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Re;Code

Ae-Ran Koh , Su Yeon Kim

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

Creating upcycling fashions from postconsumer waste is an important and timely topic for today’s global fashion industry. This study discusses challenges addressed by fashion brands creating upcycled fashion products using the case of Re;Code. Re;Code was launched in 2012 as a subsidiary label of Kolon Industries, a US$9.7 billion textile company founded in South Korea during the 1950s. The driving force behind Re;Code is a consideration for the environment; by adapting traditional methods of app

Branding Strategies for Gentle Monster

Ho Jung Choo , Woo Bin Kim

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

Gentle Monster is a South Korean luxury eyewear brand that launched in 2011. This relatively young brand achieved immediate success owing to its thoughtfully designed stores that are full of artistic inspiration and eyewear products with unique and trendy designs. Gentle Monster uses the physical store as an exhibition space to convey its brand image and not merely for product sales. Each store is designed with its own concept and utilizes various objects and sculptures to turn this selling place

The Salt Gypsy Brand Community

Lisa R. Kjerulf , Michael B. Beverland

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

This case explores community-based brand strategies, with a focus on the female surf-wear market and the success of Australian brand Salt Gypsy and its founder, Danielle (Danny) Clayton. The case describes how, in creating Salt Gypsy, Danny fulfilled an unmet market need for high performance, fashionable surf wear among a new wave of female surfers. In contrast to classical branding models focused on direct appeals to users, Salt Gypsy is an example of a brand community, whereby a brand’s value o

Branding Strategies for Handsome

Ho Jung Choo , Hyunok An

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

Handsome is a leading high-end fashion company founded in 1987. It operates nine of its own brands, fourteen imported brands, and three premium select shops. The company has developed sophisticated marketing strategies in terms of targeting and differentiation; its brands are positioned in the high price zone with exceptional quality at major significant segments in Korea. Most Handsome brands are ranked as top selling in prestigious department stores. Handsome launched its online shopping mall i

Omnichannel Storytelling the Reformation Way

Kat Duffy , Karinna Nobbs

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

This case focuses on how value-driven omnichannel storytelling has become a relevant brand strategy approach within the fashion sector. Utilizing the fashion brand Reformation, this case considers how a brand story is created and communicated online across multiple touchpoints. Storytelling appeals to consumers on an emotional level because it positions them in the center. In creating an authentic brand story, storytelling connects the brand with the consumers’ needs in a way that fosters trust,

Louis Vuitton Versus My Other Bag

Agnieszka Witońska-Pakulska

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

The fashion industry is a serious sector of the global economy. Fashion is a dynamic business; trends change fast and companies need to react fast. Having a fashion brand requires not only good taste and a love for fashion, but also good business, financial, and strategic skills. It is crucial for fashion companies to be aware that the brand they have is their most valuable asset and, as such, it needs to be protected. Having a clear, comprehensive, and effective brand protection strategy from th

Applying Circular Economy Principles in Luxury Fashion: Petit h

Patsy Perry , Hakan Karaosman

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

As one of the world’s most iconic luxury brands, Hermès is known for its heritage and excellence in craftsmanship and materials. However, the pursuit of product excellence in order to maintain the high status of luxury brands often results in significant waste of raw materials. As one of the world’s most polluting industry sectors, fashion has come under increasing scrutiny in terms of its environmental responsibility, and many companies are engaging with a variety of initiatives to reduce the en

The Face Shop

Sunwoo Kim

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

Korean cosmetics brand The Face Shop, launched in 2003 as a small business, has grown into a leading brand in the competitive Korean cosmetics market. The Face Shop is currently leading the K-beauty phenomenon by expanding its business into global markets, and is especially focused on Asian countries. The key factor to this success is the application of SPA (specialty retailers of private label apparel) strategies to the cosmetics industry, providing new value to consumers that were not previousl

The Future for Under Armour

Lisa Hodgkins

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

US athletic apparel company Under Armour, Inc. has experienced large-scale and consistent growth since it was established in 1996, but the company has a continuing need to maintain brand equity as they compete worldwide with other athletic-wear giants. This case study asks students to consider elements of successful branding, formulate ideas for targeting new customers, and recommend ways in which Under Armour can enhance the image and prestige of their brand.

Apparel Retail Assortment and Pricing Strategies During the Second World War

Jennifer M. Mower

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

During the Second World War, the United States government regulated civilian apparel when they froze styles at their spring 1942 levels. It is relatively easy to observe the wartime impact on apparel styles in the slim silhouettes and absence of style details such as cuffs, leg-of-mutton sleeves, and double-breasted jackets. Less transparent may be how the war influenced apparel retailers’ merchandise assortment and pricing strategies. Using archival records from the National Archive, specificall

Retail Technology

Antigone Kotsiopulos , Molly Eckman
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

A married couple owns a small business specializing in yoga classes and yoga apparel and accessories. Their college-educated daughter has joined the business. They have a good location in a strip mall but there is the possibility of a national apparel chain coming to the area. Business has grown and to compete the owners need to decide to join the twenty-first century by investing in a computer system for business analysis. Currently they are keeping records manually and doing physical inventorie

Sub-Par Inventory

Antigone Kotsiopulos , Molly Eckman
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

A golf pro, who has never worked retail, becomes a golf club manager responsible for the driving range, the greens, a restaurant, and a retail shop, along with the merchandising and buying. The pro knew a lot about golf equipment and men’s clothing, but did not know much about retail operations, and women’s clothing. After working a while in the pro shop, he learned enough to grow his sales and raise capital to expand his merchandise mix beyond the golf basics. However, he was frustrated because

Retailer/Manufacturer Conflict

Suzanne G. Marshall
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

Over the last thirty years the business relationship and negotiable terms between manufacturers and retailers have changed significantly because of the growth and strengthening power of retailer groups and decreasing power of manufacturers. This shift from manufacturers to more large retailers having the power to dictate and negotiate the business terms has resulted in some manufacturers suffering from being more responsible for the retail business and sales of their merchandise, as well as a pro

Exasperation with Exclusitivity

Judy K. Miler , Nancy J. Rabolt

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

An upscale retail specialty store with strong customer service carries quality merchandise that can be worn in any season. The dress department is the most important department in the store and does a large sales volume. It has exclusivity with a vendor which produces well-made dresses in the United States; thus, there is no competition for this merchandise. In return for exclusivity, the retailer has made large investments in advertising this product. After three years with this arrangement, a c

When Good Results Are Met with No New Business

Billy Christense
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

A sales manager for a manufacturer of a unique high-quality men’s shirt line was able to product test his shirts in two locations of a large better specialty-store chain. He and the designer also arranged to do guest appearances in both stores in order to help build brand awareness. The initial test order sell-through was better than the department averages, so the sales manager discussed the possibility with the buyer of a roll-out reorder in the tested stores, as well as in some new stores. The

The Founder’s Day Special

Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

An annual Founder’s Day sale for a Florida specialty retailer has always been successful for the store, moving merchandise to make room for holiday purchases and improving customer satisfaction by providing great bargains for customers. A coat buyer added a previously unsuccessful item on the Founder’s Day sale list only to be vetoed by the general merchandise manager (GMM) who insisted they be marked down even further. Very few of this promotional merchandise had sold at 50 percent off at the la

Weighing the Options: Should Kristen Buy a Struggling Business?

Joy M. Kozar , Sara B. Marcketti
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

A trendy boutique is located near a college and caters to a college-aged market in a perfect new retail space. Business has shown a decline in sales and profitability because of the young owner’s move three hours away from the store and managing it long distance. When the owner was on site, the store was successful offering new fashion that appealed to the clientele. But the last year of ownership with the absentee owner/buyer and no supervision and guidance, meant employee morale was low. In add

Katie’s Kloset in Cedar Spring Groves

LuAnn R. Gaskill
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

A young entrepreneur, with the help of her parents, has purchased an established small retail business selling moderately priced plus-sized women’s clothing in her home town, a small community in Virginia. Prior to the purchase, it was not immediately apparent that the company was not on a good financial footing despite the review of current records. In addition, to the owner’s surprise the store’s credit was poor resulting in vendors only sending merchandise COD (cash on delivery). Business was

A Case of Poor Planning

Jaya Halepete
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

An experienced merchandiser at an apparel manufacturer left his good position to be a senior buyer at an apparel retail chain and being successful at this job, was promoted to divisional head. With experience at both wholesale and retail, he was ready for a bigger challenge and decided to quit his job and start his own apparel export business. Start-up money from friends was used for production equipment and a showroom. Through contacts he got good orders from an international retailer, but they

To Go or To Stay

Kitty Dickerson
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

A buyer trainee for a big-box retail chain was successfully promoted over a short period of time to an apparel buyer of several high volume buying areas. Her success continued, even with a change in the economy and consumer expenditures declining, but the buyer started to lose the satisfaction for her job she held. Her business still did fairly well; however, others weren’t and they were told by their superiors to start cancelling vendor orders. Soon, the buyer’s areas also started slowing in sal

Collusion to Catch Anti-Trust Offenders

Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

A retail buyer for a prestigious chain of stores went to market and met with a knit manufacturer’s principal in charge of sales with whom she had conducted business while working for another retailer. She caught up with her manufacturer friend and reviewed the current line when she thought that she would like to have exclusive distribution to the knitwear label. The possibility was discussed with the owner, who had been selling the line to several independent stores, and he thought that it might

Can Gap Come Back?

Mya Frazier
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Introductory

Business case

Gap, the quintessential all-American brand was founded in 1969. Its parent company, Gap Inc., expanded by opening stores worldwide and acquiring brands in several apparel markets. Once cool, many feel its brand image has become outdated. It has been difficult for Gap to compete in the fashion apparel industry due to changing customer wants, burgeoning e-commerce, and exciting international fast-fashion chains such as H&M, Uniqlo, and Zara, offering up-to-the minute fashions with constant stoc

Abercrombie & Fitch’s Brand & Store Positioning

Joseph H. Hancock
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

Abercrombie & Fitch (A&F), originally a traditional outdoor and adventure apparel retailer, has repositioned itself in the marketplace several times throughout its history. In the 1990s A&F changed its offerings to fashionable basic merchandise in a lifestyle and aspirational way geared toward teenagers. Methods used in their stores were strong atmospherics including cologne, loud music, provocative pictures of models, and shirtless male greeters in some stores. This created a company

Licensing Pitfalls

Suzanne G. Marshall
Revised by: Nancy J. Rabolt , Judy K. Miler

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

A swimwear manufacturer is a licensee for several brand names (licensors). The licensing arrangements from the licensee’s perspective is given in four general areas: lack of control/power, lack of visibility, increased expense, and multiple “masters.” Although there are advantages of manufacturing product for the licensee, there are also many pitfalls outlined in this case. Examples are given of pitfalls such as general decisions being made by the brand licensees; the manufacturer being dropped b

Radical Retailer

Kat Duffy , Karinna Nobbs

Source: Bloomsbury Fashion Business Cases

Level: Intermediate

Business case

Rei Kawakubo and Adrian Joffe have, over the last forty years, created an evolving bricks-and-mortar retail strategy with Comme des Garçons (CdG) and the CdG owned Dover Street Market, reporting annual sales of $280 million. Kawakubo and Joffe have been pioneers, as the first luxury brand to experiment or twist the rules of established retail strategies. From a strategic perspective, successful formats can and do emerge from structured business models. Often, however, winning formats can also mat

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