Harrington Collection:Project Viva<br />Protégé Consulting<br />
Agenda<br />
To dedicate our team of executives and staff into providing fashionable apparel to women in the United States while ensuri...
Porter’s Five<br />
Porter’s Five<br />
Porter’s Five<br />
Porter’s Five<br />
Porter’s Five<br />
Harrington Manufacturing Divisions<br />
Objective<br />NOW<br />Lowmarket share<br />Low profit growth<br />Low competitive advantage<br />Slow adaptation to mark...
Loyal Customer Base<br />Leverage on Vigor’s existing brand <br />High speed via pull tactics<br />Project Viva: Competiti...
Project Viva?<br />To enter the Women’s Activewear market<br />
Harrington Manufacturing Divisions after introduction of VIVA<br />* Made available at company stores<br />** After intro ...
Alternatives to Project Viva<br />
Financial Plan: Expected NPV = $6.98m<br />Marketing Plan: Pull tactics<br />HR Plan: Cut costs<br />Project Viva: Scope<b...
Investment: $12.7m<br />Expected sales: 6m “units”/year<br />Expected lifetime: 15 years<br />β=1.35<br />Discount rate, C...
Positive NPV, resources available.<br />Increase plowback ratio to allow more such brand expansions<br />Increase awarenes...
Sales Projections to Macroeconomy<br />Sales, millions of units<br />Years<br />
Situation Analysis<br />
Pull tactics: Investment in market research<br />Focus groups<br />Web-based consumer behavior monitoring<br />Advertising...
The way it is: Push<br />
The way it should be: Pull<br />
JIT<br />Mexico!<br />Reliability, internal communication, <br />CRM, SRM Systems<br />
Life cycle of a fad design<br />Sales Quantity, 1 million/increment<br />Time, 1 month/increment<br />
Life cycle of a fad design<br />Viva Athletic Wear<br />The Trend Setter<br />Competition from our<br />Chinese friends<br...
Pulling the JIT:Working for our customers, not our designers<br />Target Market<br />
Viva Aura		(perfume)<br />Viva Crown	(jewelry)<br />Viva Diva		(makeup)<br />Viva Bra		(lingerie)<br />Viva Java		(tabloid...
Products ‘sell themselves’<br />∴Cut back on excessive sales training<br />Reduce “attractive” commissions<br />Improved H...
Appeal to customers’ values<br />Allows for charging a premium<br />Green energy solutions<br />Project SHAL<br />Sustaina...
Long-term abstract<br />Intangible returns<br />Ethical practices<br />Lifestyle Integrated Branding<br />Cork floors<br /...
The other brands<br />Harrington Limited<br />Cash Cow<br />Christina Cole & Sopra<br />Merger <br />Vigor<br />Maintenanc...
Merger of Sopra and Christina Cole<br />“Bridge”<br />Same target market<br />Cut costs, free up resources<br />Similar ma...
Objective<br />NOW<br />Lowmarket share<br />Low profit growth<br />Low competitive advantage<br />Slow adaptation to mark...
Implementation Cube<br />WBS<br />Gantt<br />Risk Mitigation<br />
WBS<br />
Gantt Chart: short term<br />
Gantt Chart: long term<br />
Risk: Decision Tree<br />
Objective<br />NOW<br />Lowmarket share<br />Low profit growth<br />Low competitive advantage<br />Slow adaptation to mark...
Q?<br />
Cora Lam<br />June Kim<br />Johnny Dewan<br />Protégé Consulting<br />Thank you<br />
Upcoming SlideShare
Loading in …5
×

Project Viva Final

4,976 views

Published on

presented version of 4th in peak performance.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
4,976
On SlideShare
0
From Embeds
0
Number of Embeds
24
Actions
Shares
0
Downloads
171
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Project Viva Final

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

×