Classic Knitwear Case 1. Does the product “fit” Classic’s financial and strategy needs‚ and its capabilities? In terms of the strategy‚ the new product does strategically align with its current operations. The new product will remain unbranded showing only the Guardian name and‚ although‚ Classic has a greater market share in the wholesale sector‚ concentrating on their retail channels does have a good potential for growth. Successfully breaking into this sector will require a good task
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|Classic knitwear questions: | |Does the “ product” fit Classic’s needs and capabilities? | |What sales volume will break even on Classic’s 2-year investment and what is the | |estimated demand for the new line over the 2yr launch? | |What problems do you see in the proposed marketing program? | |The major problem with the marketing plan is lack if research
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Classic Knitwear and Guardian: A Perfect Fit? Introduction In order for Classic Knitwear to succeed executives‚ Miller‚ Ortiz and Chong‚ would essentially want to raise gross margins from 18-20% to 30-40%. Classic Knitwear must differentiate its brand to increase brand recognition. With the current and growing fears of insect-borne illness syndicated with the dissatisfaction with current insect repellents it would be a wise choice for Classic Knitwear to join alliance with Guardian. Classic Knitwear’s
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Classic Knitwear and Guardian: A Perfect Fit Problems Classic Knitwear’s most prominent dilemma is its low gross margin. In comparison to the 30%-40% gross margins of the leading branded product manufacturers‚ Classic Knitwear’s gross margin of 18% is alarmingly low. The company attributes their low gross margin to its private label and unbranded knitwear having no branded recognition among retail customers. Although Classic Knitwear had recent success in shrinking that gap between themselves
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CLASSIC KNITWEAR AND GUARDIAN: A PERFECT FIT? Case Analysis By Yarett Perez BA-427 Business Policy and Strategy May 5th 2014 INTRODUCTION Classic Knitwear was established in 1995 as a manufacturer and distributor of unbranded casual knit apparel it was operated by Brandon Miller- Chief Marketing Officer‚ Robert Ortiz-CEO and Sandra Chong-CFO. Classic operated in the category of non-fashion casual knitwear‚ all the revenues were earned on U.S. sales. Seventy five percent of classic revenues
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Michael Aucoin and Will Mischke Professor Planchon Bus 472- Marketing Management II September 29‚ 2013 Classic Knitwear Classic Knitwear‚ founded in 1995‚ began production of a unique line of unbranded casual knit apparel. Included in their product line were such clothing as T-shirts‚ sport shirts‚ sweatshirts and other wearing apparel. Although the company saw exceptional revenues as of 2005‚ they still felt that they were not meeting certain criteria when it came to their gross margin
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‘Classic Knitwear and Guardian: A perfect fit?’– Case Analysis This Document analyses the Long Term Marketing strategy and Financial impact of the Classic Knitwear’s decision to launch a new line of insect repellent clothes in collaboration with Guardian Company. Group 2: Abhishek Magdum‚ Ganesh Babu‚ Gariki Ajay Kumar‚ Hari Balaji VS‚ Ritika Arora‚ Shubhangi Sudhakaran 5C analysis: 1. Company: Classic Knitwear‚ a publicly traded company operates in the $24.5 billion
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PROBLEM/ISSUE STATEMENT Classic Knitwear is a publicly traded company which operates in the unbranded category. It is a manufacturer and distributor of non-fashion casual knitwear. The main business comes in from Wholesalers and Retail Channels. The company is at a stage where the cost advantage which it has due to its state of art offshore production facility is short lived and they are facing the threat of losing out to big players. The main problem for Classic Knitwear is the push from the board
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Supplemental Instruction Leader Application Please type this application. Pages 1-3 are required. Page 4 is also required but is semester specific. If your schedule is not yet determined‚ you can submit your application with Page 4 incomplete. Application Questions? Visit: www.si.iastate.edu and choose “Apply to be a Leader” Full Name: Rajesh Moguloju Preferred First Name or Nickname: Rajesh ID Number: 177745597 Hometown and State (or Country if not US): Hyderabad‚ India
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CLASSIC PEN COMPANY: DEVELOPING AN ABC MODEL REVISED PRODUCT COSTS FOR THE FOUR PENS‚ BASED ON THE ACTIVITY INFORMATION COLLECTED BY DEMPSEY Cost centres under ABC Indirect labour=$ 20‚000 40% *20‚000=8‚000 Total indirect labour=$ 28‚000 Computer expenses=$ 10‚000 Machine expenses= $ 8‚000+ $ 4‚000+ $ 2‚000=$ 14‚000 Cost estimates/allocation under ABC Activity Indirect labour Computer expenses Machine expenses Total Activity rate Handle production runs 50% 14‚000 80% 8‚000
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