Coach Inc ITs strategy in the accessible luxury goods market

6047 words 25 pages
Case Study 7:
Coach Inc. in 2012:

ITs strategy in the accessible luxury goods market
__GROUP 8_

GROUP MEMBER
Name

Class

Roaster ID

Student ID

Nguyễn Hải Anh

AFA54A

01

11120068

Tạ Yến Ngọc

AFA54A

29

11122843

AFA54A

31

11123066

Nguyễn Ngọc Phương AFA54A

32

11123139

Phạm Trung Thành

AFA54A

36

11123531

Trần Ngọc Trung

AFA54A

45

11124302

Vũ Ngọc Diệp

AFA54A

05

11120600

Trần Quang Hiếu

AFA54A

17

11121414

Đào Minh Ngọc

AFA54A

30

11122808

Ngô Bảo Trung

AFA54A

47

11124286

Tạ Sơn Tùng

AFA54A

49

11124451

_ Anh Phương
Đinh

table of content
CHAPTER 1: Executive Summary
CHAPTER 2: CASE ANALYSIS
…show more content…
Coach, Inc. is different from other more expensive luxury brands, such as Hermes, Prada, Fendi, and Louis Vuitton in the sense that
Coach focuses more on middle-income consumers who want to purchase their hand bags from a price range of $200 to $500. Coach is the alternative to these competing companies, matching their key luxury products on quality and styling, while beating them on price by 50% or more (Gamble).
The luxury goods industry is under drastic change and at different levels.
This has an impact on Coach's business because they have two different types
3

of stores. On one hand they have factory stores who sell at a discounted price and on the other hand they have full-priced stores or flagship stores which cater to higher end consumers. While the factory stores are being hit by the
American financial crisis due to the lack of disposable income for the middle class, full-price stores or flagship stores have brighter future with an increasing number of millionaires.
Question 2: : What is competition like in the luxury goods industry?
What competitive forces seem to have the greatest effect on industry attractiveness? What are the competitive weapons that rivals are using to try to outmaneuver one another in the marketplace? Is thefigures in society
Eye-catching utilization of their products by prominent pace of

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