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Management of Change in Levis
Levis Game Round 1
Levis Diesel
Levis Game Round 1
Levis Diesel
The team which has the most balls in its side LOSES
The team which has managed to throw more balls to the others WINS
At the end
History of Levis
1853 “Levi Strauss & Co.” was established
1873 The first blue jeans were created
1960 Internationalization
1970 Failure to change
1990 Regeneration - establishment of new position
Later on From icons to innovation
Characteristics
4 brand names: Levi's® Brand, Dockers® Brand, Signature by Levi Strauss & Co.™ Brand and Denizen® Brand.
3 geographic divisions: the Americas, Europe Middle East and Africa and Asia Pacific, with sales in more than 100 countries.
Competitors: from global and local levels, such as Gap Inc. and Inditex, Wrangler, Lee and Seven for All Mankind at global levels. Local levels refer to some retailers' private or exclusive labels.
Levis Game Round 2
Levis Diesel
Inertia
New Players
Levis Game Round
Levis Diesel
New entrance
Inertia
New Players
Problems with Levis
Ignore Threats
Brand Perception
Fashion trends
Supply Chain
Teen Customers
current distribution strategy focused on seeking presence in boutiques located within department stores and an emphasis on the brand as the strongest element.
Ignoring competitive threats is the beginning of the end. Success leads to arrogance and arrogance leads to failure
Focus : emphasis in wholesale merchandising - i.e. selling millions of pairs of blue Levi’s to retailers and ensuring good sales volumes and profits for these retailers only
One of the main reasons for consumer abandonment seems to be that Levi’s began to be perceived as no longer being stylish and having lost touch with what consumers wanted.
Thought as a “baby boomer “ brand – lost its teen customers
Change Procedure
Posters Story boards Interviews
Management Styles
New Job descriptions
Opportunity to apply for new Jobs
Review of past Changes
Meetings
The change agent
Emily is the ultimate ambassador. When you see her in front of 200 people, and she's painting the vision, explaining the impact, you can't help but get excited. She has lots of credibility
LESSONS LEARNED FROM THE INTERNAL ENVIRONMENT
1. Expect Resistance2. Don’t take it personally3. Take fear out of change4. Make it fun5. Information, Involvement,
Intervention (3 Is)6. Let people speak what they think is
wrong7. Everyone has a voice, not everyone
has a vote8. Creation of new job positions that
require new behaviors9. Leadership, teamwork, systemically
thinking10. Personal responsibility
CHANGES AT THE MARKETING STRATEGY
1. Resegment the market2. New brands to appeal to other
consumers
Tom Kasten
After implementing the changes, the company generated record sales of nearly $7 billion and profits of more than $700 million. Its market value is an estimated $10 billion -- four times its value when it went private in 1985.