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Essay / Research Paper Abstract
This 4-page paper presents an analysis of the Harrington Collection in its decision to move into active sportswear. Bibliography lists 1 source.
Page Count:
4 pages (~225 words per page)
File: AS43_MTharranly.rtf
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Unformatted sample text from the term paper:
needed. The company was more than 40 years old, and the products it offered - womens suits, pants, blouses and coats, were simply not selling as strong as they
once were. Harrington was competing in a very mature, very competitive environment. Brands competed for both market and shelf space in a
moderately concentrated industry (Tedlow and Beckham, 2008). Consumers watching their pennies were becoming more and more price-sensitive to apparel. Furthermore, imported clothing also created price pressure, as the imported product
was typically lower in price. Another issue with the industry itself was the shelf life of many fashions. Though some were the timeless
fashions, others were short-lived product cycles; with hot new designs easy to imitate and consumer demand short-lived, predicting the next big thing was difficult (Tedlow and Beckham, 2008).
Harrington Collection consisted of a manufacturing group, which supplied the apparel to company-owned stores and upscale department and specialty stores, and the retail group,
which operated 120 stores. The companys target market was affluent, fashionable, college educated and professional women between the ages of 25 and 60. But this was running into demand
for stylish, active-wear lines that were being sold in department stores. The active wear sold fast and had a inventory turnover rate almost two times the rate of the Harrington
Collection apparel. Furthermore, markdowns on this particular apparel class were not as extreme as with other product lines. As a result of this information, and of focus groups, Harrington
executive were mulling over the possibility of expanding its Vigor line into active wear. With the above in mind, the key issues here
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