The document discusses Harrington Collection's plans to enter the women's activewear market through a new brand called Project Viva. It aims to leverage Harrington's existing customer base and implement "pull" marketing tactics. Financial projections estimate Project Viva will generate $6.98 million in net present value over its expected 15-year lifetime. The document also proposes expanding Viva into lifestyle brands and implementing sustainable practices through Project SHAL.

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

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

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