Marketing and Coach

As China is the fastest growing luxury fashion customer base, it in imperative that they are catered for in the Net-a-Porter handbag buy. Lack of exclusivity in the handbag offering. While exclusivity is strong across Net-a-porter as a whole, the handbag edit does not have many exclusive styles. Almost all everything can be found on the Harvey Nichols, Selfridges, Harrods or My Wardrobe websites. In particular the Selfridges website has over 45 exclusive handbag styles online, from a variety of brands which include Mulberry, Alexander Wang and Anya Hindmarch. To combat this Net-a porter should negotiate world exclusivity on a number of ‘it bags’ for next season, either by having early delivery to ensure a week or two of exclusivity or by commissioning an exclusive colour option in the most popular styles. At present Net-a-porter has no representation for Celine handbags, which has become the most covetable handbag brand across the high fashion world and accounts for a considerable percentage of handbag sales in London department stores. As they grow from strength to strength it would be advisable for Net-a-porter to try and include Celine in their edit.

While Coach, Inc. has managed to capture a large amount of the market by pursuing a broad differentiation strategy and promoting the company as an accessible luxury brand, they still have some areas to improve upon.

Coach was created by a New York artesian name Miles Cahn in 1941, the company is family owned and crafted it beginning work in a SoHo loft. The company started out with just 12 leather bags

Vera Bradley began in 1982 when two women had an idea to make luggage fun and different. Barbara Bradley Baekgaurd and Patricia Miller decided it was time for a fashion change. While traveling through an Atlanta airport, they noticed that majority of the luggage carried by passengers was bland and uninteresting. Their idea to diversify luggage and duffle bags with colorful and stylish patterns was a great hit. In the mid 2000’s their company experienced rapid growth, selling in department, outlet stores as well as online. Unfortunately in the mid 2010’s the company’s standing seemed to decline, as there was more competition for ladies handbags and accessories. In the fiscal year of 2014 growth had stalled, just as they were preparing to launch a new strategy.

The notion of "marketing myopia" has haunted marketers since Theodore Levitt published his famous article "Marketing Myopia" in Harvard Business Review in 1960. Levitt argues that companies which narrowly focus on the product to the detriment of customer requirements (i.e., dispensing with the marketing concept) suffer from marketing myopia. Myopia or shortsightedness is often apparent within organizations. Several types of marketing myopia can be identified including classic myopia, competitive myopia and efficiency myopia. Companies displaying one of these three elements are clearly distinguishable from innovative firms which embrace the marketing concept in practice and which have a much broader scope than is

Traditional marketing and Sport Marketing have similarities and differences. Being able to understand the similarities and differences would help someone comprehend both principles. Both principles share the Marketing Mix or 4P’s of marketing. The 4P’s are product (or service), place, price, and promotion. As defined by McCarthy and Perreault (1988), the marketing mix refers to the controllable variables the company puts together to satisfy a target group. I will explain the differences of the 4ps in traditional marketing and sports marketing.

INTRODUCTION I chose two websites Kate spade and Coach because they are two e-commerce sites about fashion. They are sell similar products such as, handbages, clothing, and shose etc. I want to know which brand has the competitive advantage on the online. Kate spade Coach crisp color, graphic prints and playful sophistication are the hallmarks of kate spade new york. from handbags and clothing to jewelry, fashion accessories, fragrance, eyewear, shoes, swimwear, home decor, desk accessories, stationery, tabletop and gifts, our exuberant approach to the everyday encourages personal style with a dash of incandescent charm.

Coach operates in a highly competitive industry with low market-entry barriers. While it is relatively easy for new companies to enter into this market, most shy away due to the lack of staying power and proper capital, as well as the know-how in total quality management. The long-standing brand equities associated with the existing players in this industry are a strong deterrent alone for any potential new entrants. In addition, there are large amounts of costs involved with the process of creating and maintaining a new company, which would also steer most potential new entrants away. If all other things being equal, Coach, along with its competitors, has greatly benefitted from these factors shielding them against the threat of entry

Price elasticity is a risk that Nordstrom may encounter since it is often difficult to predict how customers will respond to price changes which can impact a retail item’s rate of sale (Gallo, 2015). The worries over these kinds of arrangements, make these exchange of expenses of shipping merchandise to the buyer for all intents and purposes unthinkable in the whole district which makes the need to make calculated systems to lessen the cost of delivery stock to stores a fundamental. The idea of price elasticity is for the most part estimated at a rate change of how much a buyer will purchase if the cost of an item expands (Gallo, 2015). Besides, neighborhood retailers than to have a superior comprehension of pricing strategies to attract customers to brands that consumers are familiar; for Nordstrom, the organization must offer comparable adaptability and brands to stay aggressive. At last, Nordstrom must have the capacity to assess the flexibility of interest keeping in mind the end goal to make suitable changes expected to remain aggressive and enhance general

Coach’s multi-channel retail network has enhanced product availability, and driven sales. The growth of the Coach Factory Store concept has been a success.

A marketing strategy is important for any product, and a big part of that strategy is the distribution elements and channels (Distribution, 2009; Marketing, 2011; Timberlake, 2012). Coach is very selective about how they distribute their products. They have authorized stores and outlet stores, as well as catalogs and a company website (Coach, 2012). They also allow some department stores to carry their products, as well as catalogues and specialty stores (Coach, 2012). A few duty free locations also have Coach bags (Coach, 2012). This is clearly stated on their website in an effort to dissuade people from purchasing a Coach handbag in a way that is illegal. It can also help prevent people from purchasing something they think is a Coach handbag but finding out later it is a copy or a fake. The target market for Coach is generally upscale, so Coach does not want the less expensive chain retailers carrying its product. There should be some exclusively with the Coach brand, and that can only be created and maintained by controlling what stores and locations can carry the Coach brand. Doing this allows the company better marketability when targeting specific groups or areas of a target market, such as upscale consumers.

Coach has many strengths and weaknesses. Coach strengths include its wide range of accessories such as its handbags, watches, accessories, cosmetic cases, key fobs, belts, electronic accessories, gloves, hats, scarves, business cases, luggage, eyewear, fragrance, and clothing. It is the leading luxury leather goods company in the United States, with expansion in Japan, China, and Asia. Coach has developed a respected reputation by providing their customers with quality products and its 70+ years of being in business. They do a great job of advertising through press releases, catalogs, internet, and shopping centers. Coach has a larger range of pricing which attracts lower income consumers and wealthier consumers. They also allow their products to be sold at stores (department and full price stores) and online. Coach prides themselves on creating customer value. However, Coach also displays weaknesses as well. They have a limited selection for men and a poor inventory turnover rate. Coach has no direct announcements to the public about the promotion of new products. Their new products first sell at full price which keeps the lower income

Coach is the manufacturer of a collection of handcrafted leather goods that are considered high in quality and unique in craftsmanship. Coach strives on their continued high standards that are required for the materials and workmanship that go into their handbags. The Coach brand is attributed their reputation and is considered one of the leading high-end handbag provider. The Coach brand is considered a “unique combination of their original American attitude and design, their heritage of fine leather goods and custom fabrics, their superior product quality and durability and commitment to customer service” (Coach Company Profile, n.d.). Coach has materialized as one of America's distinguished designers and manufacturer of fine handbags for women. The Coach brand has been developed over time from the signature styles and unique character that the handbags posses. (Corkindale, 2008).

In terms of brand exclusivity, Hermès is best known for the elusive Birkin bag. The iconic Birkin is surrounded by mystique and mythos, and their prestige remains unrivaled. Shrouded in secrecy, the company does not report any facts and figures regarding the bag. Rumours of wait lists and member

Coach uses e-commerce strategy including invitation-only factory flash sites and third-party flash sites; global lifestyle brand