Levi Strauss & Co : a marketing channels balancing act / Joyce Young, Chia-An Chao, Paul W. Clark.
This critical incident examines a dilemma faced by Chip Bergh, CEO of Levi Strauss. The fact that Levi's owned and operated e-commerce sites accounted for only 4% of the company's net revenue was unacceptable. Levi's overall direct-to-consumer (DTC) sales offered better profit margins...
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| Main Authors: | , , |
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| Format: | Ebook |
| Language: | English |
| Published: |
London :
Society for Case Research,
2021.
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| Series: | SAGE business cases
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| Subjects: | |
| Online Access: | SAGE |
| Summary: | This critical incident examines a dilemma faced by Chip Bergh, CEO of Levi Strauss. The fact that Levi's owned and operated e-commerce sites accounted for only 4% of the company's net revenue was unacceptable. Levi's overall direct-to-consumer (DTC) sales offered better profit margins and lower prices compared to traditional independent retail channels. Levi's attributed some of its success to its diversified marketing channels. However, changing market conditions and the potential risks of continued decline in traditional retail stores coupled with Levi's reliance on independent retailers as its primary marketing channel were all factors that Bergh needed to consider. Past aggressive DTC efforts alienated many of its independent retailers and caused conflict in their relationships. Students are asked whether Bergh can strike a healthy balance between Levi's aspirations to expand its e-commerce while maintaining productive relationships with its independent retail channel members. |
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| Physical Description: | 1 online resource : illustrations. |
| ISBN: | 9781071945230 1071945238 |