This paper answers questions concerning Tommy Hilfiger Case Study. Mark Twain said, “The finest clothing is a person’s skin, but, of course, society demands more than this.”1 Tommy Hilfiger, a notable international clothing brand, now owned by Phillips-Van Heusen (PVH), exemplifies efforts to respond to these demands.

Tommy Hilfiger Case Study.

Answer the questions concerning the case study. Questions 17-1. The case explains five international marketing orientations. Which one most applies to Tommy Hilfiger? Explain why. 17-2. The case explains five elements in the marketing mix (product, price, promotion, brand, and distribution). In which of these have Tommy Hilfiger’s operating practices been the most standardized globally? Explain why this has been possible and desirable. Mark Twain said, “The finest clothing is a person’s skin, but, of course, society demands more than this.”1 Tommy Hilfiger, a notable international clothing brand, now owned by Phillips-Van Heusen (PVH), exemplifies efforts to respond to these demands.

Tommy Hilfiger Case Study.

Its 2015 retail sales exceeded $8 billion, with over half coming from abroad. Europe, to which it began its push in 1997, accounts for the largest portion of international sales, and China is the fastest-growing area. (The opening photo shows one of its stores in Manchester, England.) As the company moved internationally, it learned that applying every U.S. marketing strategy abroad did not work because country markets are very different. Our discussion centers on contrasting Hilfiger’s U.S. and foreign (mainly European) operations. Product The Hilfiger brand’s early success was largely due to two men: U.S. designer Tommy Hilfiger and Indian clothing magnate Mohan Murjani.

Tommy Hilfiger Case Study.

Murjani sought Hilfiger as a designer for a new brand of clothing by offering a line of slightly less preppy and less expensive clothes than those offered by Ralph Lauren to attract a young mass-appeal audience. From the start, Hilfiger clothes have been casual, of good quality, and distinctive enough in color and shape (along with their little red, white, and blue logos) that the public can usually distinguish them from those of competitors. Nevertheless, this is an industry in which product lines must evolve. Maintaining that “Fashion brands have to reinvent themselves, just like Madonna does,” Hilfiger has gone from preppy to urban and back again.

Tommy Hilfiger Case Study.

In addition, Hilfiger has encountered some different national preferences. To accommodate European tastes, Hilfiger has added wool sweaters, adjusted to the European partiality for slimmer-looking jeans and smaller shirt logos, and created a line of added-luxury items, such as leather jackets and cashmere sweaters for the Italian market. It has also developed brighter colors for Italy, tartans and plaids for Japan, and sleeker designs for Chile. During the late twentieth and early twenty-first century, Hilfiger’s U.S. sales fell each year, apparently because its product lines had become faddish (e.g., baggy jeans and large logos on clothing) and no longer compatible with its established image.

Tommy Hilfiger Case Study.

This led to discounting, compromising on quality, and a resultant lower brand image. Meanwhile, the autonomously operated European division refused to go along with the U.S.’s faddish moves, and its sales grew in tandem with U.S. decreases. In response, Hilfiger set up a European design staff that has led to more harmonization in its U.S. and European products, a move more up-market, and a turnaround of its U.S. performance. Pricing Whereas the early U.S. pricing strategy was to sell a shirt for $79 that looks like an $89 shirt, Hilfiger learned that its brand cachet warranted selling a shirt in Europe for $99 that looks like a $150 shirt. More attached. https://youtu.be/z0W5CdZhxbg

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