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17 Feb 2015
News

White-out conditions mean retail blues in New England

April 2011 (Revised October 2012)
Case

Fast Retailing Group

By: Hirotaka Takeuchi

On January 1, 2011, Tadashi Yanai, the CEO of Fast Retailing Group (FR), sent his annual New Year's message to everyone in the company. The message, entitled "Change or Die," declared that FR - which included UNIQLO, Theory, Comptoir des Cotonniers, Princesse tam.tam... View Details

Keywords: Expansion; Global Strategy; Retail Industry

January 2008
Case

Parks Capital - Investment in US Retail, Inc.

Parks Capital acquired a Children's Apparel Manufacturer , American Child Clothing Manufacturers, Inc. (ACCM), in 2001. Two years later ACCM's largest retail customer, U.S. Retail, Inc., decided to evaluate strategic alternatives due to financial difficulties. Parks... View Details

Keywords: Mergers and Acquisitions; Customer Value and Value Chain; Private Equity; Vertical Integration; Apparel and Accessories Industry; Apparel and Accessories Industry; Apparel and Accessories Industry; United States

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September 2023
Case

The Meteoric Rise of Skims

By: Ayelet Israeli, Jill Avery and Leonard A. Schlesinger

Since its founding in 2019 by Kim Kardashian and Jens Grede, Skims, a solutions-oriented brand creating the next generation of underwear, loungewear, and shapewear with an eye toward body-type and skin-tone inclusivity, has experienced a meteoric rise. Kardashian, who... View Details

September 2005 (Revised April 2007)
Case

Spyder Active Sports - 2004

By: Belen Villalonga, Dwight B. Crane and James Quinn

David Jacobs founded a high-end ski apparel company in 1978. He successfully built and grew the company, establishing a major international brand that appealed to ski racers and other active skiers. In 1995, he sought external financing to support further growth of the... View Details

Keywords: Private Ownership; Private Equity; Financial Liquidity; Business Exit or Shutdown; Valuation; Brands and Branding; Wealth; Family Business; Financing and Loans; Globalization; Apparel and Accessories Industry; Apparel and Accessories Industry; Colorado

November 1994 (Revised February 1997)
Case

Levi Strauss & Co.: Global Sourcing (A)

By: Lynn S. Paine and Jane Palley Katz

In 1993, senior managers at Levi Strauss & Co., the world's largest brand-name apparel manufacturer, were deciding whether the company should have a business presence in China, given the human rights and other problems there. The China Policy Group has been asked to... View Details

Keywords: Management Teams; Decisions; Management Skills; Trade; Brands and Branding; Rights; Ethics; Foreign Direct Investment; Apparel and Accessories Industry; China

12 Oct 1999
Research & Ideas

Rapid Response: Inside the Retailing Revolution

advances in information technology, a revolution has been taking place in retailing during the past two decades, and nowhere more so than in the apparel and textile sectors. The first to chronicle these changes and their implications in... View Details

Keywords: by James E. Aisner; Apparel & Accessories; Apparel & Accessories; Apparel & Accessories; Apparel & Accessories; Apparel & Accessories

June 2002 (Revised April 2004)
Case

Studio, The

By: Walter J. Salmon and Wendy Carter

The founders and proprietors of a successful 23-year old women's apparel store are facing a critical issue. Can they grow by adding a second store that will not compete with their existing operation? If so, where should it be located, what managerial changes are... View Details

Keywords: Expansion; Risk and Uncertainty; Business Growth and Maturation; Apparel and Accessories Industry; Apparel and Accessories Industry

June 2013 (Revised March 2014)
Case

Hennes & Mauritz, 2012

By: John R. Wells and Galen Danskin

In 2012, Hennes & Maurtiz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion and operating profits were $3.3 billion. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the past... View Details

Keywords: Fashion; Strategic Decision Making; Strategy; Supply Chain; Competitive Strategy; Corporate Strategy; Fashion Industry; Europe; Sweden

August 2009 (Revised August 2010)
Supplement

Eddie Bauer (B)

By: Paul M. Healy, Sharon P. Katz and Aldo Sesia

In February 2007, shareholders of Eddie Bauer, the specialty apparel retailer, were scheduled to vote on management's proposed sale of the company to two private equity firms. More than 50% of outstanding shares in Eddie Bauer needed to be voted in favor of the deal... View Details

Keywords: Financial Statements; Mergers and Acquisitions; Governing and Advisory Boards; Privatization; Valuation; Apparel and Accessories Industry; Apparel and Accessories Industry; United States

January 2018
Case

Under Armour

By: Rory McDonald, Clayton M. Christensen, Daniel West and Jonathan E. Palmer

After 20 years of growth unprecedented in the sports apparel industry, Under Armour finds itself with a new record to beat: making the leap from $5 to $10 billion in sales—a feat only accomplished to date by competitors Nike and Adidas. At the heart of this challenge... View Details

November 2002 (Revised February 2003)
Case

Amazon.com-2002

By: Stig Leschly, Michael J. Roberts, William A. Sahlman and Todd H Thedinga

Describes the evolution of Amazon.com and its business model since its founding. Specifically, discusses Amazon's transformation from an e-Tailer to a commerce platform and its marketplace initiative, which has driven this. Also describes the economics of various... View Details

Keywords: Business Model; Digital Platforms; Internet and the Web; Transformation; Retail Industry

25 Jan 2022
Cold Call Podcast

How Footwear Startup Allbirds is Decarbonizing Fashion

Keywords: Re: Michael W. Toffel

May 2006 (Revised June 2006)
Case

Icebreaker: The China Entry Decision

By: Joseph B. Lassiter III and Dan Heath

Jeremy Moon, CEO of Icebreaker, maker of merino-fiber activewear, thinks about the strengths and weaknesses of staying focused on his rapidly expanding U.S. and European markets vs. broadening his attack to include China. If he enters China, should he continue his... View Details

Keywords: Brands and Branding; Product Positioning; Global Strategy; Expansion; Decision Choices and Conditions; Market Entry and Exit; Marketing Strategy; Apparel and Accessories Industry; China; United States; Europe

July 2005 (Revised July 2006)
Case

Icebreaker: The US Entry Decision

By: Joseph B. Lassiter III and Dan Heath

Jeremy Moon, CEO of Icebreaker, merino wool, outdoor apparel manufacturer, believed the company could be a big hit in the United States, despite the presence of entrenched rivals. But Icebreaker clearly needed a new distribution approach. One option was to position... View Details

Keywords: Market Entry and Exit; Distribution Channels; Product Launch; Product Development; Brands and Branding; Apparel and Accessories Industry; Apparel and Accessories Industry; Apparel and Accessories Industry; New Zealand; United States

May 2003 (Revised May 2009)
Case

ZARA: Fast Fashion

Focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to wear, ZARA observes what's selling and what's not and continuously... View Details

Keywords: Organizational Change and Adaptation; Multinational Firms and Management; Competitive Advantage; Apparel and Accessories Industry; Apparel and Accessories Industry; Apparel and Accessories Industry; Spain

July 2012 (Revised July 2015)
Case

Nalli Silk Sarees (A)

By: V.G. Narayanan, Namrata Arora and Vidhya Muthuram

Nalli Silk Sarees Private Limited was a family owned and operated business that retailed Indian ethnic wear. This 83-year-old company had enjoyed impressive growth with a $95 million turnover, a 22-store retail footprint, and had outdone its competitors by being the... View Details

Keywords: Pricing Strategy; Price; Strategy; Family Business; Growth and Development; Brands and Branding; Growth and Development Strategy; Expansion; Competitive Strategy; Apparel and Accessories Industry; India

September 1986 (Revised April 1990)
Case

Mueller-Lehmkuhl GmbH

Mueller-Lehmkuhl sells apparel fasteners and rents attaching machines. It views these two products as effectively a single item and prices them accordingly, the fasteners at high profit and its attaching machines at a loss. The cost system allocates the cost of the... View Details

Keywords: Cost Accounting; Profit; Apparel and Accessories Industry; Apparel and Accessories Industry; Japan; Germany

July 2015 (Revised January 2020)
Case

Horst Dassler, Adidas, and the Commercialization of Sport

By: Geoffrey Jones, Michael Norris and Sophi Kim

The case focuses on the career of Horst Dassler, the son of the founder of the German-based sports shoe manufacturer Adidas. The origins of the firm were in the interwar years, and it rose to public prominence after it provided spikes for Jesse Owens, the famous... View Details

April 1983 (Revised October 1990)
Background Note

Textiles and the Multi-Fiber Arrangement

By: David B. Yoffie

What happens to an industry with millions of employees that loses its comparative advantage? This note examines this question by looking at the global textile and apparel industry. With the Multi-Fiber Arrangement coming up for renewal in December 1981, the United... View Details

Keywords: Trade; Cost vs Benefits; Developing Countries and Economies; Apparel and Accessories Industry; Apparel and Accessories Industry; United States; Europe

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