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Project Viva Final

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presented version of 4th in peak performance.

presented version of 4th in peak performance.

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  • 1. Harrington Collection:Project Viva
    Protégé Consulting
  • 2. Agenda
  • 3. To dedicate our team of executives and staff into providing fashionable apparel to women in the United States while ensuring speed, quality, ethics, and maintaining good relations with our customers, suppliers and shareholders.
    Harrington Collection: Mission Statment
  • 4.
  • 5. Porter’s Five
  • 6. Porter’s Five
  • 7. Porter’s Five
  • 8. Porter’s Five
  • 9. Porter’s Five
  • 10. Harrington Manufacturing Divisions
  • 11. Objective
    NOW
    Lowmarket share
    Low profit growth
    Low competitive advantage
    Slow adaptation to market
    VISION
    Highmarket share
    High profit growth
    High competitive advantage
    Fast adaptation to market
    SatisfiedCustomers
    Loyal suppliers
    Project Viva
  • 12. Loyal Customer Base
    Leverage on Vigor’s existing brand
    High speed via pull tactics
    Project Viva: Competitive Advantage
  • 13. Project Viva?
    To enter the Women’s Activewear market
  • 14. Harrington Manufacturing Divisions after introduction of VIVA
    * Made available at company stores
    ** After intro of VIVA
  • 15. Alternatives to Project Viva
  • 16. Financial Plan: Expected NPV = $6.98m
    Marketing Plan: Pull tactics
    HR Plan: Cut costs
    Project Viva: Scope
  • 17. Investment: $12.7m
    Expected sales: 6m “units”/year
    Expected lifetime: 15 years
    β=1.35
    Discount rate, CAPM: r = .03 + 1.35(.15-.03) = 19.2%
    Expected NPV = $6.98m
    Project Viva: Financial
  • 18. Positive NPV, resources available.
    Increase plowback ratio to allow more such brand expansions
    Increase awareness of NPV rule internally
    Viva: Financial Plan
  • 19.
  • 20.
  • 21.
  • 22.
  • 23. Sales Projections to Macroeconomy
    Sales, millions of units
    Years
  • 24. Situation Analysis
  • 25. Pull tactics: Investment in market research
    Focus groups
    Web-based consumer behavior monitoring
    Advertising
    Cut back on nation-wide advertising
    Increase product endorsements
    JIT
    Leverage on existing customer base for short-term
    Expand into new markets for long-term
    Viva: Marketing Plan
  • 26. The way it is: Push
  • 27. The way it should be: Pull
  • 28. JIT
    Mexico!
    Reliability, internal communication,
    CRM, SRM Systems
  • 29. Life cycle of a fad design
    Sales Quantity, 1 million/increment
    Time, 1 month/increment
  • 30. Life cycle of a fad design
    Viva Athletic Wear
    The Trend Setter
    Competition from our
    Chinese friends
    Sales Quantity, 1 million/increment
    Time, 1 month/increment
  • 31. Pulling the JIT:Working for our customers, not our designers
    Target Market
  • 32. Viva Aura (perfume)
    Viva Crown (jewelry)
    Viva Diva (makeup)
    Viva Bra (lingerie)
    Viva Java (tabloid magazine)
    To leverage on the existing loyal customer base
    Low risk
    Selling the lifestyle
  • 33. Products ‘sell themselves’
    ∴Cut back on excessive sales training
    Reduce “attractive” commissions
    Improved Horizontal Communication
    Diversify
    Reward innovation and foster idea champions
    Human Resources
  • 34. Appeal to customers’ values
    Allows for charging a premium
    Green energy solutions
    Project SHAL
    Sustainable, Healthy, Active Living
    Innovation and sustainability
  • 35. Long-term abstract
    Intangible returns
    Ethical practices
    Lifestyle Integrated Branding
    Cork floors
    Recycled Receipts
    Customer interaction
    Extended offers for personal health products
    Project SHAL
    SHAL
  • 36. The other brands
    Harrington Limited
    Cash Cow
    Christina Cole & Sopra
    Merger
    Vigor
    Maintenance of slow growth
  • 37. Merger of Sopra and Christina Cole
    “Bridge”
    Same target market
    Cut costs, free up resources
    Similar market share
    “The status-seeking office chic”
  • 38. Objective
    NOW
    Lowmarket share
    Low profit growth
    Low competitive advantage
    Slow adaptation to market
    VISION
    Highmarket share
    High profit growth
    High competitive advantage
    Fast adaptation to market
    SatisfiedCustomers
    Loyal suppliers
    Project Viva
  • 39. Implementation Cube
    WBS
    Gantt
    Risk Mitigation
  • 40. WBS
  • 41. Gantt Chart: short term
  • 42. Gantt Chart: long term
  • 43. Risk: Decision Tree
  • 44. Objective
    NOW
    Lowmarket share
    Low profit growth
    Low competitive advantage
    Slow adaptation to market
    VISION
    Highmarket share
    High profit growth
    High competitive advantage
    Fast adaptation to market
    SatisfiedCustomers
    Loyal suppliers
    Project Viva
  • 45. Q?
  • 46. Cora Lam
    June Kim
    Johnny Dewan
    Protégé Consulting
    Thank you