Masterarbeit, 2011
91 Seiten, Note: 1,3
1 Introduction
1.1 Way of posing the problem
1.2 Scientific and business objectives
1.3 Implemented methodologies, analytical tools
1.4 Review of essential concepts and definitions
2 Industry Analysis
2.1 Economical Situation Analysis
2.2 Segmentation within Europe
2.3 Trends in the world of fashion
2.4 Factors driving the industry change
2.5 Key Success Factors
3 Esprit Company Profile
3.1 Key Facts and Figures
3.2 Brand Enhancement
3.3 Sales Channel Optimization Factors
4 Analysis of the main competitors and their strategies
4.1 Performance Review of Major European Players
4.2 Corporate Business Strategy evaluation of selected competitors against Esprit
4.2.1 s.Oliver (SWOT, Financial Analysis, Portfolio Evaluation, Brand Performance)
4.2.2 ZARA (SWOT, Financial Analysis, Portfolio Evaluation, Brand Performance)
4.2.3 Esprit (SWOT, Financial Analysis, Portfolio Evaluation, Brand Performance)
5 Substantiated Recommendations
6 Conclusion and Perspectives 2020
This master thesis evaluates the potential of the fashion brand Esprit to become the leader in the European fashion industry. It conducts an internal and external analysis, comparing Esprit's performance and strategies with major competitors like s.Oliver and ZARA to identify necessary business improvements.
1 Introduction
The world of fashion is a restless one. As quickly as the seasons are changing, collections, trends, colours, materials and cuts are moving simultaneously and hence the whole industry is adapting business planning on this seasonal behaviour. However, in contrast to the simultaneity of season change and fashion world responses, there is a disparity in the behaviour of markets and customers. The customers, no matter in which country, are looking for diversity and find them in a wide range of fashion brands differentiating themselves through design, quality, price, promotion, customer service and shopping options. In Italy people have a different attitude to fashion, then in Ireland, the available budget for clothes in a Bulgarian household differs from the percentage of income spent on apparel in the United Kingdom, due to a much lower purchasing power in Bulgaria. How can a fashion company manage to cope with the interplay between concurrent internal processes and uneven, unexpected external developments? How can a fashion company position itself against competitors? The answer to these questions is found in strategic corporate management behaviour, implemented and described for the fashion and lifestyle brand Esprit. Aiming to become “a more consumer driven company”, ensuring customer needs above all, Esprit has defined its corporate brand DNA: The world is our culture!
1 Introduction: Provides an overview of the fashion industry's dynamics and establishes the research objective of evaluating Esprit’s potential for European market leadership.
2 Industry Analysis: Examines external environmental factors, market segmentation, fashion trends, and key success factors shaping the European fashion landscape.
3 Esprit Company Profile: Presents a detailed look at Esprit’s corporate structure, brand value, financial highlights, and existing sales channels.
4 Analysis of the main competitors and their strategies: Offers a comparative strategic and financial analysis of major European players, specifically s.Oliver, ZARA, and Esprit, using SWOT and matrix-based evaluations.
5 Substantiated Recommendations: Derives actionable strategic advice from the preceding analyses to improve Esprit's market performance.
6 Conclusion and Perspectives 2020: Synthesizes the research findings to outline the future path for Esprit towards 2020.
Esprit, European fashion industry, Strategic corporate management, Market segmentation, Vertical integration, Key success factors, SWOT analysis, Competitor analysis, Brand enhancement, Online shops, Sales channel optimization, Consumer-driven company, Retail strategy, Wholesale business, Fashion trends.
The work focuses on analyzing the business and strategic positioning of the fashion brand Esprit to determine its potential to become the market leader in Europe.
Key themes include industry analysis, competitor performance, brand management, sales channel optimization, and the identification of industry-wide key success factors.
The main objective is to evaluate Esprit's strategic and operative business model against the competition and to provide recommendations that secure future growth in the European market.
The author uses a variety of business tools, including SWOT analysis, financial performance measurement, strategic group mapping, and Nine-Cell-Matrix evaluations.
The main body covers a comprehensive market analysis, an examination of trends and key success factors, a detailed profile of Esprit, and an in-depth competitive benchmarking against players like s.Oliver and ZARA.
Important keywords include competitive rivalry, fashion retailing, multi-channel distribution, vertical integration, and consumer-centric brand positioning.
The thesis finds that while ZARA is a best-practice model for vertical integration and dominates Southern European markets, Esprit is strong in Central Europe and excels in online shops but lags in brand core clarity.
Germany acts as a crucial "role model" and the strongest contributor to Esprit's turnover, though the thesis suggests diversifying expansion into under-penetrated markets like Eastern Europe.
The research identifies online presence as the strongest driving force in the European fashion industry, offering essential data for tracking performance and reacting quickly to market demands.
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