Coach Inc. Case Analysis Essay Example
Identification of Case Situation
Six years after deciding to be an independent public company in late 2000, Coach Inc.’s net sales had grown at a compounded annual rate of 26 percent and the stock price had increased by 1,400 percent due to a strategy keyed to a concept called accessible luxury. Coach crafted the accessible luxury category in women’s handbags and leather accessories by differentiating themselves on price, but matching competitors on styling, quality, and customer service. The accessible luxury strategy mirrors a focus (or market niche) strategy based on low costs. Coach concentrates on a narrow buyer segment and outcompetes rivals by having lower costs than rivals and thus being able to serve niche members at a lower price. Management believed that new products should be based on market research rather than on designers’ instincts. Coach utilized extensive consumer surveys and focus groups to gain insight in the market, and ultimately a competitive advantage over competition. Coach’s $200-$500 handbags appealed to both middle class consumers who now were able to afford a taste of luxury, as well as affluent consumers with the means to spend $2,000 on a handbag on a regular basis. In addition to the above strategies, Coach Inc. has also adopted an aggressive growth tactic of expanding their company-owned stores in the United States and Japan. Going into 2007, Management expected to add 5 factory stores and 30 full price stores specifically in the U.S, and add at least 10 stores in Japan per year. By doing so, Coach hopes of taking advantage of their market potential. Coach also entered into licensing agreements with Jimlar Corporation, Movado Group, and Marchon Eyewear in attempt to increase their network of retailers. Coach’s’ marketing executives hope to sustain impressive growth through monthly introductions of fresh new handbag designs and secure retail accounts in the rapidly growing luxury goods markets of Asia. Management
Six years after deciding to be an independent public company in late 2000, Coach Inc.’s net sales had grown at a compounded annual rate of 26 percent and the stock price had increased by 1,400 percent due to a strategy keyed to a concept called accessible luxury. Coach crafted the accessible luxury category in women’s handbags and leather accessories by differentiating themselves on price, but matching competitors on styling, quality, and customer service. The accessible luxury strategy mirrors a focus (or market niche) strategy based on low costs. Coach concentrates on a narrow buyer segment and outcompetes rivals by having lower costs than rivals and thus being able to serve niche members at a lower price. Management believed that new products should be based on market research rather than on designers’ instincts. Coach utilized extensive consumer surveys and focus groups to gain insight in the market, and ultimately a competitive advantage over competition. Coach’s $200-$500 handbags appealed to both middle class consumers who now were able to afford a taste of luxury, as well as affluent consumers with the means to spend $2,000 on a handbag on a regular basis. In addition to the above strategies, Coach Inc. has also adopted an aggressive growth tactic of expanding their company-owned stores in the United States and Japan. Going into 2007, Management expected to add 5 factory stores and 30 full price stores specifically in the U.S, and add at least 10 stores in Japan per year. By doing so, Coach hopes of taking advantage of their market potential. Coach also entered into licensing agreements with Jimlar Corporation, Movado Group, and Marchon Eyewear in attempt to increase their network of retailers. Coach’s’ marketing executives hope to sustain impressive growth through monthly introductions of fresh new handbag designs and secure retail accounts in the rapidly growing luxury goods markets of Asia. Management