Levi Strauss Signature: A new Brand for Mass-Channel Retail Stores - Coursework Example

Contents 15a) ASSESSMENT 1 3 INTRODUCTION 3 LEVI STRAUSS GROUP 3 MAIN REASONS TO LAUNCH LEVI STRAUSS SIGNATURE IN EUROPE 4 Political Factor 4 Economic Factor 5 Socio-cultural Factor 5 INTENSIVE DISTRIBUTION POLICY 5 MARKET ENTRY STRATEGY USED BY LEVI STRAUSS 7 RECOMMENDATIONS FOR THE COMPANY REGARDING DIRECT DISTRIBUTION CHANNEL 8 KIND OF MERCHANDISING ACTIONS THAT THE COMPANY SHOULD BUILD 11 MAJOR BENEFITS OF WIN-WIN RELATIONSHIP FOR LEVI STRAUSS AND ITS DISTRIBUTORS 12 Increase in Sales 13 Customer Loyalty and Trust 13 Convenience 13 Superior Service Quality 14 Brand Image and Reputation 14 CONCLUSION 15 15b: Assessment Two: REFLECTIVE EXERCISE 17 Appendix 25 15a) ASSESSMENT 1 INTRODUCTION The purpose of this assignment is to analyze the international market of Levis along with the assessment of risk elements such as political, economic and socio-cultural in the international markets. Moreover, the distribution of the company in the European market has also been taken into consideration of this study. This has provided significant information regarding the distribution policy and channel used by the company for the supply of jeans and other apparel products in the European market. Merchandising is quite essential for the success of the product in the market due to which it has also been considered in the study. The study focuses on the kind of merchandising actions that is essential for the company to build. Lastly, the major benefits of the company with its key distributors have also been taken into consideration in the study. LEVI STRAUSS GROUP Levi Strauss, being one of the most successful apparel companies has witnessed outstanding sales in more than 110 countries (Levi Strauss, 2010). Levi Strauss is considered as the world’s leading apparel company that design and market jeans and jeans-related pants, top, jackets and other related accessories for men, women and children. The three most prominent brands owned by the company include; Levi’s, Dockers and Levi Strauss Signature. The Levi Strauss Group’s headquarter is located in San Francisco and employs around 12,300 people. The sales of the company are found to be increasing in the last five years as the figure 1 shows in the appendix. The company operates in three geographic regions; America (United States, Canada and Latin America), Europe (Europe, Middle East and Africa) and Asia-Pacific with sales figure of 64%, 26% and 10% respectively. The figure 2 in the appendix section shows the net sales of the company by geographic regions in the year 2003. So for an organization that is operating globally and it is important to formulate marketing strategies that could facilitate and induce both the local consumers as well as the consumers in the global market (Hollensen, 2007). It is important to understand the culture and then formulate strategies to meet the needs of the consumers (Jeannet, and Hennessey, 2004). MAIN REASONS TO LAUNCH LEVI STRAUSS SIGNATURE IN EUROPE The major reasons for the launch of Levi Strauss Signature in the European market are as follows; Political Factor The company operates in 110 countries (Levi Strauss, 2010). Firms that are operating in so many countries need to understand the laws and regulations of the countries that are being followed (Levy, 2008). The rising threat of the grey market in the sales season was constantly pressurizing the organization to expand in the international region as the profitability of the organization was at stake. Moreover, the unauthorized sale of jeans in the international market was constantly hurting the organization and its image along with the reputation. As a result, the organization had to take international expansion into consideration. Economic Factor After 9/11, the US economy had to face serious decline. The purchasing power of the customers along with the exchange rate also declined leaving the organization with no other option than to cater the needs and wants of the customers in the European market. Socio-cultural Factor With the passage of time, the company lost its edge in providing the customers with fashionable apparel to meet the needs and wants of the customers. In addition, the company was regarded as ordinary jeans in US which was significantly against the brand image and reputation of the company. Moreover, to once again gain the desired reputation in the market, the organization decided to expand to European market. As a result, the organization was provided with an opportunity to take a fresh start and provided the customers with jeans and jeans-related products for men, women and children positioned as premium apparel organization. Positioning of the company as premium brand, the organization was provided with an opportunity to enhance its profitability along with customer’s loyalty and trust. INTENSIVE DISTRIBUTION POLICY Enhancing the exposure of the products in the European market is the foremost objective of the company which could only be achieved by providing the customers with Levi’s products at the right place and time. To provide the customers with the right product at the right place and time with an aim to significantly enhance the customer’s convenience (Ghauri, & Cateora, 2010), the company focused highly on the selective distribution policy in the European market. This helped the organization to provide the customers with jeans and jeans-related products for men, women and children. Levi Strauss is one of the world’s leading apparel organizations and to protect the reputation along with the rich heritage of the company, it is essential to consider the distribution policy of the organization. To provide the customers in the European market, the company focuses highly on selective distribution policy. By taking this distribution policy into consideration, the company is continually provided with variety of benefits along with variety of opportunities in the market. The restricted number of channels (i.e. Wal-Mart and Carrefour) in the European market provides the organization with better coverage. In the year 2002, Wal-Mart reported group sales worth $244,524 (US$mil) whereas; the retail sales of the company accounted for $229,617 (US$mil). On the other hand, Carrefour; the second largest retailer in Europe, reported group sales of $65,011 (US$mil) and $65,011 (US$mil) in the year 2002. By considering the growth rate of jeans in the European market, the use of selective distribution was quite favorable for the company as such mass channels (i.e. hypermarkets, super markets and discounters) were the most dominant and lucrative way to attract the potential and actual customers. Moreover, the use of such distributors significantly helped the organization to enhance the reputation of the brand in the European market. With such mass channels at work, the organization was provided with an opportunity to gain the attention of young customers along with other generations’ attention. Although, the benefits and opportunities associated with the use of intensive distribution are enormous (Ahmed, Azhar, and Ahmad, 2002) but at times the use of such distribution would negatively impact the image and brand reputation (Chopra, Meindl, Kalra, 2008). Levi’s brands are rich in heritage and are positioned as traditionally premium brands in Europe due to which the jeans and jeans-related products are quite expensive in comparison of other brands. The use of intensive distribution would negatively impact the sales as customers would hesitate of purchase expensive jeans from local retail stores (Hilletofth, & Hilmola, 2008). Moreover, the costs associated with such gigantic number of retailers would be quite high (Gourdin, 2006). The organization’s cost would be much higher than the amount of sales. This eventually means that the organization would have to face embarrassment from the use of intensive distribution system in Europe. Furthermore, controlling such huge number of retailers in the European market would be quite difficult for the company in terms of inventory management and other related concepts (Long, 2003). This significantly implies that the evolution of the organization towards the intensive distribution policy from selective distribution policy would be a waste of time. The company would face greater difficulties than the associated benefits which will eventually hurt the performance along with the premium image of the company in the European market. MARKET ENTRY STRATEGY USED BY LEVI STRAUSS To cater the needs and wants of the customers in the local and international markets, Levi Strauss constantly takes franchising and joint ventures into consideration. By doing so, the organization is provided with several benefits and advantages which eventually provide the organization with superiority over other jeans and jeans-related brands in the international market. With the help of joint-ventures, the organization is able to gain sufficient information regarding the market and the fashion trends in the market. With the help of such significant information, the organization can gain the market share relatively easier than other brands in the market. On the other hand, the franchising options taken under consideration help the organization to control and manage the staff along with the customers in the international market much easily than the domestic market. Additionally, the franchising provides the organization with two-fold benefits (i.e. franchisee fee and percentage of profit) to the franchiser (i.e. Levi Strauss). RECOMMENDATIONS FOR THE COMPANY REGARDING DIRECT DISTRIBUTION CHANNEL Jeans has remained an indisputable symbol of American way of life and has substantial market growth in Europe. Making sure that the customers are being provided with the jeans and jean-related products along with other apparel accessories at the right time and right place is quite essential for the growth and success of the company. The European jeans market in the year 2002 witnessed 7.4 percent growth in volume over the year 2001. This eventually shows that jeans are worn by both genders and all generations. In the European market, Levi jeans are nationally distributed mainly through Wal-Mart and Carrefour. Both of the distribution channels have their own competitive edge over other retailers in the European market in a unique way. For instance, the company distributes its products in France through Carrefour which unquestionably dominates the hypermarket whereas, in the United Kingdom and Germany the products are distributed through Wal-Mart i.e. the largest and the most dominant distributor in the world. Even though, the associated benefits through Wal-Mart and Carrefour are quite lucrative but Levi Strauss is not being provided with the environment it requires for portraying its traditional premium image. As other types of good are sold in such mass channels, the possibility to attract the right customer at the right time is quite low. In order to attract the right customers at the right time and place, the group should take direct distribution in consideration. Some of the major reasons followed by recommendations regarding the use of direct distribution channel over short channel of distribution are as follows; The jeans market in Europe witnessed 5.8 percent growth from 1999-2001 while the mass channels witnessed decline in clothing sales (o.4 percent) and increase in jeans sales (6.3 percent). To make the jeans market dynamic, the organization should consider direct distribution of jeans because mass channels have variety of goods to offer to the customers. This significantly reduces the mass channel’s ability to enhance customer’s attention towards jeans products. The brand experience for the customers in mass distribution is significantly reduced due to the variety of competitive products. To provide the customers with quality experience and un-rivaled genuine brand experience, the company should consider the use of direct distribution channel. The loyal Levi’s customers would prefer Levi Strauss products in the market. To enhance such customer’s loyalty and convenience, the use of direct distribution in consideration. Moreover, this would provide the company with an opportunity to attract window-shopping customers and other potential customers in the market to experience the inner qualities of the brand in relaxing and comfortable environment. Levi Strauss has rich heritage. To protect the company along with its products in the market, the company should provide the customers with genuine brand experience through direct distribution. This will significantly help the company gain to further enhance customer’s trust and loyalty. In addition, the direct distribution would significantly help the protection of rich heritage through traditional premium positioning. Through the use of direct channels, the organization would be provided with an opportunity to cut the additional margins imposed on the products. In addition, the elimination of the intermediaries would provide the organization to gain outstanding profits (Flint, Larsson, Gammelgaard, and Mentzer, 2005). The ability to connect with the customers in mass channels is severely low. The use of mass channels would significantly hurt the heritage and brand premium positioning in the market (Sunil, and Peter, 2004). For the company to connect with the customers on personal level, the organization should take direct distribution channel into consideration. The efforts to attract the customers in the mass channels are relatively lesser than the direct distribution channels (Murphy, & Wood, 2011). As direct distribution would focus on providing the customers with Levi’s products, the customers would tend to purchase the jeans and jean-associated products from the retail stores of the company. The tendency to attract the potential customers is also greater in direct distribution in comparison of mass channel (Benton, and McHenry, 2010). With direct distribution, Levi Strauss would have greater control over the service level. In addition, the ability to manage the inventory level would significantly increase along with the level of merchandising control. KIND OF MERCHANDISING ACTIONS THAT THE COMPANY SHOULD BUILD In earlier years, Levi Strauss had to face variety of issues regarding the illegal and unauthorized selling of Levi’s products in Tesco along with other major retail stores. In order to stop the illegal selling of Levi’s products in unauthorized retail stores, the organization is liable to develop merchandising actions. As a result, the organization would have an opportunity to reduce the illegal selling along with the opportunity to enhance its profitability. Some of the merchandising actions that should be taken into consideration by the company (i.e. Levi Strauss) are as follows; To stop the illegal trafficking of Levi’s 501 jeans in the international market, the company should impose restriction on the purchase of more than 3 jeans during the sales. In addition, the name and other essential information of the buyers should be recorded. This will significantly help in the reduction of illegal sales of Levi’s jeans on discounted price. To significantly reduce the cost associated with the production of jeans, the organization should collaborate and communicate with the cotton suppliers. The direct buying mechanism from the cotton supplier would significantly help Levi Strauss to reduce the price associated with jeans and jeans-related products which will eventually provide the organization with an opportunity to sell the jeans at higher price at greater profit margins. Restrictions should be imposed on mass channels (i.e. Wal-Mart and Carrefour) for the purchase of Levi’s jeans in excess of their needs. Mass channels play an essential role in diversion of Levi’s products to foreign buyers which significantly reduce the organization’s ability to gain lucrative sales and profits. Levi’s jeans are positioned in the US markets as ordinary jeans due to which they are sold at lower prices than in Europe. This significantly enhances the possibilities of illegal selling in European market. In order to reduce such illegal selling, the company should introduce inventory management systems which will help in the reduction to great extent. To provide the customers with the right pair of jeans at the right time and place, the organization should communicate and collaborate with the Wal-Mart and Carrefour on regular basis. This will help in keeping track of the merchandise sold along with the requirement of the distributors from time to time. Levi Strauss being the world’s leading organization in apparel industry must note information regarding the customers along with the suppliers into consideration. This means that the mass channel suppliers should be provided with instructions to replenish stock from time to time and to place related products at the same location. By doing so, the organization would have an opportunity to attract the customers to purchase the premium quality brand for their personal consumption. MAJOR BENEFITS OF WIN-WIN RELATIONSHIP FOR LEVI STRAUSS AND ITS DISTRIBUTORS The win-win relationship of Levi Strauss with its most prominent distributors has provided both with variety of benefits from time to time. Some of the most prominent benefits of Levi Strauss and its distributors due to the win-win relationship are as follows; Increase in Sales Due to such an extensive relationship with the distributors, the organization has always been provided with an opportunity to increase the level of sales from time to time. The ability to provide the customers with required Levi’s jeans and jeans-related products at the right place and right time, both the distributors and the organization are provided with profitable sales. Customer Loyalty and Trust With such a win-win relationship, the Levi Strauss is provided with an opportunity to protect its rich heritage. Despite troublesome years in the international market due to rising grey markets, the ability to enhance customer’s loyalty and trust was lucrative. With the help of key distributors, the organization was provided with an opportunity to provide the customers with right product at the right time and place. As a result, the customer’s loyalty and trust significantly enhanced due to superior quality products. Convenience With Wal-Mart and Carrefour acting as the major distributors in the European market, the organization was provided with an opportunity to enhance the convenience of the customers. The selective distribution policy of the organization provided it with an opportunity to conveniently provide the customers with required products from time to time. Superior Service Quality Service quality is an important factor that results in increasing client’s satisfaction (Keegan, & Green, 2011). Through key distributors, the customers in the market were provided with superior quality service in comparison of other rivals. This quality of service provided to the customers significantly enhanced the customer’s level of satisfaction and provided the potential and actual customers with positive perception regarding the organization and its jeans. Brand Image and Reputation The image and reputation of the brand influences the consumers to purchase the product from a premium brand (Kotabe, & Helsen, 2008). The aim of Levi Strauss in the European market was to promote the brand as at its traditional premium positioning which was assured significantly through the key distributors. By providing the customers with quality jeans and jeans-related products from time to time in an effective manner, the organization significantly changed the perception of jeans from ‘ordinary jeans’ to ‘premium jeans’. The cost associated with Levi’s jeans ensured that the jeans would not be considered in the same way as in American society. In addition, the superior communication and collaboration with the key distributor ensured that the customers would be provided with the Levi’s jeans effectively with enormous profit margin for both the distributor and the company. CONCLUSION Levi Strauss with the help of mass channel distribution policy was provided with significant benefits over other apparel organizations in the European market. The rich heritage along with the premium quality associated with the brand significantly enhanced the opportunities for the company to attract the potential and actual customers in the market. The selective distribution policy in Europe allowed the organization to significantly enhance the exposure of the brand in the market. As a result, the company was provided with an opportunity to create awareness regarding the jeans and jeans-related products in the market as premium brand. In addition, the short distribution strategy taken into consideration by the company was providing it with limited advantages. As the mass distributors had variety of other products to be offered to the customers, the ability to attract customers and to provide them with the brand experience was constantly declining. Due to which the organization was in desperate need of direct channel. In earlier years, the company had to face grey market problems along with the illegal use of Levi’s jeans by unauthorized dealers such as Tesco. To significantly reduce the impact on grey market, merchandising actions had to be taken by the organization to protect its brand image and reputation in the market. In addition, the win-win relationship with the key distributors also enhanced the organization’s ability to attract and retain the customers from time to time. By providing the customers with the required products, the organization was able to enhance the convenience of the customers. In addition, the win-win relationship of the organization with the key distributors also provided the organization with variety of benefits in the European market. 15b: Assessment Two: REFLECTIVE EXERCISE The analysis of the European market along with the risks assessment provided me with significant information regarding how the market operates. In addition, I was able to understand that each risk element (i.e. political, economic and socio-cultural) plays a crucial role in the success and failure of the products in the international market, in particular, the European Market. The overall report and the subject have helped in improving my research as well as in improving my knowledge regarding the subject of marketing. External factors are very important for business. Businesses need to analyze the external factors that are impacting the business as these factors can influence the operations of the firm (David, 2007). I have learnt the importance of knowing and analyzing the external factors and how much importance businesses give to these external factors. The study of the political factors helped to understand that the political stability along with the rules and regulations are quite important for any organization that aims to start its business in the international market. For instance, Europe was the most favorable market for Levi Strauss in terms of political stability. In the year 2002 and 2003, the European market was reaping impressive profits in the apparel industry and with hypermarkets and mass channels on its peak, Levi Strauss was provided with several opportunities. In addition, the employment regulations along with other regulation in the European market were quite similar to that of US which provided the organization with an additional benefit to operate in the European market. Moreover, the study of economic factor also revealed significant information regarding the international market. I was able to understand that an organization would not tend to operate in country where the opportunities to gain impressive profits are lower. In addition, I was also able to understand that organization before entering an international market tends to understand the market routes and the distribution trends. This significantly helps the organization in establishing win-win relationship with the key distributors which is quite essential for the success of the organization in an unfamiliar market. The socio-cultural factors play dominant role in the success of organization in an International market and it is another important external factor (Thompson, & Martin, 2010). Businesses consider socio-cultural factors while formulating their strategies (Hitt, Ireland, & Hoskisson, 2012). I realized how important these factors are for businesses to flourish. For instance, Levi Strauss was unable to position its jeans in the US market as premium apparel and was regarded as ordinary jeans by the customers. The demographics along with the lifestyle trends of the customers play an essential role in the creation of perception towards an object. Whereas, the organization was provided with significant opportunities in the European market to position its jeans and jeans-related products as premium brand. This was significantly due to the perception of European customer towards jeans and other accessories offered by Levi Strauss. In addition, the prominent name of Levi Strauss in the fashion industry significantly helped in gaining customer’s confidence and trust which eventually allowed the organization to reap impressive profits in the European market in comparison of the US market. Globalization has allowed businesses to expand in different parts of the world (Wilson, & Gilligan, 2012). It is important for businesses to analyze the international market and its potential before making the decision to enter in the market (Hussey, 2012). In addition, the evaluation of international market provided me with significant opportunities to gain relevant insights regarding the distribution policies taken into consideration by organizations. For instance, Levi Strauss focuses highly on selective distribution policy which significantly allowed the organization to distribute its products effectively in the market to the right customers. Moreover, the selective distribution policy also allowed the products with maximum exposure in the market. In order to gain customer’s attention in the European market, Levi Strauss focused highly on the selection of world leading distributors such as Wal-Mart and Carrefour so that the brand image and reputation could be equally matched. In addition, I was also able to understand the associated benefits of distribution policy and distributors on sales. The analysis of the international market significantly helped in the development of cognitive skills. Through the variety of information gained from the study, I was able to enhance my cognitive skills to great extent. For instance, I was able to understand that why Levi Strauss focused highly on the selective distribution policy rather than intensive distribution policy. The negative impact on the brand image and reputation of Levi Strauss was the prominent reason for the implementation of selective distribution policy over intensive distribution policy. This implies that my reasoning skills have developed to some extent through the study. Similarly, I was able to evaluate that the company focused highly on short-distribution channel rather than direct distribution channel. The purpose of such distribution channel was to provide the organization and its products with market exposure and to create awareness regarding the existence of the organization within the European market. In order to do so, the company utilized the services provided by Wal-Mart and Carrefour because of their extensive market reach in the European apparel industry. Despite the advantages associated with the short-distribution, I would recommend the organization to evolve towards the use of direct distribution channel. Since the mass channels have variety of products to offer to the customers, it would significantly reduce the opportunities for the organization to establish premium position in the market. I believe that the use of direct channel would help the organization in providing the customers with what they want at the right time and place. Moreover, the organization would have the ability to gain customer’s confidence and trust by interacting on personal level with the customers through direct distribution. Through the study, I became aware of the different distribution channels and their importance in the distribution of products and services in the market. This significantly helped in the increase of my cognitive and behavioral skills which will help in the improvement of my future employability. In addition, the study also helped in the increase of my processing speed along with visual processing which would be beneficial for me in the forthcoming years. This reflects that both my cognitive and behavioral skills have significantly increased during the study. I was also able to understand the importance of working in teams along with the benefits of working in teams in comparison of working alone on a topic. Merchandising actions taken by the company also helps in the achievement of overall organizational objectives. For instance, the Levi’s 510 jeans were continually sold in the International markets through unauthorized dealers and retailers. To protect the prestige and the value of the brand required accurate measures which could help the organization to stop the retail giants regarding the illegal and unauthorized use of the brand’s products. Lastly, I was able to understand the importance of win-win relationship among the key distributors and the company. To provide the customers with the right products at the right time and place is quite essential for the organization and to do so, the organization such as Levi Strauss relies highly on distributors. Through this relationship, the organization is able to gain competitive advantage within the industry over other competitors which eventually allows Levi Strauss to increase its sales and revenues with the passage of time. Moreover, the win-win relationship helps the organization and the key distributors to establish trust and confidence in working with one another due to which both focus on staying loyal to other. The learning of international markets significantly helped in the development of analytical skills along with behavioral skills desperately required within the market. The merchandising actions allowed me to understand the nature of the decision required to help the organization in eliminating the illegal and unauthorized selling of company’s products in the market. In addition, such actions also helped in understand the ethical responsibilities of the organization towards the society and the community which eventually helped in nurturing my behavioral skills. I became aware of the importance of working ethically in the market which could significantly help in increasing my future employability possibilities. Moreover, the importance of having trust and confidence in the key distributors is also quite essential for the organizations in such competitive environment. By looking at the key distributors of the company, I was able to analyze the level of trust and confidence both the organizations had with one another. This study was quite essential for me to enhance my learning and skills which would eventually help in my future employability. Through the study, I was able to significantly enhance my behavioral and cognitive skills (i.e. understanding the nature of business, the key role of distribution policy to gain desired objectives etc) that are essential to enhance my competitiveness within the industry. Moreover, my behavior towards group (i.e. working together with others) significantly improved which will eventually help in better understanding of roles and responsibilities in forthcoming years. References Ahmed, S., Azhar, S. and Ahmad, I. (2002). Supply Chain Management In Construction Scope, Benefits And Barriers. Delhi Business Review, vol. 3, no.1. Benton, W., and McHenry, L. (2010). Construction Purchasing & Supply Chain Management. New York: McGraw Hill. Chopra, S., Meindl, P., Kalra, D. (2008). Supply Chain Management: Strategy, Planning and Operation, Dorling Kindersley: London. David, F. (2007). Strategic Management: Concepts and cases. Upper Saddle River, NJ: Prentice Hall. 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Global Marketing: A Decision-Oriented Approach (4rd edition). London: Pearson Education Jeannet, J. and Hennessey, H.D. (2004). Global Marketing Strategies (6th edition). Boston: Houghton Mifflin  Levi Strauss. (2010a). Global Workplaces. Available from http://www.levistrauss.com/about/global-workplaces [Accessed 31 July 2013] Levy, D. L. (2008). Political Contestation in Global Production Networks. The Academy of Management Review, 33 (4), p.943 -963. Long, D. (2003). International logistics: global supply chain management. Boston: Springer. Murphy, P. Jr. & Wood, D. (2011). Contemporary logistics (10th ed.) Upper Saddle River, NJ: Prentice-Hall Inc. Sunil, C., and Peter, M. (2004). Supply chain management: strategy, planning and operation. New Jersey, Pearson Education International. Thompson, J. L., & Martin, F. (2010). Strategic management: awareness & change. Canada: Cengage Learning EMEA. Wilson, R. M., & Gilligan, C. (2012). Strategic marketing management. London: Routledge. Appendix Figure 1: Revenue in the last five years Figure 2: Revenue by geographic regions Read More