hunter-Gatherers. Although most students begin by assuming settled farming life was better than that lived by hunter-gatherers, closer acquaintance with full Paleolithic Hunter-Gatherer life shows us many aspects that could be considered easier than that of very early, settled Neolithic farmers. Would you agree? Summarize the aspects of the lives of Paleolithic Hunter-Gathers and Neolithic settled farmers. Evaluate at least two of these†¦show more content†¦Qin Shihuangdi’s Achievements and Failures. The founder of the Qin dynasty, Qin Shihuangdi (r. 221-210 BCE), is one of the most discussed and debated of Chinas early rulers. Would you call his role in Chinese history more destructive or creative, and why? Describe and explain the impact of at least two things he ordered and accomplished that support your argument. Also include at least one thing about his rule that counters your argument Roman Technology and Engineering. Technology and engineering were among Romes most famous achievements. In your paper, describe and explain the importance of Roman technology and engineering, especially as it related to making its giant cities livable. Cover at least two separate kinds of Roman technology and/or engineering. Charlemagne’s Empire. Charlemagne did several things to make his Carolingian Empire larger and better administered with support from both vassals and the Church. Yet, not that many years after his death, much of that had been lost. Summarize what Charlemagne did to make his Empire larger and better administered. Identify at least two important things Charlemagne accomplished and explain your reasoning. Why, in your opinion, did the empire decline and fragment? Was this inevitable? Abbasid Rule and Civilization. Early Abbasid Islamic rule and civilization began what is often known as the first GoldenShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesOrganizational Behavior This page intentionally left blank Organizational Behavior EDITION 15 Stephen P. Robbins —San Diego State University Timothy A. Judge —University of Notre Dame i3iEi35Bj! Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Director of Editorial Services:Read MoreOrganisational Theory230255 Words   |  922 Pagesothers who should know better) to trivialize this very problematic and challenging subject. This is not the case with the present book. This is a book that deserves to achieve a wide readership. Professor Stephen Ackroyd, Lancaster University, UK This new textbook usefully situates organization theory within the scholarly debates on modernism and postmodernism, and provides an advanced introduction to the heterogeneous study of organizations, including chapters on phenomenology, critical theory and psychoanalysis