Fashion Trends: Autmn/ winter 10
(http://www.squidoo.com/Fall-winter-2009-2010-trend-forecast)
At this current time, it is unlikely that any designer is not thinking about the recession, how it can influence the brand, whether it can be incorporated into the collection and how it can influence buying behaviour. These 6 points are trends that need to be thought about in the next season.
1. Lower price points. From online shops to brick and mortar stores everyone is lowering their price point. £100 garments or even £60 garments aren't doing so good. Companies who have reduced prices seem to be doing better. Large department stores are lowering the price points on garments but they are still carrying the big names like Affliction and Ed Hardy but just at a lower price point.
2. Out with the bling bling. "No one wants to look like they have money," I was told. People feel guilty when they shop and buy flashy clothing. So the trend is for more subdue and subtle aesthetics.
3. Cleaner aesthetics. There will always be a demand for graphic shirts; buyers are going for cleaner aesthetics.
4. People still want to go shopping. Shopping is like a drug for most women and in our capitalist society there is a sense of gratification when we own something new. Ever notice how complete you feel when you go out shopping and come back with something, anything! It makes you feel like your time wasn't wasted. Well people are still shopping and still want to shop.
5. Mix of high end and low end. People are pairing high and low end pieces together. People are dressing up in thousand pound leather jackets with £300 dollar jeans and £8 American Apparel tee. This may not be caused by the recession and have been happening before the recession but with what is happening, it is surely accelerated the trend.
6. Eco conscious. You hear on the news, the radio, all over the internet, eco is not a fad and is here to stay. But those who are doing eco right are the established brands that added elements of eco to their collection. They come from a fashion focused approach. This season the eco movement have gain popularity as people are seeing it from a new angle. Instead of being eco to save the planet, people want to be self-sustainable. They are conserving energy and spending less on material goods. Even with fashion they are looking for items that will last and they can wear a longer period of time.
Tuesday, 3 November 2009
Monday, 2 November 2009
SWOT analysis of Ralph Lauren
Strengths
Ralph Lauren's retail stores focus on showcasing the "World of Ralph Lauren" by offering a wide selection of luxury products to customers.
Polo Ralph Lauren is a premier global player in the design, distribution and marketing of lifestyle products such as men’s, women’s and children’s apparel, accessories, fragrances and home furnishing.
The largest part of its revenues come from its wholesale division, which sells Ralph Lauren products to department stores Ralph Lauren has taken complete control of its own brand in Asia providing more control over the company.
The company has managed to beat analyst estimates in an especially poor season for consumer spending through controlling costs and increased sales in Europe.
Ralph Lauren's operations fall under three primary categories: Wholesale, Retail, and Licensing.
The company can target a large range of customers through its relationship with large department stores from Europe to Asia and America.
Ralph Lauren's retail segment operates through the chain of 326 retail and factory outlet stores, as well as the company's online store.
Ralph Lauren sponsors Wimbledon and dresses all of the line and ball girls and boys in their brand clothing, clearly showing the iconic and memorable horse design
Opportunities
The retail presence serves as a platform for Ralph Lauren to launch new lines and maintain brand strength.
Ralph Lauren views internet sales as a prime source of future growth
One key area of growth in Wholesale could be the development of private labels with department stores, like the American Living brand Polo has launched in partnership with J.C. Penney (JCP).
As a part of Ralph Lauren's expansion plans, Polo Ralph Lauren's American Living line for J.C Penney debuted in 600 stores in February 2008 with plans to expand to all 1,048 J.C. Penney stores. With 50 merchandise categories ranging from apparel to home furnishings and a broad influence, the brand potentially allows Ralph Lauren to target large demographic seeking high quality merchandise at lower prices.
The private label partnership represents a significant opportunity for growth in the Wholesale segment for Polo, as the company could enter more partnerships with new brands with J.C. Penney (JCP) or other department stores
Ralph Lauren already supports Cancer campaigns and eco friendly tote campaign. However, there is opportunity to develop these campaigns.
Weaknesses
Due to exchange rates, in fiscal 2008, those fluctuations led to a loss of $6.4 million
Though having stores throughout the world exposes the company to multiple different markets; it also exposes the company to the whims of changing exchange rates.
Although there is a diverse range of products within the Ralph Lauren brand, it is largely dependant on its Ralph Lauren polo tops and “Create you own” polo which enables you to choose the colour of the polo and horse and the fit of the top that you would like.
Although there are stores all over the world, this results in the buying and selling in different currencies which leaves cost margins unstable
There are many head offices and buildings to maintain which costs more money that having no factories
Ralph Lauren is highly dependant on large retail stores for generating revenue and profits
Threats
Fluctuating exchange rates have had a substantial impact on sales: a gain of $1.6 million in Fiscal 2009 and a net loss of $6.4 million in Fiscal 2008.
Changes in exchange rates will affect prices as well as foot traffic in stores where Ralph Lauren goods are sold.
Although Ralph Lauren is a premier global brand, there is huge competition within their target market such as Hugo Boss, Abercrombie and Fitch, Armani and Calvin Klein for men’s wear and Michal Kors, DKNY and Armani Exchange for women’s wear.
The degree of supplier power is significant since a large portion of Ralph Lauren revenue comes from licenses over which the company has no operational control. Therefore, Ralph Lauren depends on the financial viability and operational ability of licensees.
Ralph Lauren's retail stores focus on showcasing the "World of Ralph Lauren" by offering a wide selection of luxury products to customers.
Polo Ralph Lauren is a premier global player in the design, distribution and marketing of lifestyle products such as men’s, women’s and children’s apparel, accessories, fragrances and home furnishing.
The largest part of its revenues come from its wholesale division, which sells Ralph Lauren products to department stores Ralph Lauren has taken complete control of its own brand in Asia providing more control over the company.
The company has managed to beat analyst estimates in an especially poor season for consumer spending through controlling costs and increased sales in Europe.
Ralph Lauren's operations fall under three primary categories: Wholesale, Retail, and Licensing.
The company can target a large range of customers through its relationship with large department stores from Europe to Asia and America.
Ralph Lauren's retail segment operates through the chain of 326 retail and factory outlet stores, as well as the company's online store.
Ralph Lauren sponsors Wimbledon and dresses all of the line and ball girls and boys in their brand clothing, clearly showing the iconic and memorable horse design
Opportunities
The retail presence serves as a platform for Ralph Lauren to launch new lines and maintain brand strength.
Ralph Lauren views internet sales as a prime source of future growth
One key area of growth in Wholesale could be the development of private labels with department stores, like the American Living brand Polo has launched in partnership with J.C. Penney (JCP).
As a part of Ralph Lauren's expansion plans, Polo Ralph Lauren's American Living line for J.C Penney debuted in 600 stores in February 2008 with plans to expand to all 1,048 J.C. Penney stores. With 50 merchandise categories ranging from apparel to home furnishings and a broad influence, the brand potentially allows Ralph Lauren to target large demographic seeking high quality merchandise at lower prices.
The private label partnership represents a significant opportunity for growth in the Wholesale segment for Polo, as the company could enter more partnerships with new brands with J.C. Penney (JCP) or other department stores
Ralph Lauren already supports Cancer campaigns and eco friendly tote campaign. However, there is opportunity to develop these campaigns.
Weaknesses
Due to exchange rates, in fiscal 2008, those fluctuations led to a loss of $6.4 million
Though having stores throughout the world exposes the company to multiple different markets; it also exposes the company to the whims of changing exchange rates.
Although there is a diverse range of products within the Ralph Lauren brand, it is largely dependant on its Ralph Lauren polo tops and “Create you own” polo which enables you to choose the colour of the polo and horse and the fit of the top that you would like.
Although there are stores all over the world, this results in the buying and selling in different currencies which leaves cost margins unstable
There are many head offices and buildings to maintain which costs more money that having no factories
Ralph Lauren is highly dependant on large retail stores for generating revenue and profits
Threats
Fluctuating exchange rates have had a substantial impact on sales: a gain of $1.6 million in Fiscal 2009 and a net loss of $6.4 million in Fiscal 2008.
Changes in exchange rates will affect prices as well as foot traffic in stores where Ralph Lauren goods are sold.
Although Ralph Lauren is a premier global brand, there is huge competition within their target market such as Hugo Boss, Abercrombie and Fitch, Armani and Calvin Klein for men’s wear and Michal Kors, DKNY and Armani Exchange for women’s wear.
The degree of supplier power is significant since a large portion of Ralph Lauren revenue comes from licenses over which the company has no operational control. Therefore, Ralph Lauren depends on the financial viability and operational ability of licensees.
SWOT analysis of Hugo Boss
Strengths
• State of the art production facilities spread across the world including Germany, Turkey, Italy, Poland, Switzerland and the United States.
• High quality of working environment is essential and the company ensures the same through their suppliers by enforcing contracts stating that they will meet all statutory requirements and observe social standards.
• Hugo Boss enforces charitable work around the world. Their partnership with UNICEF includes work with “schools for Africa”.
• Hugo Boss offers products from women’s wear, children’s and men’s wear to accessories for casual to formal wear.
• The firm has 5,700 points of sale worldwide and 287 shops.
• Customers are able to become a fan on Facebook which will update with news and pictures.
Weaknesses
• Net working capital down by 29% in 2008
• Slight sales decline of 5% in 2008
• Target market a specific group which results in a limited amount of people buying from the brand.
• Due to exchange rates a loss was encountered in fiscal 2008.
• There are many head offices and buildings to maintain across the world that costs money to maintain.
Opportunities
• Ongoing expansion of directly operated stores particularly in the growth regions of the world
• Sales increase in the Asia/ Pacific region of EUR 79million in the first half of 2009 and expected to rise in 2009
• Expand the brand to a larger target market to increase brand popularity and sales.
• Create new collections in line with future trends to create customer satisfaction.
• Development of the online magazine, online TV and online track which enables customers to view products and news online.
• Expand on the sports and arts scholarships that are already on offer.
Threats
• Economic climate causing a change in buyer behaviour and further possible falls in profit
• Exchange rates cause problems for the company due to having shops in 17 different countries.
• Although Hugo Boss is a well known leading brand, there is large competition from competitors such as Ralph Lauren and Lacoste cause threats to Hugo Boss as they further expand
• State of the art production facilities spread across the world including Germany, Turkey, Italy, Poland, Switzerland and the United States.
• High quality of working environment is essential and the company ensures the same through their suppliers by enforcing contracts stating that they will meet all statutory requirements and observe social standards.
• Hugo Boss enforces charitable work around the world. Their partnership with UNICEF includes work with “schools for Africa”.
• Hugo Boss offers products from women’s wear, children’s and men’s wear to accessories for casual to formal wear.
• The firm has 5,700 points of sale worldwide and 287 shops.
• Customers are able to become a fan on Facebook which will update with news and pictures.
Weaknesses
• Net working capital down by 29% in 2008
• Slight sales decline of 5% in 2008
• Target market a specific group which results in a limited amount of people buying from the brand.
• Due to exchange rates a loss was encountered in fiscal 2008.
• There are many head offices and buildings to maintain across the world that costs money to maintain.
Opportunities
• Ongoing expansion of directly operated stores particularly in the growth regions of the world
• Sales increase in the Asia/ Pacific region of EUR 79million in the first half of 2009 and expected to rise in 2009
• Expand the brand to a larger target market to increase brand popularity and sales.
• Create new collections in line with future trends to create customer satisfaction.
• Development of the online magazine, online TV and online track which enables customers to view products and news online.
• Expand on the sports and arts scholarships that are already on offer.
Threats
• Economic climate causing a change in buyer behaviour and further possible falls in profit
• Exchange rates cause problems for the company due to having shops in 17 different countries.
• Although Hugo Boss is a well known leading brand, there is large competition from competitors such as Ralph Lauren and Lacoste cause threats to Hugo Boss as they further expand
Sunday, 1 November 2009
Ralph Lauren Style Guide online
How can I achieve the classic Ralph Lauren vintage military look?
Taking inspiration from vintage military pieces is a great way to add sharp tailoring and sophisticated drama to your wardrobe. Whether it’s a double-breasted blazer with gold buttons, a striking cape with a high, embroidered collar or a tall black all-weather boot, there are a plethora of options to choose from. To balance the bold nature of military-inspired items, trying pairing these pieces with more modern or feminine elements. The overall effect should always be somewhat subtle, ensuring the outfit does not translate as a costume or theme. Vintage military items are especially appropriate during the winter and holiday months. A black velvet pant and striking red military jacket make a stylish combination at a holiday cocktail party while a military-inspired cape will work over many different styles of eveningwear during the season.
What are some stylish ways to wear a belt?
Belts are a great accessory for adding shape and detail to your outfit. Start by building a collection of different sizes, materials and lengths so that your styling options are plentiful. After all, a little black dress or great pair of jeans can look completely different when worn with a belt. Belts look great with jeans and trousers with belt loops, however, they can also be worn atop a dress or skirt in order to cinch the waist and break up the colors or patterns in an outfit. Wear a thin belt over a t-shirt and cardigan for a refined approach to layering or slung low with a maxi skirt for a luxe-bohemian look. Make a jumpsuit look like separates by adding a belt and a slim jacket over top. Remember that buckles can be styled in the middle of the torso or off to the side, depending on what you think works with the outfit.
How do I wear metallic pieces during the day?
The trick to wearing metallic pieces during the day is to pair them with matte colors and soft textures. As long as the metallic piece is styled with traditional daytime elements, the look will be appropriate. Wear a metallic charmeuse blouse with wool pants or a sweater coat, or layer a long wool coat over a shiny lamé skirt. Metallic accessories are also a fine choice; wear them with monochromatic shades of grey or nude for a look that evokes modern glamour.
What makes your polos so special?
With a logo that has represented the best in quality for nearly four decades, our polo shirts are truly an American style icon. Modern, feminine interpretations are key to our designs, making them anything but your father’s favorite shirt. Our slim Black Label polo is our most luxurious in sleek mercerized cotton jersey, while our Blue Label polos—both the classic and skinny-fit—are designed in our signature cotton mesh. They’re classics that will look great with almost anything, from a pair of slim jeans, a long feminine skirt or even a chic tailored suit. If you’re headed for the golf course, however, you’ll want one of our signature Golf polos. Designed for a slightly more relaxed, performance-enhancing fit, their classic polished look will take you from the fairway to the clubhouse in style.
Taking inspiration from vintage military pieces is a great way to add sharp tailoring and sophisticated drama to your wardrobe. Whether it’s a double-breasted blazer with gold buttons, a striking cape with a high, embroidered collar or a tall black all-weather boot, there are a plethora of options to choose from. To balance the bold nature of military-inspired items, trying pairing these pieces with more modern or feminine elements. The overall effect should always be somewhat subtle, ensuring the outfit does not translate as a costume or theme. Vintage military items are especially appropriate during the winter and holiday months. A black velvet pant and striking red military jacket make a stylish combination at a holiday cocktail party while a military-inspired cape will work over many different styles of eveningwear during the season.
What are some stylish ways to wear a belt?
Belts are a great accessory for adding shape and detail to your outfit. Start by building a collection of different sizes, materials and lengths so that your styling options are plentiful. After all, a little black dress or great pair of jeans can look completely different when worn with a belt. Belts look great with jeans and trousers with belt loops, however, they can also be worn atop a dress or skirt in order to cinch the waist and break up the colors or patterns in an outfit. Wear a thin belt over a t-shirt and cardigan for a refined approach to layering or slung low with a maxi skirt for a luxe-bohemian look. Make a jumpsuit look like separates by adding a belt and a slim jacket over top. Remember that buckles can be styled in the middle of the torso or off to the side, depending on what you think works with the outfit.
How do I wear metallic pieces during the day?
The trick to wearing metallic pieces during the day is to pair them with matte colors and soft textures. As long as the metallic piece is styled with traditional daytime elements, the look will be appropriate. Wear a metallic charmeuse blouse with wool pants or a sweater coat, or layer a long wool coat over a shiny lamé skirt. Metallic accessories are also a fine choice; wear them with monochromatic shades of grey or nude for a look that evokes modern glamour.
What makes your polos so special?
With a logo that has represented the best in quality for nearly four decades, our polo shirts are truly an American style icon. Modern, feminine interpretations are key to our designs, making them anything but your father’s favorite shirt. Our slim Black Label polo is our most luxurious in sleek mercerized cotton jersey, while our Blue Label polos—both the classic and skinny-fit—are designed in our signature cotton mesh. They’re classics that will look great with almost anything, from a pair of slim jeans, a long feminine skirt or even a chic tailored suit. If you’re headed for the golf course, however, you’ll want one of our signature Golf polos. Designed for a slightly more relaxed, performance-enhancing fit, their classic polished look will take you from the fairway to the clubhouse in style.
BOSS orange 2009
New creative director Eyan Allen has aimed for a more high-fashion image in his overhaul of Hugo Boss’s casualwear label
Hugo Boss has revamped its Boss Orange collection for spring 10 under the German casualwear brand’s new creative director Eyan Allen. The range’s clean and contemporary look was given its first showing at a catwalk event in Berlin last week.
Allen has made sure that Boss Orange, aimed at 20 to 40-year-olds, retains an “unpolished” feel compared to other Hugo Boss ranges and is more contemporary than previous collections.
“I wanted to bring more high fashion into the range but still have a commercial look,” Allen says. “Before, the look changed season after season. Now I want to make the look more consistent.”
For spring 10 the Boss Orange range has a clear, less streetwear-influenced handwriting and includes denim, jersey and leather. While still 278 pieces strong, the suiting options have been reduced to eradicate overlap with the tailoring-focused Boss Black sub-brand.
The colour palette for the season is inspired by the vintage cars and architecture of 1950s Miami. Pastels, pinks and creams feature, along with touches of silver. Allen cites the styles of actors Johnny Depp and Sienna Miller, and model Kate Moss as influences, and is keen to grow the size of the womenswear collection which currently makes up just a fifth of the total range.
“I wanted a collection where the individual has such a choice that they can buy into the range in an interesting way without it all looking like it’s from the same brand,” says Allen. “There are brands that may be great in certain parts of their ranges but I wanted to have great denim, outerwear and jerseys.”
Denim is a major part of the Boss Orange offer - in menswear, a denim trench coat is one of the key pieces. But while the styling is casual and comfortable with different washes and some destroyed looks, a tailored feel to jeans and trenches has been retained.
Allen says: “There is denim on denim but in different weights, so jeans are paired with a chambray shirt. Light and heavy, old and new. People want to feel relaxed and comfortable and a bit smart.”
Boss Orange’s pricing remains unchanged, sitting a little lower than Boss Black, although Allen says the quality of design has improved.
The brand has more than 100 stockists in the UK and Republic of Ireland, and a standalone store in London’s Carnaby Street. A new shopfit and concession concept has also been created to fit the brand’s revamp, and Allen says he would eventually like to see flagship stores in more major cities in the UK.
Essentials
100 Number of stockists in the UK and Republic of Ireland
278 Number of pieces in Boss Orange’s spring 10 collection
1999 Year when Boss Orange was launched
Hugo Boss has revamped its Boss Orange collection for spring 10 under the German casualwear brand’s new creative director Eyan Allen. The range’s clean and contemporary look was given its first showing at a catwalk event in Berlin last week.
Allen has made sure that Boss Orange, aimed at 20 to 40-year-olds, retains an “unpolished” feel compared to other Hugo Boss ranges and is more contemporary than previous collections.
“I wanted to bring more high fashion into the range but still have a commercial look,” Allen says. “Before, the look changed season after season. Now I want to make the look more consistent.”
For spring 10 the Boss Orange range has a clear, less streetwear-influenced handwriting and includes denim, jersey and leather. While still 278 pieces strong, the suiting options have been reduced to eradicate overlap with the tailoring-focused Boss Black sub-brand.
The colour palette for the season is inspired by the vintage cars and architecture of 1950s Miami. Pastels, pinks and creams feature, along with touches of silver. Allen cites the styles of actors Johnny Depp and Sienna Miller, and model Kate Moss as influences, and is keen to grow the size of the womenswear collection which currently makes up just a fifth of the total range.
“I wanted a collection where the individual has such a choice that they can buy into the range in an interesting way without it all looking like it’s from the same brand,” says Allen. “There are brands that may be great in certain parts of their ranges but I wanted to have great denim, outerwear and jerseys.”
Denim is a major part of the Boss Orange offer - in menswear, a denim trench coat is one of the key pieces. But while the styling is casual and comfortable with different washes and some destroyed looks, a tailored feel to jeans and trenches has been retained.
Allen says: “There is denim on denim but in different weights, so jeans are paired with a chambray shirt. Light and heavy, old and new. People want to feel relaxed and comfortable and a bit smart.”
Boss Orange’s pricing remains unchanged, sitting a little lower than Boss Black, although Allen says the quality of design has improved.
The brand has more than 100 stockists in the UK and Republic of Ireland, and a standalone store in London’s Carnaby Street. A new shopfit and concession concept has also been created to fit the brand’s revamp, and Allen says he would eventually like to see flagship stores in more major cities in the UK.
Essentials
100 Number of stockists in the UK and Republic of Ireland
278 Number of pieces in Boss Orange’s spring 10 collection
1999 Year when Boss Orange was launched
Wednesday, 14 October 2009
Tuesday, 13 October 2009
Ralph Lauren labels
Since Ralph Lauren's first brand, Polo, was launched in 1967, the company has expanded to include a variety of luxury brands. They include:
Clothing for men:
• Purple Label: Launched in 1994, this is Ralph Lauren's signature, and highest end, men's line, with classic, traditionally British styling. It includes ready-to-wear suits and sport coats (made by St. Andrews and Cantarelli), dress shirts, sportswear, accessories, and footwear, as well as a collection of made-to-order suits, sport coats, shoes (made by British company Edward Green), dress shirts, exotic skin luggage, small leather goods, and jewelry. Purple Label is only available in Ralph Lauren stores and the company's online store
• Black Label: Black Label for men tends to have a more modern, Italian cut to its suits, sport coats (made by Raffaele Caruso), dress shirts, and sportswear, with higher armholes and a slimmer silhouette. Black Label was started in 2005 and is also only available in flagship Ralph Lauren stores, the company's online store and selected high-end department stores.
• Polo Ralph Lauren: His first brand for men, and also the most widely available. This 'blue label' line spans from tailored clothing (ready-to-wear and made to measure), sportswear, accessories (including luggage) to small leather goods. Available at many department and specialty stores as well as Ralph Lauren stores and the company's online store.
• Polo Golf: A sporty collection catering to golfers since 1987 and often featuring celebrity golfers as advertising models.
• Polo Denim: A 2007 re launch of the Polo Jeans Co. line of 1996. Denim basics available online and in department stores.
• Lauren Ralph Lauren: Basics and suiting. Divided into Green and Silver (slightly slimmer cuts) Label. Available primarily through department and outlet stores, and not at RL stores or ralphlauren.com.
• Ralph by Ralph Lauren: This label offers suits, sport coats, dress trousers and suit vests.
Clothing for women
• Collection: The highest end clothing line for women (also carries a purple tag), as seen in his runway shows. Includes classic eveningwear, tailored blazers, outerwear, sportswear, handbags, and accessories.
• Black Label: An extension of the Collection line, with modern, high-end casual and semi-formal women's wear.
• Blue Label: Introduced as Blue Label in 2002. Similar in price point and styling to the Polo men's line; has classic American styling. Knit polo-style shirts with the Polo pony are part of the Blue Label line. Blue Label is available exclusively through Ralphlauren.com and through Polo Ralph Lauren stores, including factory outlet stores.
• Lauren Ralph Lauren: Less pricey versions of Blue Label styles. Available at Ralphlauren.com and higher-end department stores. Available in Plus sizes.
• RALPH by Ralph Lauren: A now discontinued line for younger women, created in 1999. Described in the history section of the company's web site as: "RALPH is the daughter of the Lauren woman—reasonably priced Ralph Lauren clothes for young women who want to be part of the lifestyle."
• Ralph Lauren Golf: Golf attire collection for women. Launched in 1998.
• Lauren Jeans Co.: The casual version of Lauren Ralph Lauren. Denim and casual basics available at Ralphlauren.com and in department stores.
• Create your own: A special collection of shirts, polos and hats as part of the Polo or Blue Label lines that can be monogrammed and individually arranged in terms of color and embroidery. Available at ralphlauren.com since 2003.
Clothing for children
• Ralph Lauren Children and Baby: Subdivided into Boys (sizes 2-7 and 8-20), Girls (sizes 2-6x and 7-16) and Baby (Layette and Infant, newborn to 24 months, boys and girls). Available at RL stores, ralphlauren.com and better department stores.
Home
• Ralph Lauren Home: A luxury home furnishings and accessories line, including furniture (manufactured by Henredon Furniture Company), fabrics, tabletop, decorative accessories, bedding, bath, and paint. Sold to the trade and in Ralph Lauren stores, the company's online store as well as in select department stores.
• Lauren Home: An upscale home brand carries only tabletop, accessories, bedding, and bath. Sold primarily through department stores.
• Ralph Lauren Paint: Featuring more than 500 colors, interior paint is offered under this label at ralphlauren.com, The Home Depot and selected specialty retailers.
Fragrances
Polo Ralph Lauren corporation has launched various fragrances and related body care products for men and women since 1978. The products are manufactured under license by L'Oreal.
Men's fragrances Women's fragrances Men's and women's fragrances
• Polo (1978)
• Chaps and Chaps Musk (1979 and 1985)
• Monogram (1985) [discontinued]
• Polo Crest (1991) [discontinued]
• Extreme Polo Sport (1998) [discontinued]
• Polo Blue (2002)
• Romance Silver (2003)
• Purple Label (2003)
• Polo Black (2005)
• Double Black (2006)
• Polo Explorer (2007)
• Polo Modern Reserve (2008) • Lauren (1978)
• Ralph (2000) and its variations: Cool, Hot, Rocks, Wild (2004, 2006, 2006, 2008)
• Glamorous (2001)
• Ralph Lauren Blue (2003)
• Lauren Style (2004)
• Pure Turquoise (2005)
• Notorious (2008)
• Love (2008) • Safari (women 1990, men 1992)
• Polo Sport (1996)
• Romance (women 1998, men 1999)
Clothing for men:
• Purple Label: Launched in 1994, this is Ralph Lauren's signature, and highest end, men's line, with classic, traditionally British styling. It includes ready-to-wear suits and sport coats (made by St. Andrews and Cantarelli), dress shirts, sportswear, accessories, and footwear, as well as a collection of made-to-order suits, sport coats, shoes (made by British company Edward Green), dress shirts, exotic skin luggage, small leather goods, and jewelry. Purple Label is only available in Ralph Lauren stores and the company's online store
• Black Label: Black Label for men tends to have a more modern, Italian cut to its suits, sport coats (made by Raffaele Caruso), dress shirts, and sportswear, with higher armholes and a slimmer silhouette. Black Label was started in 2005 and is also only available in flagship Ralph Lauren stores, the company's online store and selected high-end department stores.
• Polo Ralph Lauren: His first brand for men, and also the most widely available. This 'blue label' line spans from tailored clothing (ready-to-wear and made to measure), sportswear, accessories (including luggage) to small leather goods. Available at many department and specialty stores as well as Ralph Lauren stores and the company's online store.
• Polo Golf: A sporty collection catering to golfers since 1987 and often featuring celebrity golfers as advertising models.
• Polo Denim: A 2007 re launch of the Polo Jeans Co. line of 1996. Denim basics available online and in department stores.
• Lauren Ralph Lauren: Basics and suiting. Divided into Green and Silver (slightly slimmer cuts) Label. Available primarily through department and outlet stores, and not at RL stores or ralphlauren.com.
• Ralph by Ralph Lauren: This label offers suits, sport coats, dress trousers and suit vests.
Clothing for women
• Collection: The highest end clothing line for women (also carries a purple tag), as seen in his runway shows. Includes classic eveningwear, tailored blazers, outerwear, sportswear, handbags, and accessories.
• Black Label: An extension of the Collection line, with modern, high-end casual and semi-formal women's wear.
• Blue Label: Introduced as Blue Label in 2002. Similar in price point and styling to the Polo men's line; has classic American styling. Knit polo-style shirts with the Polo pony are part of the Blue Label line. Blue Label is available exclusively through Ralphlauren.com and through Polo Ralph Lauren stores, including factory outlet stores.
• Lauren Ralph Lauren: Less pricey versions of Blue Label styles. Available at Ralphlauren.com and higher-end department stores. Available in Plus sizes.
• RALPH by Ralph Lauren: A now discontinued line for younger women, created in 1999. Described in the history section of the company's web site as: "RALPH is the daughter of the Lauren woman—reasonably priced Ralph Lauren clothes for young women who want to be part of the lifestyle."
• Ralph Lauren Golf: Golf attire collection for women. Launched in 1998.
• Lauren Jeans Co.: The casual version of Lauren Ralph Lauren. Denim and casual basics available at Ralphlauren.com and in department stores.
• Create your own: A special collection of shirts, polos and hats as part of the Polo or Blue Label lines that can be monogrammed and individually arranged in terms of color and embroidery. Available at ralphlauren.com since 2003.
Clothing for children
• Ralph Lauren Children and Baby: Subdivided into Boys (sizes 2-7 and 8-20), Girls (sizes 2-6x and 7-16) and Baby (Layette and Infant, newborn to 24 months, boys and girls). Available at RL stores, ralphlauren.com and better department stores.
Home
• Ralph Lauren Home: A luxury home furnishings and accessories line, including furniture (manufactured by Henredon Furniture Company), fabrics, tabletop, decorative accessories, bedding, bath, and paint. Sold to the trade and in Ralph Lauren stores, the company's online store as well as in select department stores.
• Lauren Home: An upscale home brand carries only tabletop, accessories, bedding, and bath. Sold primarily through department stores.
• Ralph Lauren Paint: Featuring more than 500 colors, interior paint is offered under this label at ralphlauren.com, The Home Depot and selected specialty retailers.
Fragrances
Polo Ralph Lauren corporation has launched various fragrances and related body care products for men and women since 1978. The products are manufactured under license by L'Oreal.
Men's fragrances Women's fragrances Men's and women's fragrances
• Polo (1978)
• Chaps and Chaps Musk (1979 and 1985)
• Monogram (1985) [discontinued]
• Polo Crest (1991) [discontinued]
• Extreme Polo Sport (1998) [discontinued]
• Polo Blue (2002)
• Romance Silver (2003)
• Purple Label (2003)
• Polo Black (2005)
• Double Black (2006)
• Polo Explorer (2007)
• Polo Modern Reserve (2008) • Lauren (1978)
• Ralph (2000) and its variations: Cool, Hot, Rocks, Wild (2004, 2006, 2006, 2008)
• Glamorous (2001)
• Ralph Lauren Blue (2003)
• Lauren Style (2004)
• Pure Turquoise (2005)
• Notorious (2008)
• Love (2008) • Safari (women 1990, men 1992)
• Polo Sport (1996)
• Romance (women 1998, men 1999)
Ralph Lauren financials
• Polo Ralph Lauren is a premier global player in the design, distribution and marketing of lifestyle products such as men’s, women’s and children’s apparel, accessories, fragrances and home furnishings.
• The company's reported just over $4.8 billion in revenues in 2008, a $200 million increase from 2007. The company's product lines range from relatively inexpensive brands (such as Chaps) to expensive, exclusive pieces (Ralph Lauren Collection).
• The fact that Polo Ralph Lauren sells its goods internationally exposes the company to exchange rate risk. Fluctuating exchange rates have had a substantial impact on sales: a gain of $1.6 million in Fiscal 2009 and a net loss of $6.4 million in Fiscal 2008. In addition, new wealth in Asia has led the company to increase control over its own brand in that region.
• In response to the poor economic conditions in the United States and European economies, the company has cut costs and inventories in order to prevent markdowns that would only decrease its net income. In the first quarter of fiscal 2010 (ended June 27, 2009) the company reported earnings of 76 cents per share, which outstripped analyst estimates of 49 cents per share. Net revenue and same-store sales fell by 8 and 9% respectively. The drop in same-store sales was an improvement over the two previous quarters, when they dropped by 15.9 and 13.5%. The company has managed to beat analyst estimates in an especially poor season for consumer spending through controlling costs and increased sales in Europe.
• Ralph Lauren's operations fall under three primary categories: Wholesale, Retail, and Licensing.
-Wholesale
• Wholesale makes up the largest portion of Polo Ralph Lauren's revenues.] Ralph Lauren has strong relations with several department stores allowing the company to indirectly target a wide range of customers. Wholesale sales increased by 4.68% in FY09 to over $2.8 billion. As Polo repurchases its licensed brands, a large portion of these sales are shifted to wholesale. One key area of growth in Wholesale could be the development of private labels with department stores,
-Retail
• Ralph Lauren's retail stores focus on showcasing the "World of Ralph Lauren" by offering a wide selection of luxury products to customers. The retail presence serves as a platform for Ralph Lauren to launch new lines and maintain brand strength. The retail segment accounted for 39% of the company's total revenue in FY09 as retail sales grew to $1.94 billion. Ralph Lauren's retail segment operates through the chain of 326 retail and factory outlet stores, as well as the company's online store. In fiscal 2009, same store sales for the retail segment decreased by 5.2%, a key signal of strong growth as same store sales figures exclude sales from new store locations and are more reflective of true organic sales growth.
• Ralph Lauren views internet sales as a prime source of future growth (online sales 26% in FY08 and 18.7% in FY09) and accordingly is investing in improving distribution centres and customer service to increase scales.
-Licensing
• Licensing once represented one of the largest revenue sources for Ralph Lauren, but the company has moved away from this area of late by re-purchasing several of its licensed products. Licensing revenues continued to fall in fiscal 2009, to $195 million. This move away from licensing reflects an attempt by the company to take greater control over its operations and brands.
As a result of Ralph Lauren's wide range of brands, it faces competition in every price point from discount to luxury.
Polo Ralph Lauren Competitors [14]
Polo Ralph Lauren Brand Competitors
Men's Purple and Black Label Giorgio Armani, Hugo Boss Collection, Ermenegildo Zegna, Faconnable
Ralph Lauren Collection and Women's Black Label Donna Karan, Giorgio Armani, Calvin Klein, Hermes
Blue Label (Men's and Women's) DKNY, Michael Kors, Calvin Klein
Polo by Ralph Lauren Lacoste, Nautica, Armani Exchange, DKNY, Michael Kors, IZOD, Kenneth Cole Productions, Van Heusen
Lauren by Ralph Lauren Liz Claiborne, DKNY, Michael by Michael Kors, Jones New York Signature
RLX Prada Sport
Polo Golf & Polo Tennis Nike, Reebok, Adidas AG (ADDYY) , etc.
Rugby Abercrombie & Fitch Company (ANF), J. Crew Group (JCG), American Eagle Outfitters (AEO), Guess? (GES)
Club Monaco Banana Republic, Zara, Reiss, Theory, Armani Exchange
Home Decor, Bath, and Bedding Hotel Collection, Calvin Klein, Charter Club, DKNY
• The company's reported just over $4.8 billion in revenues in 2008, a $200 million increase from 2007. The company's product lines range from relatively inexpensive brands (such as Chaps) to expensive, exclusive pieces (Ralph Lauren Collection).
• The fact that Polo Ralph Lauren sells its goods internationally exposes the company to exchange rate risk. Fluctuating exchange rates have had a substantial impact on sales: a gain of $1.6 million in Fiscal 2009 and a net loss of $6.4 million in Fiscal 2008. In addition, new wealth in Asia has led the company to increase control over its own brand in that region.
• In response to the poor economic conditions in the United States and European economies, the company has cut costs and inventories in order to prevent markdowns that would only decrease its net income. In the first quarter of fiscal 2010 (ended June 27, 2009) the company reported earnings of 76 cents per share, which outstripped analyst estimates of 49 cents per share. Net revenue and same-store sales fell by 8 and 9% respectively. The drop in same-store sales was an improvement over the two previous quarters, when they dropped by 15.9 and 13.5%. The company has managed to beat analyst estimates in an especially poor season for consumer spending through controlling costs and increased sales in Europe.
• Ralph Lauren's operations fall under three primary categories: Wholesale, Retail, and Licensing.
-Wholesale
• Wholesale makes up the largest portion of Polo Ralph Lauren's revenues.] Ralph Lauren has strong relations with several department stores allowing the company to indirectly target a wide range of customers. Wholesale sales increased by 4.68% in FY09 to over $2.8 billion. As Polo repurchases its licensed brands, a large portion of these sales are shifted to wholesale. One key area of growth in Wholesale could be the development of private labels with department stores,
-Retail
• Ralph Lauren's retail stores focus on showcasing the "World of Ralph Lauren" by offering a wide selection of luxury products to customers. The retail presence serves as a platform for Ralph Lauren to launch new lines and maintain brand strength. The retail segment accounted for 39% of the company's total revenue in FY09 as retail sales grew to $1.94 billion. Ralph Lauren's retail segment operates through the chain of 326 retail and factory outlet stores, as well as the company's online store. In fiscal 2009, same store sales for the retail segment decreased by 5.2%, a key signal of strong growth as same store sales figures exclude sales from new store locations and are more reflective of true organic sales growth.
• Ralph Lauren views internet sales as a prime source of future growth (online sales 26% in FY08 and 18.7% in FY09) and accordingly is investing in improving distribution centres and customer service to increase scales.
-Licensing
• Licensing once represented one of the largest revenue sources for Ralph Lauren, but the company has moved away from this area of late by re-purchasing several of its licensed products. Licensing revenues continued to fall in fiscal 2009, to $195 million. This move away from licensing reflects an attempt by the company to take greater control over its operations and brands.
As a result of Ralph Lauren's wide range of brands, it faces competition in every price point from discount to luxury.
Polo Ralph Lauren Competitors [14]
Polo Ralph Lauren Brand Competitors
Men's Purple and Black Label Giorgio Armani, Hugo Boss Collection, Ermenegildo Zegna, Faconnable
Ralph Lauren Collection and Women's Black Label Donna Karan, Giorgio Armani, Calvin Klein, Hermes
Blue Label (Men's and Women's) DKNY, Michael Kors, Calvin Klein
Polo by Ralph Lauren Lacoste, Nautica, Armani Exchange, DKNY, Michael Kors, IZOD, Kenneth Cole Productions, Van Heusen
Lauren by Ralph Lauren Liz Claiborne, DKNY, Michael by Michael Kors, Jones New York Signature
RLX Prada Sport
Polo Golf & Polo Tennis Nike, Reebok, Adidas AG (ADDYY) , etc.
Rugby Abercrombie & Fitch Company (ANF), J. Crew Group (JCG), American Eagle Outfitters (AEO), Guess? (GES)
Club Monaco Banana Republic, Zara, Reiss, Theory, Armani Exchange
Home Decor, Bath, and Bedding Hotel Collection, Calvin Klein, Charter Club, DKNY
Hugo Boss labels
BOSS (90.1% of 2008 sales)
• BOSS Black is the company's original line focused on business attire, which now offers clothing for both men and women
• BOSS Selection is the company's high-end menswear line launched in 2005
• BOSS Orange is the company's primary line for casuals and leisurewear for men and women
• BOSS Green is the company's line of more fashionable, sporty menswear
• HUGO (9.9% of 2008 sales) the trendier HUGO line offers both men's and women's clothing. The company describes the line as having an "unconventional and avant garde fashion".
Annual Income Data, millions USD[10]
2005 2006 2007 2008
Menswear Sales $1,511.1 $1,673.2 $1,949.9 $2,155.7
Women’s wear Sales $119.1 $203.5 $286.1 $322.3
Total Sales $1,630.2 $1,876.7 $2,236.0 $2,478.0
Cost of Goods Sold
$743.5 $832.0 $1,004.8 $992.9
Operating Income
$202.8 $231.4 $301.8 $279.4
Menswear Net Income $132.1 $151.7 $192 --
Womenswear Net Income $2.6 $9.8 $19.2 --
Total Net Income
$134.7 $161.5 $211.1 $164.6
• BOSS Black is the company's original line focused on business attire, which now offers clothing for both men and women
• BOSS Selection is the company's high-end menswear line launched in 2005
• BOSS Orange is the company's primary line for casuals and leisurewear for men and women
• BOSS Green is the company's line of more fashionable, sporty menswear
• HUGO (9.9% of 2008 sales) the trendier HUGO line offers both men's and women's clothing. The company describes the line as having an "unconventional and avant garde fashion".
Annual Income Data, millions USD[10]
2005 2006 2007 2008
Menswear Sales $1,511.1 $1,673.2 $1,949.9 $2,155.7
Women’s wear Sales $119.1 $203.5 $286.1 $322.3
Total Sales $1,630.2 $1,876.7 $2,236.0 $2,478.0
Cost of Goods Sold
$743.5 $832.0 $1,004.8 $992.9
Operating Income
$202.8 $231.4 $301.8 $279.4
Menswear Net Income $132.1 $151.7 $192 --
Womenswear Net Income $2.6 $9.8 $19.2 --
Total Net Income
$134.7 $161.5 $211.1 $164.6
Hugo Boss Finacials
• Hugo Boss AG manufactures clothing and accessories for the mid-range luxury fashion market through its BOSS and HUGO brand lines. Though Hugo Boss was originally a men’s business wear company, it has since expanded into women’s clothing (13% of 2008 sales) and leisure and sportswear. As of the end of fiscal 2008, the British private equity firm Permira owned 88% of Hugo Boss’s common shares and 55% of its preferred shares, bringing its total ownership stake to about 72% of the company’s total capital
• Despite a 3% increase in sales in 2008, Hugo Boss reported a 27% decrease in net income for the same period, reflecting the difficulty facing luxury manufacturers in an economic downturn. Europe and the Americas, the hardest hit regions in the 2008 financial crisis, accounted for over 88% of 2008 sales, exposing Hugo Boss to the weak conditions in these markets. Additionally, the U.S. dollar, Hong Kong dollar, and British pound were all relatively weaker than the euro until mid-2008, meaning that each dollar or pound spent converted to a smaller number of Euros, Hugo Boss's reporting currency. As a result of these unfavourable exchange rates, fiscal 2008 sales (in Euros) grew by just 3%, despite the fact that sales in local currencies (before converting to Euros) were up 6%.
• Hugo Boss has expanded its offerings to include women's clothing, though menswear still brought in 87% of all sales in 2008, while only 13% of sales were attributable to women’s wear. Despite the relatively small contribution of women’s wear to total sales, the segment has expanded rapidly (from sales of $86 million in 2004 to $322 million in 2008) and has been a major source of the company's growth. In 2008, another driver of sales growth was the shoes and leather accessories segment (launched in 2005), whose sales jumped 15% to $303 million (12% of total sales).
• One factor driving this trend has been the company's shifting of manufacturing to lower-cost regions. Hugo Boss manufactures most of its own products in factories located in the U.S., Poland, Italy, and Turkey (the company's single-largest production site). In 2006, the average hourly wage for Turkish workers in the textile and leather manufacturing sectors was $2.31 per hour, much less than comparable wages in Germany, Hugo Boss's home country.
• In addition, all of the company's handbags are manufactured in China, where the average wage for workers in the manufacturing sector was just $0.67 per hour in 2004. Hugo Boss also announced in September 2008 that it would be partnering with Indian firm Pokarna Ltd to manufacture high-end men's dress shirts.
• Though most of Hugo Boss's sales are made through third-party retailers, sales at its directly operated stores (DOS) have been growing at double-digit rates since 2003. Overall DOS sales have more than tripled from 2003-2008, increasing from 8% to 16% of the company's total sales. While there are upfront costs associated with establishing new DOS locations, Hugo Boss estimates that they reach break-even profitability within two years and repay the initial costs within 4-5 years, making DOS a longer-term investment in earnings growth. Additionally, Hugo Boss cites better presentation of its brands and higher-quality customer feedback as advantages to the DOS model. As such, the company has been increasing the number of its DOS steadily since 2001, from 51 to 330 as of 2008.
• Despite a 3% increase in sales in 2008, Hugo Boss reported a 27% decrease in net income for the same period, reflecting the difficulty facing luxury manufacturers in an economic downturn. Europe and the Americas, the hardest hit regions in the 2008 financial crisis, accounted for over 88% of 2008 sales, exposing Hugo Boss to the weak conditions in these markets. Additionally, the U.S. dollar, Hong Kong dollar, and British pound were all relatively weaker than the euro until mid-2008, meaning that each dollar or pound spent converted to a smaller number of Euros, Hugo Boss's reporting currency. As a result of these unfavourable exchange rates, fiscal 2008 sales (in Euros) grew by just 3%, despite the fact that sales in local currencies (before converting to Euros) were up 6%.
• Hugo Boss has expanded its offerings to include women's clothing, though menswear still brought in 87% of all sales in 2008, while only 13% of sales were attributable to women’s wear. Despite the relatively small contribution of women’s wear to total sales, the segment has expanded rapidly (from sales of $86 million in 2004 to $322 million in 2008) and has been a major source of the company's growth. In 2008, another driver of sales growth was the shoes and leather accessories segment (launched in 2005), whose sales jumped 15% to $303 million (12% of total sales).
• One factor driving this trend has been the company's shifting of manufacturing to lower-cost regions. Hugo Boss manufactures most of its own products in factories located in the U.S., Poland, Italy, and Turkey (the company's single-largest production site). In 2006, the average hourly wage for Turkish workers in the textile and leather manufacturing sectors was $2.31 per hour, much less than comparable wages in Germany, Hugo Boss's home country.
• In addition, all of the company's handbags are manufactured in China, where the average wage for workers in the manufacturing sector was just $0.67 per hour in 2004. Hugo Boss also announced in September 2008 that it would be partnering with Indian firm Pokarna Ltd to manufacture high-end men's dress shirts.
• Though most of Hugo Boss's sales are made through third-party retailers, sales at its directly operated stores (DOS) have been growing at double-digit rates since 2003. Overall DOS sales have more than tripled from 2003-2008, increasing from 8% to 16% of the company's total sales. While there are upfront costs associated with establishing new DOS locations, Hugo Boss estimates that they reach break-even profitability within two years and repay the initial costs within 4-5 years, making DOS a longer-term investment in earnings growth. Additionally, Hugo Boss cites better presentation of its brands and higher-quality customer feedback as advantages to the DOS model. As such, the company has been increasing the number of its DOS steadily since 2001, from 51 to 330 as of 2008.
Trends A/W 2010
Key Fashion trends for Autumn/ Winter 1.Over the knee boots -Among footwear trends, Fall-Winter 2009-2010 offers the sexy over-the-knee boots which can be either called thigh high boots, thigh-length boots or thigh boots.
- 2.Strong shoulders- They are called huge shoulders, peaked shoulders, power shoulders, shoulder pads, peaked shoulders is an absolutely suitable for wear trend. It is ideal for formal jackets, dresses, blouses and can be perfectly paired with fur,
gloves or belts. The skinny sleeves and quite distinct shoulders looked smart when paired with black jeans or pants and a drape with shirt. You can dress it with ripped jeans for a downtown look or pair it with a classic pencil skirt and pumps for uptown views. - 3.Chains- They are made of gold, silver and non-precious metals, with colour block pieces in tough black, white, red or grey. Metallic chains are grea
t with hot lady-like style: long dresses, suits, silk and soft cashmere. Jewellery collections consist of oversized multi-chain necklaces ornamented with medallions, metal balls and oversized gemstones. - 4. Zippers- collections are full of zippers. They are on shoes, handbags, outfits, on classic styles and rock-inspired clothes. More zippers in your view! Zippers are usually used to get in and out of your outfits. And they’re also a border way to adorn your clothes. Zipper can add a little rock-and-roll or an extra flirty,
teasing quality to your fall style. - 5. Neon- Make your wardrobe brighter with neon colours! Contrast coral red, vivid fluorescent blue or bright yellow with a backcloth of black and white! Tunics and leggings in these bright colours can be worn with denim or other basics. Bright coats, neon tights, extreme-coloured shoes – and your outfit are far more interesting then the ones of others! Colours such as hot pink, yellow, orange, electric blue and green were everywhere!
6. Leathers- Leather makes a huge statement again and it’s a very versatile material. It’s waterproof, durable and looks great. Leather styles this year are very rationalized, unpredictable and conceptual. There were usual pencil skirts and leather jackets, and hot leather pants, but they don’t look boring or ordinary. Leather can be mixed with a silk blouse or ruffle wrapped soft blouse or a sweater, paired with great thigh high or ankle boots. The leather is treated like a couture fabric, both epitomizes and defies the typical rock image, with expertly constructed pieces that combine embroidery with a sculptural aesthetic- 7. Sparkles- Shine on! This was said to us by all designers in their Fall-Winter 2009-2010 collections. Dresses, pants, jackets, suits, handbags and shoes are all in sparkles and crystals! Earlier sequins were worn for special occasions only, but now they are attached to casual daily wear outfits as well.
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