Analyse case by applying appropriate strategy models from text book, ‘Exploring strategy 10th Edition by Gerry Johnson,
Richard Whittington, Duncan Angwin, Patrick Regner, Kevan Scholes – (PESTEL, Five Forces, Strategic Grouping, Value Chain
or Seven S, Porter’s Generic Strategies of Bowman’s Strategy Clock)
– Must summarise strategic position using SWOT analysis and then make recommendations for the future direction of the
company using your analysis and the Ansoff matrix.
– Use tables or diagrams when you apply strategy models and populate them with data from the case no included in word
count.
– Must discuss the key findings from each model.
– Harvard Referencing
– At least 3 academic sources
– Do not need to describe the models analysis will show understanding
STRUCTURE:
– DO NOT DO INTRODUCTION ONLY THE FOLLOWING
– Main body: Models populated with your analysis from the case. Discussion (synthesis & key insights) from applying the
models. This should end with a discussion of your SWOT analysis. (1000 words)
– Recommendations: Recommendations for future strategic direction based on discussion in the main body and insights from
your Ansoff matrix (100 words)
MN6003 Levis Strauss Case:
Adapted from: “Does Levi Strauss still fit
America?” by Caroline Fairchi/d October 6, 2014,
Fortune Magazine and “Levi Strauss – The Boss
and the yogi” Jul 12th 2014 from the Economist
It used to be the only name in denim. Today the
161-year-old family owned company is just one
name among hundreds. Can anyone bring the
blue jeans pioneer back to its old glory? Enter
Chip Bergh-a former P&G brand whiz who once
made razorblades cool. Chip Bergh is not an
“apparel guy,” he says, while walking through
Levi’s Stadium in Santa Clara, California, the new
home of the San Francisco 49ers. Levi’s 20-year,
$220 million investment in the naming rights for
the 49ers stadium is part of a larger push to tap
into the nostalgia Bergh believes everyone has
for the brand. Despite the setting, Bergh isn’t
really a “sports guy” either. He is much more of a
company man. “I still bleed Procter & Gamble
blue,” he says about his former employer.
A crowd full of fans wearing your clothing is the
fantasy of anyone heading an apparel company.
But at Levi-the largest jeans company in the
world and the undisputed founder of the
category-the fantasy has been far from reality
for a long time. The creator of the 501 has
struggled to keep its brand relevant for what
Bergh calls Levi’s “Lost Generation.” For 120
years the term “Levi’s” was synonymous with
“blue jeans.” Then came the turn of the 21st
century, when a fashion explosion in denim
suddenly gave shoppers a range of high-end
choices-including brands like 7 For All Mankind
(founded in 2000) and True Religion (2002),
whose labels sounded more like cults than pants.
At the same time, lower-end rivals that had been
kicking around for a while (Lee and Wrangler)
began nibbling away at market share and
consumers defected to cheaper jeans, sold by
“fast-fashion” retailers like Zara and H&M. Levi
got lost in the middle. With $7.1 billion in 1996
sales, the company used to be bigger than Nike.
By 2003, Levi’s revenues had bell-bottomed out
to $4.2 billion. Over the next decade, sales rose
only barely as the company failed to translate
affection for the brand into actual purchases.
Levi’s design team was late to key trends, like
colored denim for women and more tailored jeans
for men. Once in the top quintile of
the Fortune 500, Levi dropped off the list in 2012.
Place this order with us and get 18% discount now! to earn your discount enter this code: special18 If you need assistance chat with us now by clicking the live chat button.