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MK4000 - Analysing Buyer Behaviour and Brand Dynamics

Contents

James Albert - W12009829


Clodagh Hartley - W12005539
Callum McDonnell - W12032326
Rachael Kirk - W12005625
Li Gan - W13032496

Word Count - 3289

Part 1

Page 4

Introduction

Page 4

The Original Blue Jean

Page 5

Business Distribution Structure

Page 6

Customer Segmentation

Page 7

Brand Analogies

Page 8

Brand Timeline

Page 10

Part 2

Page 13

Brand Inventory

Page 14

Brand Audit

Page 16

Brand Equity

Page 18

Brand Extention

Page 22

Distribution Channels

Page 23

Brand Issues

Page 24

Part 3

Page 27

Glastonbury Recommendation

Page 28

Spotify Recommendation

Page 30

Ray-Ban Recommendation

Page 32

Conclusion

Page 34

References

Page 36

Appendix

Page 38

Part 1

The Original Blue Jean

Introduction

he essence of Levis is personified in its

Levis campaigned for AIDS awareness as

core values: empathy, originality, integ-

well as being the first Fortune 500 Company

rity and courage. The quartets of values are

to extend medical benefits to employees

evidently valuable to the functionality of the

domestic partners (Fairchild, 2014). External

brand as they feature heavily across any in-

to the company, Levis enforce empathy

quisitive documentation of the company;

through promoting their products to be for

particularly marketing campaigns.

everyone. The inclusiveness of this promotes

These are Levis guiding principles that al-

a valued relationship between consumer

low them to make decisions and channel

and company.

through their products. Levis have demon-

The originality of the brand goes without

strated over the years their ability to keep

saying. The brand stands on the forefront of

aligned with the originality that they express

user imagery, and those tangible attributes

through their products, namely the 501 jean.

to which they believe consumers buy Levis

However, the path in which Levi has taken,

for; the very nature of its iconic blue jean. The

being complacent with originality, has al-

originality seeps through all corners of the

lowed them to ignore the obvious trends in

brand, however its ability to stay relevant has

the apparel market thus resulting in a signif-

caused serious concerns for the future of the

icant loss of percentage in the jeanswear

company; the brand has remained strong

marketplace.

by capitalising on its heritage however the

Nonetheless the empathy Levis value is

reliance on originality has led to a compla-

worth its weight in gold. For instance, in 1982

cent attitude toward the brand as a whole.

evi Strauss and Co is a global manufacturer of brandname clothing; designing, producing, distributing and

selling a range of clothing products but primarily denim


jeans. The American apparel company owns a range of

The Levis brand epitomizes classic American style and effortless cool. Since the invention and patent of riveted
clothing by Jacob Davis and company founder Levi Strauss in 1873, Levis jeans have become the most recognizable and imitated clothing in the world capturing the imagination and loyalty of people for generations. And

subsidiary clothing brands, these include: Dockers, Signa-

while the patent has long since expired, the Levis brand portfolio continues to evolve through a relentless pioneer-

ture, Denzin and the iconic Levis.

ing and innovative spirit that is unparalleled in the apparel industry


figure x taken from the Levi Strauss and Co website

Business Distribution Structure

evi Strauss apparel sees transactions in more than 110

Customer Segmentation
A typical Levis consumer may fall into two age categories with distinct characteristics:

countries, with approximately 50,000 retail locations. It

operates manufacturing, distribution, and finishing facili-

Age: 15-30 years

Age: 30-50 years

ties in the Americas, Europe, and Asia/Pacific regions. The

This age bracket is made up of both male and fe-

Levi Strauss and Co targets both male and female

company favours a multifaceted retail structure, namely

male, fashion conscious consumers with ranging

consumers in this age bracket and have developed

using a wealth of department stores, company operated

household income. The medium high income

a strong sense of loyalty from them. These customers

retailers including online retailing, as well as multi-brand

consumers typically buy the Levis brand and low-

are considered to be professionals and blue collar

speciality stores.

er income buyers opting for the Signature brand.

workers, who have been wearing Levis since their

The selling and distribution spans across the global plat-

This target market holds values of self-expression,

youth. Their values are a sense of loyalty, American

form with significant success shown in established markets

authenticity, peer acceptance, trendsetter and ef-

spirit, familiarity and self-expression.

in Japan and Western Europe as well as emerging mar-

fortless cool.

kets such as India, China, South America and Russia.


In terms of business stability, Levis revenues had shown
significant losses and in 2003, Levi made a bold strategic
move. The company formed alliance with supermarket
giant Walmart, in a bid to secure future finances for the
company. Prior to the partnership, Levi had opposed the
initial idea of selling its apparel in supermarkets. This was
evident in 2001 when Levi sued UK supermarket chain Tesco for selling Levi Jeans at half the recommended retail
price for UK approved outlets (BBC News, 2001).

Pinterest is visual social media site that allows users to pin ideas and create mood boards. The highly influential social media outlet suggests that Levi is associated with the following attributes:
Modern Cummuter: someone that owns a bike or skateboard
Cowboys
Motor Bike Owners
Musicians
Movie Stars: Jonny Depp

Brand Analogies

Converse

Diesel

Ray-Ban

VW Beetle

Budweiser

HMV

Glastonbury Festival

Casio

Fender

Vans

Timeline

Part 2
Brand Audit
The purpose of this section is to establish the current positioning of
the brand. Over recent decades, Levis has allowed their products to essentially sell themselves and be carried through cultures
on the shoulders of trend-setting youths. However every brand
needs to develop in order to stay relevant. Despite Levis strong
brand equity, the company favours maintaining its brand integrity over jumping onto the latest trends (Lee Yohn, 2015). The prevailing assets that provide value to the Levi Strauss brand will now
be explored.

Brand Inventory

Brand Audit

17

Brand Equity

Loyalty

ustomers of Levis have forever been loy-

used to strengthen the seams. Although Levis

al to the brand because of their quality,

are still considered to be of a very high quality,

originality and style. During WW2 American sol-

modern technology has allowed their competi-

diers wore their Levis overseas and when they

tors to overcome the patented rivet design, and

returned they were passed down through their

equal Levis quality. A strong emphasis on quality

generations. Since 1996, the loyalty of recurring

can be seen throughout their marketing efforts

customers for Levis has fallen; which is evident

as well as quality clothing, every garment guar-

in the drastically falling revenue figures. This is,

anteed being stitched on the leather patch on

in part, due to the rise of close competitors giv-

all Levi products.

ing consumers much more choice, but also be-

Key Drivers/ Core Associations


American

Heritage

evis has been stitched into American cul-

Not many brands have a history as long or event-

ture for decades, becoming the staple cloth-

ful as Levis and this story of their heritage is used

ing for Americas labourers by offering comfort

throughout many of their marketing campaigns.

and durability. Founded in California Levis may

Whether it was the American soldiers wearing Le-

have spread globally but it has never forgotten

vis during WW2 or the athletes clothing of the

its roots. Levis association with Americanism has

1980 and 1984 Olympics, Levis has been through

helped the brand flourish in its biggest market,

a lot. It is this experience and longevity that gives

America, where the consumers patriotism at-

consumers the confidence to find value with Le-

tracts them to brands like Levis.

vis products.

Original

Cool

The original blue jeans were created by Levi

The term cool has been associated with Levis

Strauss and his business partner Jacob Denis in

since the 1950s when jeans started becoming

1872, 144 years later and Levis are still primarily

fashionable and a symbol for rebellion. Howev-

known for their jeans. Being the founder of such

er the rise in competition, developing fashion

a prominent piece of clothing gives the brand a

trends and Levis complacency to develop their

special status in the eyes of the consumer and

brand has meant that the term cool is no longer

automatically reassures buyers that they will re-

linked with the brand as it used to be.

cause Levis have failed to recognise popular

Awareness

consumer trends. Many of the marketing meth-

Levi Strauss has been a household name ubiqui-

ods currently used by Levis emphasis the word

tous with the blue jeans for over a century. One

original in an attempt to develop loyalty from

study into brand awareness found that Levis

younger customers. One study found that re-

was the most recalled brand when prompted

peat purchases were more common within the

with the word blue jeans, a recall rate of 40%

older population when compared to the youth

(Wight, 2011). The results of this test suggest that

(Wight, 2011).

brand awareness for Levis remain considerably


high. In addition to this another study by Dolbow

Quality

(2000) asked school students to name the pair

Quality is an integral part of the Levis brand and

of jeans they were most likely to purchase in the

has been a primary driver for their sales since the

near future. While Levis won the majority, the

company was founded. For decades Levis jeans

result was only marginal (see table) with many

have been the leader in product performance,

competitors close behind.

this originally stemmed from the patented rivets

Table x - Shows what jeans brand students would most likely purchase next

ceive value.

19

Keller CBBE Pyramid

Kapferer Brand Identity Prism

Behavioural loyalty

Resonance

Strong online community


Cool

Recognised

Lifestyle

Trust

Following

Quality

Judgements

Feelings

Community
Excitement

Red tab

Casual

Iconic blue jeans

Authentic

Two horses

Effortless

Affordable

American Individualism

Inclusive

Way of life

Empathy

American

Workmen

Sustainable

Fashion

Musician

Rebellious

Standardised

Durable

Biker

Cowboy

Heritage

Reliable

Household name,

Globally recognised brand

Imagery
Trendsetting

Performance

Multi generations

Trendsetter
Rebellious
Independent

Salience

High brand recal response

21

Brand Extention
I

n order to grow and expand, Levis has leveraged

2016). Although Levis blue jeans account for roughly

its brand and attempted to introduce many new

85% of their revenue (Fairchild, 2014) they have many

products in accordance with a brand extension strat-

examples of successful brand extension products i.e.

egy (Kotler, Keller, Manceau, & Hmonnet-Goujot,

belts, t-shirts and wallets.

No go areas

Extention Areas
Belts

Distribution Channels

Caps

Inner Core
501 Original
511 Slimfit

T-Shirts

Shoes

569 Loose

Online

517 Bootcut
Suits

Wallets

Jackets

Mobile
Phones

Levis stores

evis sell all of their products directly from their own

Levis own a number of stores to sell only their prod-

website, this has obvious cost saving advantages

ucts in throughout various cities. Although these stores

but it also allows the brand to be displayed and marketed in the exact way that Levis see fit for their customers. Levis also sell their products via other online
retailers such as asos, this however limits the image
exhibited of the brand but does help maximise brand

do not bring in a substantial amount of revenue compared with the third party retailers, they do allow Levis complete control of their customers experience
with their brand.

awareness and sales.

Second hand market


Department stores
Like many apparel companies, Levis sell most of their
products through retailers like JCPenny or John Lewis. Within these department stores Levis have their
own areas that are designed in accordance with the
brand, although beneficial, they have no more control over their customers experience of the brand.

The second hand market does not contribute to any


of Levis revenue however it does contribute massively to the brand itself. Retro clothing is a massive trend
among young people (Guffey, 2006) and old Levis
clothing fits perfectly into this classification. The result
of many people wearing old Levis clothing is that its
reputation for quality increases, as the clothing has
lasted so long, and also the awareness of the brand
increases.

23

Brand Issues
Brand extension failures

roducts that were associated with the brand


but have had a negative impact are:

Trends and Competition

Athleisure Trend

ince their peak in 1996 Levis has used their


market dominance and household name

fast growing movement in the apparel industry is the athleisure trend among the

Levis Tailored Classics - Formal, pretentious, ex-

to drive business. This lazy and one dimensional

pensive compared to Levis casual, unpreten-

strategy has meant that innovative companies

Levis are targeting and yet this segment are be-

tious and affordably iconic jeans.

like Calvin Klein and Wranglers have chipped

coming more health conscious and turning to

away at Levis market share. The premium jeans

the more comfortable athletic clothing; breath-

market has been growing rapidly since 2000 and

able and stretchy fabrics. Euromonitor predict

Levis have been complacent in reacting, this

that the denim jeans market growth will slow to

left the door open for Calvin Klein to capture the

just 1.4% by 2017 whereas Barclays forecast that

market. Similarly Wranglers has taken control of

the athletic apparel market will grow by $30 bil-

the discount jeans which leaves Levis awkward-

lion (Hanlon, 2015) further diminishing the want

ly the middle.

for denim jeans.

Levis Mobile - Drastically different industry which


confused the identity and positioning of the
brand.

Figure x - Levis Tailored Classics

millennials generation. It is this age bracket that

Figure x - Levis Mobile

Ageing consumer market

ue to a loss of focus and lack of innovation,


Levis typical consumer has been getting

older and Levis has become less associated with


youth connotations, for which their blue jeans
have been a generational symbol. Although Levis have attempted to target the 15-25 year old
market, their typical customers are actually 20-45
years old (Vrontis & Vronti, 2004).

Figure x - Global market share, jeans companies


Chart Source: Euromonitor

There is no question, we got


complacent Chip Berg, Levis CEO
25

Part 3

What is Glastonbury?

lastonbury is a performing arts festival that at-

Predominantly, sponsorship works so long as the part-

tracts thousands of festival goers every year

nership of the brands aligns with, or fits one anoth-

to its famous green fields. The festival entices vibrant

ers brand attitudes, values and beliefs. Both Levi and

crowds and fashion forward trendsetters; quintessen-

Glastonbury strive for sharing sustainable change in

tially the festival was voted the third trendiest brand

the world (Levi Strauss, 2016), as well as attracting

in 2015 (Brown, 2015); the ideal target audience that

compatible, like-minded target audiences (Jagre,

Levi require in order to enhance their brand image.

Watson & Watson, 2001).

Benefits

Sponsorship Strategy

he sponsorship will aim to increase initial brand


awareness and loyalty as well as generating cus-

tomer preference through means of high brand re-

n search for a new, edgy and effortless cool, it is recommended that Levis should be the official sponsor

for the world renowned Glastonbury festival held in

call. Levis has precedent associativon with music;

the UK. To enhance positive brand equity, Levis need

therefore the company will understand the famil-

to encourage brand preference and recognition of

iar connotation with music ventures. Sponsoring an

what it offers in comparison to other apparel brands.

event as vast as Glastonbury will provide Levi with an

Through event sponsorship of Glastonbury, Levis will

opportunity to build its brand position through its as-

to trial their brand through pop-up stores across the

sociation, especially in the UK, as well as expose the

festival, offering exclusive custom Levi apparel in a

brand to the media platforms that cover the event.

bid to win new consumers as well as attempting the

Research of event sponsorship ventures indicate

retention of past and present consumers. A stage

that it alters brand image positively and while initially

within the festival will be named as the Levi Stage as

used in a rather cavalier manner by many sponsoring

a form of brand marketing. Levi currently uses guer-

companies, is regarded today as a highly cost-effec-

rilla marketing in the Live in Levis campaign that is

tive method of marketing communication. (Meen-

both striking and imaginative; the quirky advertising

aghan, 1991). Essentially, event sponsorship buys two

will be featured heavily across Glastonbury platforms,

things; exposure with the audience and the image

namely posters, flyers and small billboards.

association.

The Recommendation

o increase Levi Strauss brand awareness amongst younger consumers through


official event sponsorship of the Glastonbury Festival of Contemporary Performing Arts.

29

The Partnership Strategy

sing the associative network memory model


(Keller, 1993), Levi, using brand knowledge, can

build Levis customer based brand equity through the

The Recommendation

The Proposition

he store soundtrack and the marketing campaign soundtracks will be available as a feature

on the Spotify genre feed. A Levi content section

association with Spotify. In 2014, the team behind Le-

will be available alongside the pop, rock jazz gen-

vis store soundtrack stated that music is an extension

res, to name a few, to entice the curiosity of Spotify

of the brand, and music is a marketing tool which

users. Spotify was a new entry in the top 20 trendiest

can affect the consumer brand experience (Busnyuk,

brands of 2015; so the association of Levi with Spotify

2014). The ultimate goal is to reinforce positive brand

will have impact on the brand equity. Furthermore,

awareness in association with Spotify, as it Is evident

Spotifys platform allows content to be easily spread

through past ventures that Levis high regard music

by word-of-mouth through Facebook and Spotifys

as a part of their brand.

social feed. If Levi was to be advertised via Spotifys

To enhance the Levi Strauss brand image and attract a younger customer base through a partnership with

Facebook, this would equate to millions of viewers

Spotify.

through social media marketing strategies (Busnyuk,


2014).

What is Spotify?

he digital music service has created an online

to a pool of worldwide users who no doubt use Spot-

platform that has given listeners access to a vast

ify on a daily basis.

music catalogue. Spotify is a global success, reach-

Using the collaboration with Coca- Cola as an exam-

ing more than 100 million active users including 15 mil-

ple Spotify provides the technology and music need-

lion premium subscribers.

ed for Coca-Cola marketing. This would be similar

Well-known brands such as Coca-Cola and Face-

for Levis; Spotify can help boost the online market-

book have successfully partnered with Spotify, high-

ing for Levis and help draw in more customers (Dai

lighting the integrity of the company and the benefits

& Pietrobon, 2012). Spotify has gained a tremendous

that Spotify can contribute to brand equity.

brand equity from their current co-branding partnerships, and having another collaboration will only help

The Benefits

strengthen this.

he benefits Levi would obtain from a partnership


with Spotify is unfathomable; the music streaming

service is so current and in high demand. Its readily


global platform would essentially be Levis for the taking; in essence, Levi would have unrestricted access

31

The Recommendation
To rejuvenate the cool image of the Levi Strauss brand,
this report proposes the acquisition of the brand RayBan.

What are Mergers and Acquisitions (M&A)?


M&A in general is a term used for the amalgamation of
two or more companies. The duration of this report will
focus on one specific type of acquisition being (A + B =
A1 + B).
This type of M&A depicts the controlling parent company represented by A (which is able to make strategic
controlling action) and the purchased brand being B
(Ray, 2010). For this report A will represent Levi Strauss
and B representing Ray-Ban.

Type of Acquisition
According to Ray (2010) there are three primary motives
for pursuing a brand acquisition.
Growth strategy
Defensive strategy
Financial opportunity
This recommendation will be based on pursuing the
growth strategy theory as Levi Strauss and Co is currently

Why Ray-Ban?

ay-Ban is being recommended as it is strongly


associated with being a cool brand, so much

so that it was voted the 2nd coolest brand in 2015

Benefits

he Levis brand would benefit from this acquisition


by adopting the cool associations with Ray-Ban

while keeping the Original American image. This

(CoolBrands, 2015). This recommendation looks to re-

would allow Levi Strauss to develop a brand portfolio

juvenate Levis lost cool image and therefore must

which strongly reinforces the companys values while

identify a brand that is deemed cool but also holds

branching out into a new but similar market. This ac-

similar values.

quisition would go on to rejuvenate the diminished

In a similar way to Levis, Ray-Ban holds a close as-

sense of cool previously associated with Levis. Le-

sociation the phrase Original American, this arose

vis would therefore be able to leverage secondary

because Ray-Ban founders, Bauch & Lomb, invented

brand associations gained form Ray-Ban in order to

the first aviator sunglasses for the US Airforce in 1929

increase its own brand equity (Campbell, 2002).

to help combat glare. Furthermore Ray-Ban also cap-

Acquisition strategy

italise on their heritage in a similar way to Levis to

Firstly, once the target brand (Ray-Ban) has been

drive sales and develop as a brand.

identified a brand team will be created in order to

Although there is no overlap in product offerings be-

conduct marketing due diligence. The primary goal

tween Levis and Ray-Ban, Ray-Ban have recently

of this team will be to observe the transaction through

launched a new line of sunglasses made from real

the customers eyes. This is done in order to sustain

denim. This link could be capitalised on too assert a

loyal customers once the acquisition is completed,

connection while keeping their strong brand individ-

making sure that the various customer touchpoints

uality. Furthermore Ray-Ban, like Levis, is a large ad-

remain constant (Kumar & Hansted Blomqvist, 2004).

vocate for guerrilla marketing as mentioned by Levin-

The next step would be determining the method at

son, Meyerson, and Scarborough (2008), evidence of

which brand equity would be transferred from the

this can be seen in their Never Hide campaign.

acquired brand to the parent company, in essence

experiencing controlled organisational growth.

Evidence of Successful M&A


The purchase of jaguar cars Limited and Land Rover
in 2008 by Tata motors Limited (Lee et al., 2011).
Louis Vuitton Moet Hennessy using the house of
brands strategy to develop a successful brand portfolio and maintaining the brands core values (Kumar
& Hansted Blomqvist, 2004).

33

the goodwill. This report then proposes as mentioned


by Uggla (2004) the use of ingredient branding. This
theory would then be applied to the new denim line
of sunglasses produced by Ray-Ban. By associating
the original denim produced by Levis with the RayBan denim range. The outcome would have the effect of connecting two customer bases as well as
rejuvenating the brand equity and cool brand association of Levis.

Conclusion

his report has identified the need for the Levis


brand to become re-associated with the term

cool and to attract a younger demographic. By becoming affiliated with branches of the music sector
and strategic partnerships with cool brands such
as Glastonbury and Spotify, Levis will become a cool
brand once again. To further establish themselves as
a quintessentially cool brand, this report has recommended to Levis the acquisition of Ray-Ban, whos
brand identity aligns flawlessly with Levis and who
was also voted the 2nd coolest brand in the UK.

35

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37

Appendix
Porters 5 Forces Analysis

SWOT Analysis

Power of Suppliers - Low


Switching Costs

Low

Strength of Distribution Channel

Low

Supplier Competition

Low

Differentiation of Inputs

Low

Buyer Dependence

Low

Threat of Potential Entrants - High


Capital Availability

High

Access to Technology

High

Economies of Scale

High

Access to Distribution

High

Barriers to Entry

High

Government Policy

High

Industry Profitability

High

Strengths

Established brand portfolio encourages repeat purchases


Global footprint
Multiple distribution channels increase market penetration opportunities.

Weaknesses

Dependence on few customers for substantial portion of revenues


Reliance on contract manufacturers for product procurement,
manufacturing and finishing.

Opportunities

Increasing online retail spending


Growing US apparel market

Threats

Increasing competition
Laws and regulations
Increasing labour costs

Threat of Substitute - High


Product Substitution

High

Brand Substitution

High

Buyer Price Sensitivity

High

Differentiation Within the Market

High

Power of Buyers - Low


Buyer Dependency

Low

Product Features

Low

Product Importance

Low

Buyer Information Availability

Low

Buying Power

Low

Industry Rivalry - High


Market Growth Rate

Low

Total Number of Rivals

High

Exit Barriers

High

Sustainable Competitive Advantage

Low

Advertising Expense

High

Product Capacity

High

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