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市場調査レポート

アパレルのプロダクト・エクステンション:開発、マーケティング、ブランドの市場機会

Apparel Product Extension: Development, Marketing and Brand Opportunities

発行 just-style 商品コード 207782
出版日 ページ情報 英文 75 Pages
納期: 即日から翌営業日
価格
こちらの商品の販売は終了いたしました。
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アパレルのプロダクト・エクステンション:開発、マーケティング、ブランドの市場機会 Apparel Product Extension: Development, Marketing and Brand Opportunities
出版日: 2011年07月31日 ページ情報: 英文 75 Pages

当商品の販売は、2016年12月07日を持ちまして終了しました。

概要

当レポートでは、アパレル・ブランド産業のブランド・エクステンションの取り組みについて調査し、ブランドの位置づけやその変更・拡張に関する考察、ブランド・エクステンションの規模や方向性に関する考察、各ブランドにおける実例、他業界へ/からのブランドエクステンションの実例などの分析結果を盛り込んで、概略以下の構成でお届けします。

第1章 製品・市場のマトリックスを用いた戦略決定

  • 製品・市場マトリックス上での戦略決定とその是非に関する議論
  • 各アプローチの費用

第2章 市場での位置づけの変更

  • 価格・ファッションマトリックス
  • 横道に移動し、プロダクト・ミックスを拡張する

第3章 国際化を通じて市場を拡張・変更する

  • ブランドの勢力圏の地域内での拡張
  • 小売業者の勢力圏の地域内での拡張
  • 小売業者の勢力圏の国外への拡張
  • 小売業者の勢力圏の国際的な拡張

第4章 市場への経路や顧客の位置づけの変更

  • ブランド市場への経路の拡張
  • 市場とプロダクト・エクステンションの結合

第5章 ブランド・ネームの力:just-styleの調査結果より

  • 認知度、知的所有権、統合性、適切さ
  • just-style社のブランド・エクステンション調査
  • 調査の質問事項
  • アパレル企業の業界外への進出

第6章 小規模なプロダクト・エクステンション

  • 価格帯を変えないままの小規模なスタイル変更
  • 価格帯の引き上げ/引き下げを伴う、小規模なスタイル変更

第7章 限定的/中規模/根本的なプロダクト・エクステンション

  • プロダクト・エクステンション:業態を「ひそかに」変更する場合のコンセプト
  • Ted Baker:段階的・追加的なプロダクト・エクステンション
  • Burberry:ブランドの認知度の変更
  • H&M:デザイナーとのコラボレーション
  • Zara:ファースト・ファッションのアプローチを用いたブランド・エクステンション
  • Versace:広い範囲でのブランド・エクステンション
  • Liz Claiborne:多くのブランドが消費者を混乱させる
  • Esprit:多くの製品カテゴリーが、世界各地域で組織されている

第8章 アパレル以外へのプロダクト・エクステンション

  • Armani:アパレル以外への進出の古典的なケーススタディ
  • Chanel
  • Versace
  • Tesco

第9章 業界の枠を超えた行動:小売業へのブランド・エクステンション

  • コーポレート・ブランドのライセンス
  • 態度と確信が、消費へとつながる
  • スーパーマーケットにおけるアパレル
  • スーパーマーケットにおける家庭用品
  • Planet Retailへのインタビュー

第10章 業界の枠を超えた行動:「何でもデザインしてみる」

  • 「何でもやってみる」
  • Philippe Starck
  • アパレルデザインへの回帰
  • ぶらんどぱわーがブランド拡張の妨げとなる時

第11章 失敗したブランド・エクステンション:自ら招いた結果

第12章 業界の枠を超えた行動:他産業からアパレルへの進出

  • FIFA関連の衣類
  • 結論:アパレル業界から外部への進出
  • 結論:外部からアパレル業界への進出

図表一覧

目次
Product Code: 116500

Abstract

image1

Report description

This latest first-edition report from just-style explores the opportunities for extending the product mix in the apparel industry. It looks at both brands and retailers of apparel that have a wide range of existing products positioned in terms of price, fashionability and reputation. The report contains case studies on the following apparel brand and retail positions:

  • Luxury goods companies
  • Designer names
  • Top brands
  • Better brands
  • Middle brands
  • Lower brands
  • Better own label retailers
  • Mass market own label retailers
  • Budget own label retailers
  • Supermarkets
  • Online

Like so many things in life, the motivation for changing from the status quo is either greed or fear. The company sees what it perceives as more attractive opportunities to increase sales or make more profit in a new product or new market position. Alternatively, it believes that if it stays where it currently is, it will be defeated by new or more powerful competitors.

This report aims to offer advice and guidance through its strategic thinking on how companies can succesfully extend their products and analyses the various opportunities and threats of taking this product development route.

The research is based on the author' s own strategic experience, from speaking with industry experts and from just-style' s recent survey questionnaire. The survey asked key questions on this subject and the results are provided in this report.

Chapters in the report discuss:

  • Changing your market positioning
  • Extending (changing) the market through internationalisation
  • Changing the route to market or the customer positioning
  • The power of the brand name (with results and analysis from an exclusive just-style readership survey)
  • Micro product extension
  • Limited, moderate and substantial product extension
  • Product extension beyond apparel
  • Thinking outside the box; brand extension to retail, design anything, reverse into apparel
  • Failed product extension; how to shoot yourself in the foot

Report extract:

In the author' s experience, it is actually cheaper for a brand to design a new sub-range for the existing customer base, than it is to try to open new types of retail account or venture into a new territory or country. It is also cheaper for a retailer to invest in new merchandise, either a new brand or an internally designed own label range, than it is to invest in new markets. New markets, be they in the same locations but at different price points, or in new locations or countries require significant cash to be invested in retail property.

An interesting example of this at the moment is the own label re-positioning being undertaken by Sir Phillip Green at Arcadia and BhS in the UK. His intention is to have fewer, but on average, larger BhS stores, which will stock other Arcadia labels, such as Dorothy Perkins, Evans and Miss Selfridge.

just-style' s view is that extending the product is an easy and relatively cheap option for apparel brands and retailers considering their strategies.

Table of Contents

Chapter 1 Moving along the product and market axes

  • The arguments for and against moving quadrant in the product-market matrix
  • The cost of each approach

Chapter 2 Changing market positioning

  • The price-fashion matrix
  • Going sideways, extending the product mix

Chapter 3 Extending (changing) the market through internationalisation

  • Extending the geographic market of a brand, locally
  • Extending the geographic market of a retailer, locally
  • Extending the geographic market of a retailer globally
  • Extending the geographic market of a retailer internationally

Chapter 4 Changing the route to market or the customer positioning

  • Extending the route to market of a brand
  • Combine market and product extension

Chapter 5 The power of the brand name: findings from the just-style brand extension survey

  • Recognition, intellectual property, integrity, relevance
  • The just-style brand extension survey
  • The survey questions
  • Set 2, apparel companies extending outside apparel

Chapter 6 Micro product extension

  • Small styling changes, whilst remaining in the same range
  • Small styling changes at lower or higher prices

Chapter 7 Limited, moderate and substantial product extension

  • Product extension, the concept of "creeping" range changes
  • Ted Baker, gradual and incremental product extension
  • Burberry, changing the perception of the brand
  • H&M, designer collaborations
  • Zara, brand extension using the fast fashion approach
  • Versace, wide ranging brand extensions
  • Liz Claiborne, many brands confuse the consumer
  • Esprit, many product categories, organised in world regions

Chapter 8 Product extension beyond apparel

  • Armani, the classic case study of the leap right out of apparel
  • Chanel, a name that can be attached to anything
  • Versace (again), anything Armani does, I can do better
  • Tesco, "every little helps"

Chapter 9 Think outside the box 1; brand extension to retail

  • Corporate brand licensing
  • Attitude plus belief leads to consumption
  • Apparel in supermarkets
  • Home furnishings in supermarkets
  • Planet Retail interview

Chapter 10 Think outside the box 2; design anything

  • Anything goes
  • Philippe Starck, I can design anything
  • Back to apparel design
  • When brand power threatens brand extension

Chapter 11 Failed product extension; how to shoot yourself in the foot

Chapter 12 Think outside the box 3; reverse into apparel

  • FIFA Clothing
  • Conclusions, apparel brands extension outwards
  • Conclusions, other industry brands reversing into apparel

List of tables

  • Table 1: Esprit worldwide sales organisation

List of figures

  • Figure 1: Empty product-market matrix
  • Figure 2: Moving quadrant in the product-market matrix
  • Figure 3: Empty price-fashion matrix
  • Figure 4: Brand and own label price-fashion matrix
  • Figure 5: Enlarged product-market matrix
  • Figure 6 : Brand price-fashion matrix for bras company?
  • Figure 7: Which of the following global apparel companies do you recognise?
  • Figure 8: With which price level do you associate each company?
  • Figure 9: With which merchandise category do you associate these companies?
  • Figure 10: Do you think these companies have general recognition?
  • Figure 11: Do you think these companies have general reputation?
  • Figure 12: Do you think these companies have general respect?
  • Figure 13: Which of the following qualities do you associate with these companies?
  • Figure 14: Which merchandise areas do you think these companies could extend their products in to?
  • Figure 15: Which of the following global apparel companies do you recognise?
  • Figure 16: With which price level do you associate each company?
  • Figure 17: With which merchandise category do you associate these companies?
  • Figure 18: Do you think these companies have general recognition?
  • Figure 19: Do you think these companies have general reputation?
  • Figure 20: Do you think these companies have general respect?
  • Figure 21: Which of the following qualities do you associate with these companies?
  • Figure 22: Which merchandise areas do you think these companies could extend their products in to?
  • Figure 23: Which of the following global companies do you recognise?
  • Figure 24: With which price level do you associate each company?
  • Figure 25: With which merchandise category do you associate these companies?
  • Figure 26: Do you think these companies have general recognition?
  • Figure 27: Do you think these companies have general reputation?
  • Figure 28: Do you think these companies have general respect?
  • Figure 29: Which of the following qualities do you associate with these companies?
  • Figure 30: Which merchandise areas do you think these companies could extend their products in to?
  • Figure 31: New styles at different prices
  • Figure 32: Product extension hierarchy
  • Figure 33: Brand portfolio strategy
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