Eric Jacobson

NOVEMBER 12, 2014

It’s been a battle to personally keep my focus on where I’m ultimately moving the company while trying to handle budgets, customer-service relationships, inventory management, and marketing. We have our apparel releases planned for the next year, but always take into account ideas people have or suggestions for colors.

Entrepreneur 91

Entrepreneur Advice Apparel Audience 91

Harvard Business Review

JUNE 6, 2018

Apparel brands are investing especially heavily in online shopping capabilities and introducing interactive features that complement apps and websites. Data-Driven Marketing. To get a clearer, more-complete picture, we studied actual decisions made by 1,500 apparel and footwear shoppers in the United States. Insight Center.

Apparel 11

Apparel Retail Fashion Brand 11

Harvard Business Review

MAY 26, 2016

Workers specialize in simple, highly routinized operations. They are incentivized to complete operations as quickly as possible. However, until recently there was little evidence on this question in the countries that dominate global markets in low-cost manufacturing. Operations in a Connected World. Insight Center.

Lean Manufacturing 10

Lean Manufacturing Supply Chain Apparel Compliance 10

Harvard Business Review

JULY 8, 2016

The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor. Experts continue to debate whether Chinese businesses are truly disruptive. For some industries in the West, this question appears a bit ridiculous.

Business Model 10

Business Model Innovation Company Apparel 10

Harvard Business Review

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JUNE 8, 2018

I met the team at Vineyard Vines while doing research about data-driven marketing technologies for my book, Marketing, Interrupted , and was able to learn firsthand about the company’s beginnings, and what has made them so successful today. ” Of course, this type of real-time, one-to-one marketing is easier said than done.

Retail 9

Retail Apparel Engineering Audience 9

Harvard Business Review

JUNE 3, 2015

But it’s less well known that efficiency is a problem for startups too, whose processes also become less flexible as they focus on efficiencies in their quest to move up market. The size of the apparel market only in the U.S. And it worked. is around $225 billion.

Apparel 8

Apparel Strategy Insourcing Efficiency 8

Harvard Business Review

OCTOBER 25, 2013

Founded in 1998, Lululemon produces sports apparel for women that is fashionable, environmentally friendly, and as technically advanced as sports apparel for men. But marketing plays a broader role in shaping a brand. Good marketing helps ensure that brands are meaningful, different, and salient.

Apparel 9

Apparel Brand Sports Advertising 9

Harvard Business Review

APRIL 27, 2015

“They advised us to retain that as a strong part of who we are,” said Paul Choquette, a fifth-generation Gilbane who runs the Mid-Atlantic operation. billion, operated in an average of 15 countries, and had an average of 12,000 employees. “There’s a feel to a family business that clients in our space like.

B2B 8

B2B Press Release Construction Brand 8

Harvard Business Review

OCTOBER 10, 2011

Ideally that sustainability could be achieved through market mechanisms — which would be possible if the products that took a bigger toll on the planet also cost more to buy in stores. In a sustainable economy, businesses would serve consumer needs in ways that did not reduce the ability of future generations to meet theirs.

Cost 9

Cost Products Productivity Webinar 9

Harvard Business Review

DECEMBER 5, 2012

With the Winter holiday shopping season, fashion apparel retailer Zara has been the focus of media attention — the New York Times recently profiled the innovative fast fashion business model pioneered by Zara, while Elizabeth Cline's book on the costs of fast fashion has climbed up the sales charts.

Business Model 9

Business Model Innovation First-mover Advantage Apparel 9

Harvard Business Review

JUNE 2, 2015

make your own operations more efficient. create the opportunity to invent new operations. defend against “attack from beneath” and maintain your reputation for ethical operations. Joseph , a scrap-metal recycler, in order to secure supplies for its operations. The Future of Operations. New operations.

Supply Chain 8

Supply Chain Contract Manufacturing Outsourcing Operations 8

Harvard Business Review

JULY 3, 2014

In the apparel industry alone, we’ve just seen the end of American Apparel’s Dov Charney and the ouster of Lululemon Athletica founder Chip Wilson – plus the installation of interim CEOs at Target and JC Penney following their previous leaders’ firings. A lot of CEOs are being shown the door lately.

CEO 15

CEO Six Sigma How To Apparel 15

Harvard Business Review

JUNE 24, 2015

This approach is not restricted by any a priori assumptions about the nature of the market and the behaviors that lead to customer demands or about the trade-0ffs and constraints that have to be considered in order to evaluate material-management decisions. Use of this relationship can lead to better operational performance.

Supply Chain 8

Supply Chain Management Constraint Apparel 8

Harvard Business Review

MAY 8, 2012

This week, Microsoft is announcing an unusual initiative that it hopes will change how the company operates: an internal fee on carbon. As Microsoft takes on more of its customers' operations through cloud-based services, reliance on the utility grid creates real operational and price risk (from outages and volatile prices).

Price 15

Price P&L White Paper Energy 15

Harvard Business Review

JUNE 22, 2012

Many chase market share they'll never get. A lot of companies throw money at the problem — more R&D, more marketing, more sales people. Some senior leaders simply lean harder on their operating units, increasing their targets and demanding more growth. 3: Make your company growth-friendly. The right language can help.

Retail 14

Retail Long-term Short-term Apparel 14

Harvard Business Review

APRIL 15, 2016

So when the messaging service WhatsApp entered the market, in 2009 , allowing users to send messages to anyone for free and regardless of their mobile carrier, people gravitated toward the platform. WhatsApp was originally marketed as an app with one purpose: messaging. Customer service. Two mistakes to avoid.

Brand 8

Brand Real Estate Content Apparel 8

Harvard Business Review

DECEMBER 7, 2017

It is tough to beat the market and over long periods of time indexing has been shown to outperform most active managers. On the other side, fans of active management see it as a trend that can damage market efficiency and lead to distortions in market prices. But what’s the role of investors?

Supply Chain 8

Supply Chain Asset Management Chemicals Long-term 8

Harvard Business Review

NOVEMBER 30, 2016

What advantage do we have — or can we create — in the market, and how do we maintain and extend this advantage? What is our promise to the market and to customers? What is our company great at doing? What is needed to execute against that promise?

Management 8

Management Short-term Constraint Apparel 8

Harvard Business Review

AUGUST 2, 2011

In reality, each country needs the other to succeed in order to thrive — to finance growth, secure export markets, train talent, transfer technology, and more. For example, pharmaceutical firms license compounds to each other and co-promote products in different markets.

Apparel 15

Apparel Pharmaceuticals Finance Licensing 15

Harvard Business Review

DECEMBER 11, 2018

And we’re seeing these business leaders of tomorrow they’re really championing a new operating model of work. Let’s say it’s an apparel company, right. And then you think about how new entrants come into the market. They’re realizing that they’ve got to have cross-functional collaboration.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

OCTOBER 8, 2015

And a large part of its success is tied to how it leverages technology in its products—and in its marketing. For example, Tesla did away with car dealers and moved customer interactions to an engaging web platform that contains all the information a prospective buyer would need, like car performance data and market comparisons.

Brand 8

Brand Apparel Software Content 8

Harvard Business Review

JUNE 17, 2016

Consider the sports apparel company Under Armour. Where are the markets with opportunities? Pursuing growth this way can put tremendous pressure on your enterprise to extend into new markets that seem hot — but where your enterprise has no capabilities to win. Second, you can proceed to near-market expansion.

Company 8

Company Engineering Apparel Marketing 8

Harvard Business Review

JUNE 16, 2015

But our work with a community of senior executives in the Bay Area suggests that today’s market leaders are following the advice of Yogi Berra: “When you come to a fork in the road, take it.” In the apparel industry, companies choose one path or the other between high-tech and high touch. Size and speed.

Chief Operating Officer 8

Chief Operating Officer Apparel Marketing Porter 8

In the CEO Afterlife

MARCH 18, 2015

This can mean expanding product lines, entering new markets and geographies, line extending brands, acquiring new businesses, creating projects, and adding layers of management to manage the self-created complexity. This vision establishes the principles for running a simple operation. Complexity had brought LEGO to its knees.

Apparel 100

Apparel Brand Franchising Competitive Advantage 100

Harvard Business Review

JANUARY 5, 2018

The chief marketing officers at consumer products companies, the heads of design at luxury apparel companies, and the heads of logistics at large retailers are cases in point. They are not employees; they are contingent workers who are nonetheless vital to an organization’s R&D, marketing, and other key processes.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

NOVEMBER 19, 2015

For every Apple, there is an Atari, for every Fuji a Polaroid, and for every Zara an American Apparel. This can be quantified by analyzing the extent to which the share prices of S&P 500 firms are driven by a firm’s present value of future growth options (PVGO) rather than cash flow from current operations.

Company 8

Company Succession Maturity Business Model 8

Harvard Business Review

MARCH 12, 2014

Marketing. Operations. The difference between how firms operate their businesses today and how these efforts will change with location analytics is profound. It used to be that those with operational experience were on the fast track to the C-suite, but no more. not visiting competitor venues).

Retail 9

Retail Customer Intimacy Apparel Wireless 9

Harvard Business Review

SEPTEMBER 4, 2015

The last few weeks have brought news of turmoil in China, including currency devaluations, an economic slowdown, and a stock market plunge. Altogether, these figures suggest that the decline in manufacturing activity in China is related to both a softening of local market demand and the impact of near-shoring. PMI was 51.1

Supply Chain 8

Supply Chain Survey Price Apparel 8

Harvard Business Review

DECEMBER 22, 2015

They avoid getting trapped on a growth treadmill, chasing multiple market opportunities where they have no right to win. Operating as these companies do takes a lot of confidence. Instead, leaders of these companies excel at five unconventional acts — management practices that contradict conventional wisdom.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

JULY 3, 2014

In the apparel industry alone, we’ve just seen the end of American Apparel’s Dov Charney and the ouster of Lululemon Athletica founder Chip Wilson – plus the installation of interim CEOs at Target and JC Penney following their previous leaders’ firings. A lot of CEOs are being shown the door lately.

CEO 8

CEO Six Sigma How To Apparel 8

Harvard Business Review

DECEMBER 17, 2014

Identifying this so-called “growth gap” is critical, because the bigger the gap, the more a company needs to look beyond its current offerings, markets, and business models to find growth opportunities. By reaching new customers in current markets? By stealing share from current competitors?

Innovation 10

Innovation Company Venture Capitalist Business Model 10

Harvard Business Review

OCTOBER 3, 2012

Among its intimate apparel store peers — who are in the business of helping women find the perfect undergarments through a sometimes thrilling and at other times exasperating process — Journelle stands out. Companies that made savvy business decisions were aware of, and responded to, their market and competitors' actions.

TSR 15

TSR Apparel Consultative Uncertainty 15

Harvard Business Review

FEBRUARY 13, 2017

So you look at past projects, gather and analyze relevant market data, make predictions about how much revenue you’ll be able to generate, decide what resources you’ll need, and set milestones to reach your targets. ” Step 3: Define operational requirements. .” ” Step 3: Define operational requirements.

Planning 9

Planning Benchmarking Project Competitive Advantage 9

Harvard Business Review

DECEMBER 6, 2013

Here, Try Some Nixon and Kimchi: How the Garment Industry Came to Bangladesh Planet Money I admit it: The reference to Nixon and kimchi in the headline got me to read it, but this piece on how Bangladesh came to be a world center for apparel manufacturing held my interest. They said, ''This kid is a fad.

CTO 8

CTO Apparel Ryan Proposal 8

Harvard Business Review

JULY 16, 2013

consumer durables & apparel, retailing, education, media, hotels, restaurants & leisure); Consumer Staples (e.g., The industry breakout was done using eight major sectors (similar to those in the Global Industry Classification Standard system): Consumer Discretionary (e.g., chemicals, metals & mining, paper & forest products).

Telecommunications 8

Telecommunications Biotechnology Health Care Real Estate 8

Harvard Business Review

OCTOBER 28, 2014

As the two markets homogenized into a general mass American market, focused mail-order retailers like Sears and Montgomery Ward saw sales and profits drop. Worthy pointed out in the book, The Shaping an American Institution: Robert E. We felt defeated and powerless.”.

Retail 9

Retail Quinn Real Estate Apparel 9