Sport Obermeyer 1 Sport Obermeyer’s Time Line and “Speculative” versus “Reactive” Production "NOW" Initial Forecast 9 months Feb … Oct 1992 … 1992 Design of 1993-94 Line. Las Vegas Revised Forecast 5 months Nov … Mar 1992 … 1993 5 months April … Aug 1993 … 1993 "Speculative" Production "Reactive" Production of 1993-94 Line of 1993-94 Line In Feb 1993‚ start design of 1994-95 line. “Speculative” Production 27 Months Sept 1993 Oct 1993 Nov 1993 8 months Dec Jan 1993 1994 Selling of
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rnrmarketresearch.com/luxury-goods-in-hong-kong-china-market-report.html Luxury goods experienced a slowdown in current value growth for 2012 against 2011‚ largely attributed by the unstable economic conditions brought about by the 2011 Euro crisis as well as the slowing down of the Chinese economy. While consumers’ sentiments were still relatively strong‚ spending continued to tilt towards a more cautious end. Depreciation of Euros also saw more consumers heading to Hong Kong for holidays and in turn purchasing
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data that would provide clear indication how end-consumers would respond to the company’s current line. A good solution would enable Obermeyer to decide on where and when to source each product (China vs. Hong Kong vs. an alternative factory). The Fashion Industry is extremely competitive‚ as well as trendy. Last year Columbia Sportswear‚ a competitor of Sport Obermeyer‚ managed to capture 23% of the Adult Ski-Jacket market. This‚ along with the ever increasing varieties of products and no clear indication
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Sport Obermeyer – Case Report Module One‚ Session Six Supply Chain Inventory Management Darcy Shannon October 27‚ 2010 Sport Obermeyer – Case Report Executive Summary In order to minimize the degree of stock outs‚ and markdowns‚ I have decided for the initial Hong Kong order to produce those products that have the smallest standard deviation when comparing the Buying Committee Forecasts. An attempt will also be made to purchase the lowest cost items within this group‚ as initial order size of
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Sport Obermeyer – Case Review In this case study we discuss the problems faced by Sport Obermeyer‚ a fashion skiwear manufacturer. Every year the company had to produce a new line of clothing according to the latest trends and fashions. The success of the company depended on how well Sports Obermeyer was able to predict market response to different styles and colors. Intense competition had made forecasting really difficult. The two scenarios that resulted were products in style sold out and the
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Chinese and world equity markets Xiangyi Zhou a‚⁎‚ Weijin Zhang a‚ Jie Zhang b a b Jinhe Center for Economic Research‚ Xi ’an Jiaotong University‚ PR China Department of Economics‚ Texas A&M University‚ United States a r t i c l e i n f o Article history: Received 23 February 2011 Accepted 2 August 2011 Available online 16 September 2011 Keywords: China World equity markets Vector autoregression Variance decomposition Spillover index Financial crisis JEL classification: G15 F36 a b s t r a c t We
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There were two main driving issues behind our analysis of this Sport Obermeyer case: the measurement and understanding of demand from uncertain and disparate forecasts‚ and the allocation of production between factories in Hong Kong and Mainland China (Lo Village‚ Guangdong). The main challenges facing the company were long lead times‚ little to no feedback from the market before the first production decision (the first real demand signal is at the Las Vegas trade show in March) and inaccurate forecasts
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Introduction Sport Obermeyer‚ Ltd. presents a successful ski apparel company that is addressing logistics-related decisions that face many businesses today. Sport Obermeyer‚ founded in 1947 by Klaus Obermeyer‚ has continued to lead the ski apparel industry since that time through continuous product innovation and fashion-forward styles. Recently‚ the company has faced increased competition from other winter apparel makers‚ namely Columbia Sportswear. Exhibit 1 presents a SWOT analysis of Sport Obermeyer
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Obermeyer Sports‚ Ltd. Introduction Sports Obermeyer‚ Ltd‚ a fashion skiwear manufacturing company‚ faces an array of issues before starting a new production cycle. The right timing for the production decision‚ prediction of production volume‚ associated risks‚ production process key steps that add value‚ and productivity issues are all concerns that must be addressed. The first step of Obermeyer’s decision making is to decide sample production volumes. The sample production (10‚000 units
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CANADA VS Hong Kong For many people‚ they think that the policy‚ the education‚ and all kinds of things are similar with each other. However‚ they are many minor things that they are very different from each other. I‚ Lysander‚ will talk about this in this following report. From many people’s eyes‚ they think that Hong Kong is a bad place to study for degree in college in Hong Kong‚ as many people thinks that Hong Kong is a place which sucks at everything‚ but clearly it doesn’t. In the table
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