Spade Vs Coach

Being a multi-billion dollar retailer comes with its perks. JCPenney’s dominance over catalog merchandising has now extended into the cyber world at www.jcpenney.com. This website is multi-functional and easy to navigate, but how would JCPenney’s new e-commerce site stack up against its toughest competitor, Kohl’s, on the web? The answer may surprise you. This is an intriguing look at how varied retail comparisons can be. While JCPenney is struggling with sales on the retail floor, Kohl’s continues to exceed expectations in their stores. Online though, it is a completely different story.

Previously, mentioned in the brand critique of the brand Kate Spade, the brand competes with Michael Khors and Coach to have the top luxury handbag. As, no person, brand or company is perfect Kate Spade faced a few promotional errors that challenged the company. There are recommended courses of action to correct this short coming. After conducting the customer satisfaction survey, the data shown show beneficial results that help with the satisfaction with different aspects of the brand and support the recommendation. The specific steps are recommended through the analysis and results from challenges faced and the survey, helping the company overcome challenges and achieve success.

In the DJs annual report 2011(David jones Ltd 2011), the major differentiation from their competitors is their "home of brands" strategy and continually updating the brand portfolio and offering exclusive brands in order to reinforce the position as Australia's fashion authority. "As an example in retailing in Australia, DJs has succeeded on the basis of differentiation by emphasizing exceptionally high customer service."(Palepu et al.2010, pp.37). For a customer who is willing to buy a g-star shirt, DJs provides a wide range of products including this shirt and offers consumers options without additional spend. DJs has been achieving a competitive advantage for its differentiation.

Coach’s top competitors are Prada, Gucci, Hermes, Dolce & Gabbana, Dooney & Bourke, Inc., Kate Spade LLC, and Michael Kors, Inc. We feel that we can expand our lead in the ‘accessible luxury’ segment of the upscale

Coach has a very strong brand image. They continue to gain new customers and because of devotion and loyalty they are able to keep repeat customers. Brand image can be considered everything to customers when searching for a handbag. Industries that manufacture handbags must be able to provide what is considered a “chic service”, while continuing a “thriving business” (Foster, 2006). Due to the brand image that Coach has they are able to introduce new and more risky handbags with the confidence that most current consumers will continue to purchase their

Coach is a large, American luxury handbags-made company. In this article, we will first tell some beautiful stories on the background of coach. For another, we will analysis the reason why its advantage is sustainable depending on 4Ps theory. In the end we feel obliged to give some recommendations based on our analysis.

Coach’s vision and core values mainly derives from the time of its establishment. People then value quality and authenticity very much, and they can use one handbag for many years. When the bag gets scratched or the zip is broken somehow, they’re also willing to go and fix it, just in order to use it for a longer time, because they’re emotionally connected to the brand, and the handbag. All these values of that time allows Coach to survive and flourish rapidly, developing a lot of loyal customers.

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.

Solomon Northup and Frederick Douglass, both living in the South during the eighteen hundreds, were just two of the countless black people that experienced the many horrors of slavery. Although the two of them did not share the exact same story, they lived very similar and dreadful lives as slaves. Solomon and Fredrick where both assigned physically brutal work, they both had their freedom and identity taken from them, and they were also both leaders in their community.

Clearly, quality is the most important capability of this company. Even thoug Coach Inc. offers prices as low as 50 % lower than those of direct competitors, they are still able to sell products with the same or even higher quality standards. Furthermore, they offer to refurbish or replace any broken handbag, no matter how old it is. I believe this is a unique selling proposition in this market and is a great way to enhance consumer trust and therefore retain customers. The survey winning (in 2006) customer service and shopping experience in their stores helps emphasize on that.

5. What is Coach’s strategy to compete in the ladies handbag and leather accessories industry? Has the company’s competitive strategy yielded a sustainable competitive advantage? If so, has that advantage translated into superior financial and market performance?

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

Coach was founded in 1941 as a family-run workshop. In a Manhattan loft, six artisans handcrafted a collection of leather goods using skills handed down from generation to generation. Discerning consumers soon began to seek out the quality and unique nature of Coach craftsmanship. Now greatly expanded, Coach continues to maintain the highest standards for materials and workmanship. Coach’s exceptional work force remains committed to carefully upholding the principles of quality and integrity that define the company.

All of product features that the Vera Bradley Company claims are part of future success when competing with other luxury semi luxury handbag businesses, must be improved. Vera Bradley must compete with other women’s luggage, handbags, and accessories manufactures. The company must capture and compete in an area that has little to no competition. The listed strategy will allow this company to capitalize on their products not only in the United States but in other markets, especially Asia. A number of factors in which this competitive strategy is addressed focused on; quality, price, and style.

As mentioned above, Coach is amongst the cost leaders in their market due to their ability to minimize cost by outsourcing all of their manufacturing. This is one of Coach’s greatest strengths because they are able to have their quality products made at such a low price that they can undersell their competitors by about fifty percent and have a different target market. Being able to sell to the top 20 percent of Americans, as opposed to the smaller demographics of their competitors, has been another one of Coach’s biggest strengths (Gamble, 2015, Page 82). With such a strong brand image in the “affordable luxuries” market, Coach found potential in the men’s luxury good market. In 2011, Coach increased their products for men from 2.5 to 5 percent of its global sales and expects those numbers to continue to grow (Gamble, 2015, Page 82). This new market gives Coach an opportunity to use some of the strengths they’ve found in the women 's market such as product differentiation. Product differentiation is one of Coach’s greatest strengths because of its ability to get their consumers in their stores more frequently and make purchases more frequently. “Monthly product launches enhanced the company’s voguish image and gave consumers reason to make purchases on a regular basis” (Gamble, 2015, Page 79). These monthly product were only available for a limited amount of time, which helped increase their perceived value due to