A LY S S A B UETTNER p o r t f o l i o 2 015
This book cotains sample work of Alyssa Buettner that was created in the Savannah College of Art and Design Fashion Marketing and Management BFA program. Each of these projects is a sampling of a more comprehensive document that can be found in full online at alyssabuettner.format.com
2.
3. Coach Travel x Samsonite
House of Hugo
Libbi
CONT ENTS
1.
DEVELOPMENT STRATEGY
1. This is a proposal for brand collaboration between Coach and Samsonite to create a leather rolling luggage collection. It will leverage off each company’s strengths in order to optimize growth strategies of both.
H C A CO T R AV E L
N X SAMSO
ITE
EXECUTIVE SUMMARY:
The Coach and Samsonite Travel Collection brings together two of the most highly esteemed names of the luggage and leather goods industry. Using Coach’s heritage of quality leathers and brand appeal, combined with Samsonite’s durability and innovation, the result is a luggage collection fit for today’s modern traveler. The collection will be introduced as four specific products - three rolling bags in various sizes and one soft sided attache. The items are designed for functionality and aesthetic, while using superior materials and craftsmanship. The collection supports the individual growth strategy of each company in many ways. For Coach, it will create product diversification, expand points of sales, and increase awareness specifically in Asia. For Samsonite, it will increase points of sales, enhance brand image, and increase awareness in North America. Due to Coach’s dominant presence in North America and Samsonite’s in Asia, the collection will be present in both company’s distribution channels for balanced global exposure. Each brand compliments the other’s strengths and compensates for the weaknesses. This will be a strategic alliance benefiting both parties. The accessible luxury market is increasingly competitive. Most brands, including Coach, are attempting a lifestyle strategy, in which having a wide breadth of products is inherently important. The travel industry continues to grow, and with it, the demand for related products grows. For this reason, luggage is a logical choice for brands looking to diversify their product range. Today’s modern luxury consumer has an evolved definition of luxury, in that it must be functional and obtainable in addition to the traditional aspirational qualities. Coach and Samsonite are both working to fill this gap in the market. No other accessible luxury fashion retailers are currently offering a rolling luggage collection. The standard products within this sector are duffel, overnight, and weekender bags. Coach and Samsonite will be innovators in this product category, giving them the advantage of a majority market share early on. Samsonite adopts the philosophy that “the act of making a journey is often more meaningful than the reality of reaching one’s destination.” Together, Samsonite and Coach hope to enhance the quality of one’s journey by proving a meaningful and relevant product.
COACH: Coach was founded in 1941 in the middle of the most vibrant, modern and progressive city of the time, New York. Starting humbly with only six leather workers in a small loft in Manhattan, Coach has transformed itself over the last 75 years into an international leader of premier lifestyle products. Keeping this as inspiration, Coach still designs with an original American attitude that emphasis style, heritage, integrity, durability, functionality and quality. Product offerings include women’s and men’s bags, small leather goods, business cases, footwear, outerwear, watches, weekend and travel accessories, scarves, sun wear, fragrance, jewelry and more; continued development into new product categories ongoing. STUART VEVERS, CREATIVE DIRECTOR
“luxury more meaningful, liberating, inviting, and approachable for those who desire more than status.”
As an alternative to traditional luxury, Coach today aims to define “modern luxury.” This means aspiring to make “luxury more meaningful, liberating, inviting, and approachable for those who desire more than status.” Coach is currently in the process of transforming into a global lifestyle brand, “anchored in accessories, presenting a clear and compelling expression of the Coach woman and man across all product categories, store environments and brand imagery.” In addition, Coach is taking the initiative to raise brand awareness and build market share where Coach is underpenetrated, most notably in Asia and Europe. In order to do so, Coach has made many recent changes, including it’s leadership. Current executive creative director as of 20w13 is Stuart Vevers. He is recognized as one of the worlds leading accessories designers and has held previous positions at Calvin Klein, Mulberry, Loewe, and Bottega Ventta. In 2006, Vevers won the British Fashion Council’s Accessory Designer of the Year award. At Coach, Vevers has decided to take a broadened creative approach having input in all visual communications including design, store presentation and advertising. In an attempt to revitalize the brand, Vevers debuted the first Coach ready to wear collection in fall 2014. It was met with exceptional reviews and is a signal of the success that Vevers and his new direction is taking Coach.
VISION: “TO BECOME THE COMPANY THAT DEFINES GLOBAL MODERN LUXURY.” REVENUES: USA: 81% JAPAN: 18%
POINTS OF SALE: Direct operated stores 500 in North America 450 in Asia 25 in Europe Wholesale Locations: 183 International 1000 North American E-commerce: 20+ countries
“Quality, great design, great materials, craftsmanship are all a part of what has made Coach great and what differentiates us from many of our traditional competitors and especially the new accessible luxury competitors that have arisen in the market space. And that’s part of our mantra and what we’re going to reclaim.” -Victor Luis, CEO
4.81
5.08
4.76 4.16 3.61 3.23
2008
2009
USD BILL
GROWTH STRATEGY: -Expand market share in Asia -Transition to a lifestyle brand -Category expansion -Revitalize brand image -Close factory stores -Raise prices -Product offering -Elevated aesthetic -Minimal branding
TOTAL REVENUES WORLDWIDE:
3.18
SALES: NORTH AMERICA: 61% JAPAN: 14% INTERNATIONAL: 25%
2010
2011
2012
2013
2014
*GLOBALDATA
The Coach Travel Collection is defined as modern luxury because of its aesthetic, functionality, and innovative technology features. The colors offered are universally appealing while being distinct. Pebble grain textured leather is better at hiding wear and tear than a smooth grain, but still keeps a soft luxurious hand. All edges have a bound reinforcement at the seams for extra durability. The collection has minimal and subtle branding. The signature Coach hang tag is left blank, because simply having the tag itself is recognizable. A Coach story patch is still located inside every piece to verify authenticity. Zipper pulls are designed as the trademark turn lock detail that is so closely associated with Coach. Samsonite’s contribution to the collection is innovation and specialized design. The roll-aboard meets airline carry-on dimension requirements and has flush wheels to make overhead storage easier. Both the spinners will have to be checked in airline travel. For this reason, they have a built is scale to ensure the bag does not exceed set weight limits. The attache features an illuminated interior, to make finding possessions easier in times such as when overhead cabin lights are turned out. The design and features of this collection epitomize what it means to be a modern traveler and modern luxury consumer.
COACH KEYS:
Bound Edge Reinforcement
Signature Coach Hangtag
Subtle Coach Logo Embossing
Turn Lock Zipper Pull Detail
SPECIAL FEATURES:
Built-in Luggage Scale
Illuminated Interior LED Lights
Story Patch for Authenticity
Optional Cross-body Strap
360 Rotation Spinner Wheels
Padded Dividers to Protect Laptops
Hidden Under-tuck Wheels
Gusset
ROLL-ABOARD:
MEDIUM SPINNER:
Small enough to fit in the overhead compartment as a carry on bag. This design features a two level telescopic handle, two exterior sip pockets, and hidden wheels to make overhead storage easier and compact.
This bag features a two level telescopic handle, two exterior sip pockets, 360 “spinner” wheels and a built in digital scale located in the handle.
DIMENSIONS: 20 H X 15 L X 7.5 W
MSRP $1,300
DIMENSIONS: 24 H X 16 L X 11 W
MSRP $1,000
Oxblood
Navy
Black
Saddle
Oxblood
Navy
Black
Saddle
LARGE SPINNER: This bag features a two level telescopic handle, two exterior sip pockets, 360 “spinner” wheels and a built in digital scale located in the handle. DIMENSIONS: 28 H X 19 L X 13 W
SOFT ATTACHE: Small enough to fit under a seat as a carry on. This bag features an illuminated interior by LED lights that activate when the bag is opened, a back gusset to secure onto any rolling bag handles, a padded laptop sleeve divider, and optional cross-body strap.
MSRP $1,500 DIMENSIONS: 11 H X 14.5 L X 3.75 W MSRP $ 550
Oxblood
Navy
Black
Saddle
Oxblood
Navy
Black
Saddle
COMPETITION: COMPANY SHARES OF LUGGAGE AND LEATHER GOODS MARKET % VALUE:
LUGGAGE AND LEATHER GOODS MARKET
15.5%
2.6%
16.3%
17.1%
16.6%
15%
2.9% 3.4% 4%
2 0 0 9
2 010
2 0 11
2 012
4.7%
2 013
Despite losing market share and negative growth, Coach Inc still remains the biggest player in the leather goods and luggage marketplace. The recession in 2008 caused value decline in just about every product category across the board. Yet Coach was the first to benefit from the recession’s shift away from luxury and into accessible luxury, they grew their retail market share from 11% to 16% from 2007 to 2009. However, while demand for accessible luxury continues to thrive in the post-recession market, Coach struggled in 2013, and continues to struggle resulting mainly from overexposure. Taking advantage of the situation Michael Kors has grown dramatically with growth rates of 60%, 88% and 51% in 2011, 2012 and 2013 respectively. Coach and Michael Kors are currently the two largest players in the market, emphasizing the preeminence of accessible luxury in bags and luggage.
-Post recession accessible luxury still thrives
Coach Inc continues to lead the market with a 15% market share in 2013. This is down from 17% in 2012, as Coach posted its first year of decline in the past eight years. Even with declining growth rates, Coach still maintains a lead over second place Michael Kors, yet the margin continues to narrow every year.
-Coach still remains top player over MK
In order to take back market share from Michael Kors, Coach will need too compensate for its overexposure. They can do this by elevating brand image to become an aspirational brand again. They will also have too add additional product offerings. Michael Kors currently has a much wider offering due to their expansive clothing collection. Becoming a lifestyle brand is an important key to attracting the accessible luxury consumer.
-Coach becomes a lifestyle brand
Within the luggage and leather goods industry, the luggage specific market is highly fragmented and intensely competitive with numerous branded as well as unbranded or unorganized players operating in the market. Samsonite remains the undisputed leader in the worldwide luggage market, followed by VF Corporation and Tumi, among others. Samsonite eliminated the competition by acquiring the brands Lipault, Gregory, and High Sierra. Samsonite’s consolidation of the mid-tier segment is expected to contribute to greater market efficiency. Competition is largely based on the brand name; product pricing, quality, and design; product technology; and advertising, among other such factors. Samsonite, in order to sustain position above the competition, needs to stay relevant and take progressive actions. Exposure as a fashion leader and collaboration with Coach will expand the brand image and greatly grow the target consumer profile.
COACH INC.
Prada USA Corp
MICHAEL KORS HOLDING LTD
Liz Claiborne Inc
LVMH Moet Hennessy Louis Vuitton Inc.
Burberry USA
VF Outdoor Inc
Kenneth Cole Productions Inc
SAMSONITE INTERNATIONS SA
Bottega Veneta
Jones Apparel Group
Salvatore Ferragamo SpA
Nike Inc
Targus Group International Inc
Gucci America Inc
Guess Inc
Tumi Inc
Frame Co GmbH, The
Fossil Group Inc
Yves Saint Laurent SA
Hermes International SCA
High Sierra Sport Co
*EUROMONITOR INTERNATIONAL
Others
-Samsonite is leader of luggage category
MARKET ANALYSIS:
HENRYs: High Earners Not Rich Yet
USA $100,000-250,000 21 Million Households Affluent Suburbs
CHINA $15,000-$100,000 300 million People 1st and 2nd Tier Cities
GLOBAL 2 Billion People $6.9 Trillion in Spending BRIC Nations
The Coach Travel Collection aims to appeal to a wide audience. The collection is appealing to both men and women of a wide age range. The luxury inspired design is specifically meant to attract HENRYs, an acronym for high-earners, not rich yet. HENRYs are the main consumer of accessible luxury goods. They are already regular customers at accessible luxury retailers such as Coach, Tiffany, and Restoration Hardware, as well as premium mass market brands like Banana Republic and Williams-Sonoma, making them a natural choice of target consumer for the collection. They make and income between $100,000 and $250,000. HENRYs have a high income yet little accumulated wealth as they just recently hit their peak career goals. This makes them more reserved spenders and highly susceptible to economic confidence. But because HENRYs have a high taste level, they are willing to make sacrifices in one area to achieve a wealthy lifestyle in another area deemed more important. There are approximately 21 million households fitting this description in the United States. HENRYs and their families are usually found in the affluent suburbs surrounding cities like Washington, D.C., New York, and Los Angeles, or in the suburban counties of Dallas-Fort Worth, Houston, Raleigh, and Philadelphia. HENRYs spend about half as much as ultra-affluents do on luxury and premium purchases. Yet their significantly greater population means that the total value of the HENRY market is about four times that of the ultra-affluent market, making them a highly desirable segment. In general HENRYs have expectations of high quality combined with reasonable and fair prices with service that complements, not insults, the customer. They are willing to spend as long as the price is justified. The product offering of the Coach travel collection is a perfectly rational purchase to a HENRY because of the durability, quality of leathers, innovation and functionality. On a global scale, HENRYs are emerging in China for the first time. The growing middle class Chinese customer is expected to double by 2017 from the already established 300 million. In China, professional income ranges from $15,000- $100,00 USD in first and second tier cities like Shanghai and Suzhou. A growing middle class is also emerging a number of developing nations and includes almost two billion people, spending an estimated $6.9 trillion annually on consumer goods. Targeting HENRY’s in these areas will provide a growing and diversified market. The Coach Travel Collection aims to sell to HENRYs on a global scale because of the predicted growing population of upper middle class, or HENRY, markets around the world. Both Coach and Samsonite should aim to expand presence in China as this will become the largest middle class consumption market by 2050.
The global luggage and leather goods industry continues to grow. By 2017 the industry is expected to have a value of $103.6 billion. This marks an astounding 40% increase since 2012. Travel bags specifically make up 40% of the industry, with luggage being the fastest growing category of 2014 at 9% value growth. Such significant growth can be attributed to todays growing number of travelers. Travel has become more accessible to a larger demographic, due to factors as lower fuel costs and expanded airline offerings. Therefor, the demand for products associated with travel has also grown. This theory is supported by the 2% growth in the number of international trips taken. The Chinese have become the largest group of travelers with the most amount of outbound tourists in the world as of 2013. The biggest market for luggage is still located in America, then closely followed by Asia Pacific, Europe, and the rest of the world. The most common point of sale globally for luggage is specialty retailers, followed by department stores and specialty retailers.
Bags and Luggage Specialist Retailers
39.9
Department Stores
15.3
Apparel Specialist Retailers
12.9
Mass Merchandisers
12.4
Internet Retailing
6
Home Shopping
4.3
Grocery Retailers
3.6
Health and Beauty Specialist Retailers
2.8
Warehouse Clubs
1.4
Variety Stores
1.1
Direct Retailing
0.3
DISTRIBUTION OF BAGS AND LUGGAGE GOODS BY FORMAT:
SHARES OF GLOBAL MIDDLE CLASS CONSUMPTION
There have been considerable changes for luggage in the last decade with the arrival of budget airlines and continuously changing security rules. The growing number of short-haul passengers do not wish to check luggage. This is both for convenience and associated costs. This has created a large market for maximum-size cabin luggage of high quality. Most airlines charge a checking fee, and then only allow a 50 pound bag maximum without an additional charge.
*MARKETLINE
100%
OTHERS EU USA JAPAN OTHER ASIA INDIA 0%
2000
*W DEVELOPMENT CENTER
2050
CHINA
RETAIL MANAGEMENT
2.
This project creates a Pop-Up-Shop plan for Hugo Boss’ diffusion line, BOSS Orange. The store concept is a re-branding and launch party of BOSS Orange into what we call House of Hugo.
CONTRIBUTERS: ALYSSA BUETTNER TENIELLE ADDERLEY HANA HYMAN MORGAN MCCARTY
USE
H H HOUSE
H H OF
HUGO
OF
HUGO
EXECUTIVE SUMMARY
H
This initiative exists to establish and further explore the Hugo Boss brand extension line, Boss Orange, through a pop-up-shop event. As it currently exists, Boss Orange attempts to capture the urbanite millennial, with lighthearted yet cool styles and silhouettes. Boss Orange offers accessibility through moderate pricing, yet is still full of untapped potential within its intended market. In order to harness this potential, the rebranding of Boss Orange into House of Hugo will be revealed at the event. In order for this event to be a worthy investment, House of Hugo will need to attract the correct attendees. This will be guaranteed by a selective invite-only admittance of selected bloggers through RSVP. Another success factor will be that House of Hugo is widely discussed on all channels of social media by both bloggers and consumers at large. All of this will hopefully result in an increase of sales, social media engagement, and brand awareness post-launch.
4
This pop-up-shop aims to capitalize on currently trending themes regarding the pace of change in our society. In current visual merchandising and media, we see a beckoning to another era, like this one, of massive industrialization and prosperity. Thus, we have chosen to tell a story from the 1920s. The event will be held at a speakeasy located in Savannah, Georgia called Mata Hari. This establishment requires a special key for entrance, which is exceptionally hard to come by. Mata Hari does not advertise its existence, nor is it easy to locate without prior knowledge. House of Hugo will rely on the ambiance and exclusivity inherently associated with a speakeasy, particularly Mata Hari, to relay the mood and concept of the rebranding.
H
Guests of the event will consist of fashion bloggers, press contributors, and selected influential locals in hopes that they will promote House of Hugo on their respective platforms. They will be encouraged to share the experience with the tag #HouseofHugo. They will receive a letter by mail inviting them and one guest permission to attend upon RSVP. Once accepted they will receive another mailed envelope containing a key, dress code requirements, and instructions. Mata Hari’s exact location will be left off and only include a pick up location. On the night of the event, guest will assemble at the given location to board horse drawn carriages taking them to Mata Hari. Upon arrival, they will have to relinquish ownership of the key to enter. Inside, themed cocktails and hors d’oeuvres will be served while a jazz singer performs and burlesque dancers put on a show. Merchandise will be presented in various locations and available to purchase through the Square checkout system on tablets carried by the waitresses. Gift bag distribution will occur upon departure. The gift bags will contain branded House of Hugo bottles of absinthe, E-hookah pens, and discount cards redeemable online or at any House of Hugo location for 20% off any merchandise through January 1st.
I N I T I AT I V E 5
The attention drawn to the city of Savannah comes from its historic elements. Surrounded by beautiful scenery, culture, and great eating, Savannah attracts thousands of tourists year round. Highly populated areas and attractions around Savannah include River Street, City Market, Forsyth Park and Broughton Street. The most popular areas for nightlife are River Street and Congress Street. House of Hugo’s event will be held in high proximity to these areas, thus making it more relevant. The historic appeal of Savannah is carried through to the House of Hugo’s popup event and shop with the speakeasy theme.
AREA AT T R AC T I O N S HUMAN RESOURCES
30
Staffing will be provided by Mata Hari, and training of their staff will take place prior to the day of the event. There will be two training sessions held for two hours each. The night of the event will require three waitresses who will also operate as sales associates for the night. Also involved will be two bartenders, one bouncer, one singer, one pianist, and one burlesque dancer. Mata Hari’s employees are already equipped with knowledge of the beverages and foods that will be served during the event. Training will consist of informing the waitresses of product categories to be sold at the event, as well as point of sale operations, brand knowledge and additional products offered in the collection. To further their training, they will be given binders filled with this information as well as pricing and other necessary information that should be retained for the event. Hugo Boss’ employees will be responsible for supervising as well as handling training of the waitresses. They will be employees of the Midway, Georgia Hugo Boss location.
Located between Savannah’s most popular streets of Bay and River, the streets are always filled with a mass amount of pedestrian traffic. As you get closer to downtown, Savannah becomes more encompassed in its historical roots. This charming, picturesque aspect causes tourists, as well as locals, to walk around or using public transportation to get around while enjoying the sites. Parking is limited, which gives House of Hugo the opportunity to capitalize on offering exclusive carriage rides to the event. With parking being limited and there being so many sites to see, guests will greatly enjoy the carriage ride included with their r.s.v.p. The event is advantaged by being located on beautiful River Street with its stunning view. With there being low density of vehicular transportation due to the narrow brick and cobblestone roads, there are many people walking around the area, which builds a safe, public, open environment, friendly for anyone to walk around at anytime of the day or night.
AREA F AC TO R S LEGAL F AC TO R S
House of Hugo will be hosted in the local speakeasy, Mata Hari. Marta Hari is an already established bar with a fully operational business license and alcohol beverage permit. Marta Hari holds the rights to sell alcohol under the laws and regulations of the State of Georgia. House of Hugo will be operating under Mata Hari’s already established building and alcohol beverage permit. This benefits us in not having to request a building or alcohol beverage permit as there will be drinks distributed, and mini bottles of absinthe given as gifts. The legal age entry for bars and clubs will be taken into consideration, and no guest under the age of 21 will be permitted entry.
31
R E TA I L : $ 695.00
R E TA I L :
R E TA I L :
$ 36.00
$ 195.00
XI XII I XI
VII XI X
II IIII
V VI VII small
4 units
medium
8 units
large
4 units
small
3 units
medium
3 units
large
3 units
one size
35 units
one size
9 units
one size
6 units
MERCHANDISE ASSORTMENT APPENDIX FIG. 2.1
36
R E TA I L :
R E TA I L :
R E TA I L :
$ 85.00
$ 95.00
$ 67.00
48”
20 units
7.5 cm
10 units
7.5 cm
25 units
100 ml
55 units
The House of Hugo offers a range of casualwear and accessories for men and women that embody the zeitgeist of the youthful sophisticate. The full assortment of merchandise consists of shirts, pants, shorts, jackets, coats, sweaters and sweatshirts, T-shirts, shoes, accessories, and cologne. These items are all available to our House of Hugo event guests through tablets on display. However, onsite merchandise will be available for immediate purchase as well. These items will consist of men’s cologne, suspenders, boxers, ties, watches, and leather jackets. These items fit both the aesthetic of House of Hugo as well as the event theme. The selected products can function as “additions” to the outfits of our attendees. The rationale for this is inspired by the assumption that our attendees will be venturing out to explore other nightlife opportunities after the event ends. Items not applicable to add on are small enough to carry out without being cumbersome. All product categories will be stocked in accordance to anticipated demand. Cologne is a consistent best seller in the men’s market and enough inventory will be allocated for every invited guest (not including respective “plus ones”) to be able to purchase one. Items such as jackets and watches require a more involved decision process, so a smaller inventory is necessary. Boxers, ties, and suspenders are mid-range items with a similar demand pattern, and thus will be stocked at a moderate inventory.
37
P R O M OT I O N A L PLAN 1
PRE-LAUNCH
LAUNCH
POST LAUNCH
O C TO B E R (weekly)
NOVEMBER (weekly)
DECEMBER (weekly)
2
3
4
1
2
3
4
1
2
3
4
V E N U E / S TA F F S E L E C T I O N GUEST SELECTION C A R R I A G E R E S E R VA T I O N S E N D I N V I TAT I O N S M A N A G E M E N T ’ S A R R I VA L TRAINING SEND KEYS EVENT PREVIEWS
S N A P C H AT I N S TAG R A M
G U E S T A R R I VA L S POP UP SHOP EVENT FULL ASSORTMENT LAUNCH F O L LO W U P SOCIAL MEDIA ADVERTISING
TWITTER FACEBOOK I N S TAG R A M
P R O M OT I O N A L LO O K B O O K GIFT CARD REDEMPTIONS
OMNI-CHANNEL MARKETING House of Hugo will take place the night after Halloween for a duration of three hours. This exclusive pop-up shop will host a selection of products of the House of Hugo rebranding. The selected product assortment from the collection will be readily available during the event for purchase on-site or online. Guests will have the option to pre-order items from the entire collection through the Hugo Boss website, available exclusively to those who attend the launch party. House of Hugo will be promoted through select social media platforms to keep information regarding the event under wraps. There will be brief fashion videos of merchandise, as well as background snapshots of promotional photoshoots posted on Instagram
38
PRE-LAUNCH House of Hugo will be held at Mata Hari, a local speakeasy. With this exclusive location, mass promotional activities will be kept at a medium during the pre-launch phase. With the exclusivity of the event, House of Hugo will have limited promotional activities, involving sneak peaks and behind-the-scenes snapshots of the events leading up to the launch. These will be shown on a communal Snapchat “story”, and through our Instagram account. Week 1:
Selection of building/property to host the event, along with the hiring of staff. Selection of guests invited to the launch. Reservations of carriages and hotel suites established.
Week 2 :
Invitations will be sent out. Management from Hugo Boss’ Midway, Georgia location will fly down to Savannah to supervise the overall event and assist with training staff on brand information and product knowledge.
Week 3 :
Training of the sales associates will begin. Managers from Hugo Boss will prepare presentations and host training workshops for staff working the event.
Week 4 :
Training of staff continued. At the end of the week, guests will begin to arrive from their home locations and check into the Bohemian Hotel. LAUNCH Week 1:
Launch of House of Hugo’s Pop-up Shop. The day after the entire stock of merchandise for the new line will become available via Hugo Boss’ E-commerce. Follow-up thank you cards to the attendees will be mailed.
The House of Hugo launch party will take place for three hours on the night of November 1st. During the event, party-goers will be encouraged to talk part in our communication and promotional process by using Snapchat throughout the night to document their experiences in photos and videos that will automatically appear on House of Hugo’s “story.” The hashtag #HOUSEOFHUGO will be used during the event so that guests can tag their content across social media. This will help introduce House of Hugo to the masses by creating buzz.
POST LAUNCH The post launch will begin with follow-up thank you notes to the attendees. At the end of the event, guests will have received gift bags with exclusive discount cards offering them 20% off House of Hugo merchandise through January 1st. Following the night of the event, the entire collection will be revealed online. Consumers will be informed of this debut through promotions on all utilized social media platforms, such as Twitter, Facebook, Snapchat, and Instagram, as well as in store and via a lookbook.
39
FINANCIAL PLAN APPENDIX FIG. 3.1
The net investment required by House of Hugo to implement this plan will cost approximately $8,800 dollars. This is a minor investment when considering this endeavor’s reach. House of Hugo will have tested the market potential of its key demographic, as well as dramatically increased brand awareness through bloggers and promotional initiatives. Showing the brand in use by relevant tastemakers will validate the rebranding in the consumers’ minds. Popular men’s fashion blogger Bryanboy receives about 1.4 million page views a month (Strugatz). Each of our invited guest bloggers will post about House of Hugo and hopefully receive a comparable amount of views. Financials were strategically planned in the most appropriate manner. The chosen venue, for example, includes an open bar in its cost, and requires minimal purchasing of fixtures. Air travel provided to bloggers is reasonably priced, as Jet Blue recently started offering direct flights from New York City to Savannah. Gift bags are a necessary expenditure because they will be long-lasting reminders of the exceptional experience provided by House of Hugo. The branded items such as hookah pens are used publicly, again increasing brand awareness.
40
EXPENSES
Pre-Event Collateral
T O TA L C O S T
$426.92
Event Collateral
$6,192.97
Catering
$2,644.25
Event Transportation
$830.00
Venue + Alcohol
$3,800.00
COGS
$3,158.50
Interior Fixtures
$317.92
Wages
$669.00
Hotel & Flight
$17,865.00
T O TA L E X P E N S E S
$35,904.56
REVENUES
T O TA L I N C O M E
Cologne
$3,613.50
Watches
$2,775.00
Ties
$3,192.00
Jackets
$14,625.00
Silk Boxers
$1,232.00
Suspenders
$1,660.00
T O TA L R E V E N U E S
$27,097.50
NET INVESTMENT
($8,807.06)
41
GLOBAL SOURCING STRATEGY
3.
The objective of this project was to develop a sourcing strategy to optimize opportunities and minimize risks of the global supply chain while also following the company’s values and code of conduct.
CONTRIBUTERS: ALYSSA BUETTNER BRITTANY STAFFORD HANA HYMAN ALENA DUBIK
values
mis s io n
liberating nontraditional women from traditional lingerie.
integrity creativity knowledge respect pleasure health personal growth competence aesthetic teamwork
libbi babe
Libbi babes are youthful, aged 20 to 30. Let’s be honest: it’s not as easy to get the support you need from a bralette, no matter how magical, after a certain age or past a certain size. We are also aware of the fact that younger clients often prefer a little more oomph to accentuate smaller endowments. While we don’t want to give anyone false hope, Libbi does suit more body shapes and sizes than any other bralette provider. Libbi hopes to branch out into more diverse, multi-generational products in the future. Our chapters are priced at $52 each, which essentially breaks down to a $25 bra and $9 per undie. Not bad, eh? That’s why we see the Libbi babe making anywhere from $35,000 to $75,000 annually. Even the Brooklynliving, 3 roomies-having, intern babe can swing the full story each year. But, Libbi will be loved by her boss babe, too. Libbi babes are polished and have classic tastes. They are conscious consumers, with focuses on their health and the environment. They are particular about their personal style more than they are about trends. It’s all about cultivating their own wardrobe to reflect their personality, lifestyle, and values.
product assortment
our materials Libbi products are made of 100% silk lace and silk jersey fabrics and bamboo padding, which are not only super soft and smooth, but are sustainably produced and biodegradable as well. Women rarely donate their intimates, so it is important to us at Libbi that we reduce the impact of our products through to the end of their life cycle with our clients.
colorways
lace
underlay bow/strap
sold as a set avg cost $16.18 msrp $52.00 available in xs - l size chart: XS 30A 32 A 30B
M 32 D 34C 36A
S 30 C 30 D 32 B
L 32 DD 34 D 36C
Libbi has a diversified sourcing strategy to ensure quality and productivity, and to reduce risk. Libbi will make annual orders to each of our four suppliers, starting with 840,000 total units the first year. Each supplier will receive an order of 210,000 units, with one fourth of this volume dedicated to each chapter. In other words, each supplier will manufacture a quarter of the total product needed. This way, all suppliers all capable of creating any necessary merchandise. Because each chapter is available all year round, with fluctuation in quantity based on seasonal changes, annual orders are a necessity for constant fulfillment. Our country selections support our need for locally-derived, sustainable raw materials, such as silk and bamboo, as well as our requirements in terms of margins. The suppliers we have chosen can ensure expedience, quality, and consistency we demand, and provide value-added services that will enable Libbi as we innovate and grow. But, our selection went far beyond these measures. Corporate social responsibility is of the utmost important to us at Libbi, with our aims high but achievable and with growing goals for the future. Our selections of countries and suppliers not only align with our code of conduct but also will or do support our CSR initiatives and global values. We are proud to be fully transparent about every aspect of our company, including those with whom we partner.
supplier code of conduct Libbi focuses its Code of Conduct on resolving issues relevant to human rights (particularly in support of education for young people), women’s advancement, gender equality, and global sustainability. Child Labor Suppliers and contractors are prohibited from using child labor as defined by local laws and regulations. Irrespective of local law, our suppliers may not use workers younger than the age of 15 or the compulsory age to be in school. In areas which school is not compulsory, workers of school age will not be permitted to work overtime. Juvenile workers (ages 15-17) shall not perform work which, by its nature or the circumstances in which it is carried out, is likely to compromise their health, safety or morals. Forced or Involuntary Labor Suppliers and contractors are prohibited from using forced or involuntary labor, including prisoners, bonded or indentured workers. Acts of human trafficking are also prohibited. Suppliers are required to monitor any third party entity which assists them in recruiting or hiring employees, to ensure that people seeking employment at their facility are not compelled to work through force, deception, intimidation, coercion or as a punishment for holding or expressing political views. Disciplinary Actions and Harassment Every employee shall be treated with respect and dignity. No employee shall be subject to any physical, sexual, psychological or verbal harassment or abuse or to monetary fines or embarrassing acts as a disciplinary measure. Freedom of Association Suppliers and contractors must respect the rights of employees to associate freely, join organizations of their choice and bargain collectively without unlawful interference. All suppliers must develop and fully implement effective grievance mechanisms which resolve internal disputes, employee complaints, and ensure effective, respectful and transparent communication between employees, their representatives and management. Nondiscrimination No person shall be subject to any discrimination in any aspect of the employment relationship including recruitment, hiring, compensation, benefits, work assignments, access to training and education, advancement, discipline, termination or retirement, on the basis of race, religious belief, color, gender, pregnancy, childbirth or related medical conditions, age, national origin, ancestry, sexual orientation, gender identification, physical or mental disability, medical condition, illness, genetic characteristics, family care, marital status, caste, socio-economic situation, political opinion, union affiliation, ethnic group, illness any other classification protected under applicable law. All employment decisions must be made based on the principle of equal employment opportunity, and shall include effective mechanisms to protect migrant, temporary or seasonal workers against any form of discrimination. Health and Safety Contractors and suppliers must provide workers with a safe and healthy work environment that complies with all applicable laws and regulations. Employees must have access to potable water and sanitary facilities, and all workplaces must have adequate fire safety, lighting and ventilation facilities. Residential facilities, if provided, must also meet these requirements. Workers will be adequately trained to use any equipment relevant to their work. Employers must have an emergency response plan approved by Libbi that is written and communicated to workers in case of emergency in thier native language. Environment Contractors and suppliers must provide workers with a safe and healthy work environment that complies with all applicable laws and regulations. Employees must have access to potable water and sanitary facilities, and all workplaces must have adequate fire safety, lighting and ventilation facilities. Residential facilities, if provided to workers, must also meet these requirements. Workers will be adequately trained to use any equipment relevant to their work. Employers must have an emergency response plan approved by Libbi that is written and communicated to workers in case of emergency.The folowing are in addition to adherence to all applicable laws:
Restricted Substances We define hazardous chemicals according to an intrinsic property approach and consider properties such as persistence, bioaccumulation, toxicity, carcinogenicity, mutagenicity, and toxicity to reproduction, endocrine disruption and equivalent concerns when assessing the risks associated with certain substances. Our Chemical Restrictions are as a minimum always based on the highest legal standard in any of our sales countries as well as on information from authorities, NGOs, and scientific reports. We apply a precautionary principle, meaning that we preventively restrict chemicals even where there is scientific uncertainty. Accordingly, our requirements usually go further than the law demands. The overall strategy is that chemical identified as hazardous should neither be used during production nor be detectable in our products.
Energy Consumption and Impact Measurement Monitoring and disclosure of energy consumption goals and realities must be reported annually. Annual goals for energy consumption and carbon footprint reduction must be established and met based on feasible standards per supplier. The factory shall have policies and procedures in place to ensure operations are in compliance with local and international environmental laws. Waste, Discharge, and Emissions Employers shall monitor and manage the wastes that are produced through operations. Facility will recycle whenever possible and properly dispose of these wastes in non-harmful manner to the environment. Any materials capable of being reclaimed must be put back to use. All biodegradable scraps must be disposed of in the designated compost center. Water treatment facilities and their usage is required before any discharge of water.
Inspection and Compliance Contractors and suppliers authorize Libbi and its authorized agents to engage in inspection activities to ensure compliance with this Code of Conduct. Such inspection activities may be unannounced or without prior notice, and may consist of reviews of applicable books and records as well as private interviews with workers. Contractors and suppliers must maintain on-site all documents and records required to confirm compliance with this Code of Conduct. Inspections may take place at the workplace environment, including the manufacturing facility, as well as employer provided housing and related facilities. Hours, Overtime and Compensation At minimum, contractors and suppliers shall comply with all applicable compensation laws and regulations including those relating to wages, overtime, hours, piece rates and benefits. All parties shall be paid a fair living wage defined by costs of the residing area, no less than local law requirements. A fair living wage is the amount that will cover a worker’s basic needs. This wage should be reviewed annually and negotiated with democratically elected trade unions. Overtime shall be paid at the rate not less than time and a half as compared to regular working hours, or local law requirements, whichever is highest. Employees shall not be permitted to work more than 60 hours per week, including overtime, and shall be required to take at least one day off in every seven-day period. Overtime must be voluntary. Benefits Contractors and suppliers shall provide workers with all benefits required by law or regulation including, if required, meals, transportation, health care, child care, and leave for medical, family, or religious reasons. Contractors and suppliers shall make contributions towards workers’ social security and insurance programs, as decreed by local law or Libbi standards, whichever is greater. All workers are entitled to sex education courses and access to contraceptives, as provided free of charge by Libbi, in the native language of the area it’s provided. Workers may spend up to two hours per month in an education course in lieu of labor without losing wages for the time spent. Legal Requirements Contractors and suppliers must comply with all laws and regulations applicable to apparel and related industries including local and national codes, treaties and industry standards relating to employment, health, safety and the environment. Contractors and suppliers must also comply with applicable United States laws and regulations relating to imported products including country of origin marking requirements, labeling requirements, and product and fabric testing requirements. These extensive inspections include a review of the safety of the workplace, the status of working hours and wage compliance and the overall treatment of the workers in the factory through interviews and observation. Prior to beginning any production, all prospective factories must be reviewed against our Code. Those who are unwilling or unable to comply are not awarded contracts with Libbi. Code Communication and Implementation Anonymous reporting will be available to all parties without fear or threat of reprimand or loss of employment. Availability of this service must be disclosed to all parties upon training, in their native languages, and locally accessible at multiple private points throughout the manufacturing and housing facilities. To encourage disclosure and illustrate our commitment to supportive relationships with our suppliers, we assure factories that the penalty of not showing accurate records would be far worse than any instances of non-compliance these records might reveal, and that we are committed to working with them to tackle problems that were detected. In the event of non-compliance, a plan agreement will be instituted, including provisions for duration allowed for resolution before Libbi would cease its relationship with the supplier(s). Subcontracting Libbi does not permit subcontracting for any reason, without exception.
country selection When selecting a country in which to manufacturer, we looked for more than just a large textile industry and low costs. We sought a country that offered stability in terms of political, social, and business, growth in textile industry and women’s empowerment, availability of raw materials, and ease of implementation of code of conduct.
sri lanka Sri Lanka is a small island located in the Indian Ocean over the southeast cost of India. Its growing textile and apparel industry is known for its open economic policy, environmentally-friendly practices, good working conditions, quality products, on-time delivery, and strong customer service. The nation has multiple factories that specialize in intimate apparel and manufacturer for multiple global intimate apparel brands such as Victoria’s Secret.
india India is the second largest textile manufacturer in the world with 63 percent of the world’s textile and apparel market share. It also produces 14 percent of the world’s textiles. The country has a large amount of skilled workers and abundant availability of raw materials, especially cotton, jute, and silk. Its factories are known for extremely quick turnaround and specialty dyeing, painting, and applique techniques. India’s textile and apparel industry is expected to continue growing exponentially.
`thailand The Southeast Asian island of Thailand is one of the few nations in the world that has a fully integrated textile and apparel industry that is able to supply all parts of the industry chain. Out of all of its capabilities, Thailand’s textile and apparel industry is most noted for its eco-friendly silk and cotton production, and its innovative advancements. Due to these features, Thailand is a leader in the textile and apparel industry.
malaysia Located in Southeast Asia surrounded by four major bodies of water is the nation of Malaysia. It is noted for its stability, gender equality, and good minimum wage. Although its textile and apparel industry is small in comparison to its other industries and fellow nations, it is rapidly growing. The government has set up programs to advance and grow the garment sector.
sri lanka Materials Fabrics
Price per Yards
Piece per Yard
Total Cost per Piece
Molded padding inserts (100% rayon from bamboo)
$0.18
2
$0.36
Lace (95% silk, 5% spandex)
$12.00
16
$0.75
Underlay (100% silk jersey)
$7.00
55
$0.13
Thread (100% silk)
$0.001
6
$0.000
Subtotal
$1.237
Components
Price per Component Underbust cord (100% elastic channeling)
# of Components
Total Cost per Piece
$0.01
1
Strap (100% silk over 100% elastic channeling)
$0.02
2
$0.04
Sliding clip (nylon coated metal)
$0.003
2
$0.006
J-hook jump ring (nylon coated metal)
$0.003
1
$0.003
Jump ring (nylon coated metal)
$0.003
1
$0.003
Care label - perforated (100% silk)
$0.01
1
$0.01
Libbi label with size - perforated (100% silk)
$0.01
1
$0.01
Subtotal
$0.082
Total Labor
$0.01
$1.32 # of Minutes
Wage/Minute (SRL)
Total Cost (SRL)
Pattern making
0.001
$0.01
Grading
0.001
$0.01
Marking
0.001
$0.01
Cutting
0.005
$0.05
$10.00
0.005
$0.05
$0.03
0.005
$0.000
Sewing Pre-Packing Total Packing
$0.12 Cost per Piece
Cost per Box
Total Cost per Piece
Cartons
$0.05
Tape
$0.01
$0.01
Labels
$0.06
$0.06
Poly film
$0.001
$2.00
$0.048
$0.05
$0.001
Total
$0.12
GRAND SUBTOTAL
$1.56
Based on 210k pieces
$327,400.37 Based on above value for 210k pieces
Other Freight + Insurance Duty Broker GRAND SUBTOTAL GRAND TOTAL PER PIECE
Cost per Shipment (yr) Total Cost per Piece $4,523.46
$0.022
$641,341.70
$3.054
$2,100.00
$0.010
$647,965.16
$3.09 $4.64
thailand
malaysia
Total Cost per Piece
Total Cost per Piece
Total Cost per Piece
$0.36
$0.36
$0.36
$0.75
$0.75
$0.75
$0.13
$0.13
$0.13
$0.000
$0.000
$0.000
$1.237
$1.237
$1.237
Total Cost per Piece
Total Cost per Piece
$0.01
Wage/Minute (IND)
Total Cost per Piece
$0.01
$0.01
$0.04
$0.04
$0.04
$0.006
$0.006
$0.006
$0.003
$0.003
$0.003
$0.003
$0.003
$0.003
$0.01
$0.01
$0.01
$0.01
$0.01
$0.01
$0.082
$0.082
$0.082
$1.32
$1.32
$1.32
Total Cost (IND)
Wage/Minute (THL)
Total Cost (THL)
Wage/Minute (MAL)
Total Cost (MAL)
0.002
$0.01
0.002
$0.01
0.002
$0.01
0.002
$0.01
0.002
$0.01
0.002
$0.01
0.002
$0.01
0.002
$0.01
0.002
$0.01
0.024
$0.05
0.021
$0.05
0.021
$0.05
0.024
$0.24
0.021
$0.21
0.021
$0.21
0.024
$0.001
0.021
$0.001
0.021
$0.001
$0.31
$0.27
Total Cost per Piece
$0.27
Total Cost per Piece
Total Cost per Piece
$0.05
$0.05
$0.05
$0.01
$0.01
$0.01
$0.06
$0.06
$0.06
$0.001
$0.001
$0.001
$0.12
$0.12
$0.12
$1.75
$1.71
$1.71
$367,420.07
$360,048.02
$359,696.97
Based on above value for 210k pieces
Based on above value for 210k pieces
Based on above value for 210k pieces
Cost per Shipment (yr) Total Cost per Set
Cost per Shipment (yr) Total Cost per Set
Cost per Shipment (yr) Total Cost per Set
$4,615.48
$0.022
$6,336.49
$0.030
$5,807.82
$0.028
$617,141.82
$2.939
$607,641.86
$2.894
$607,189.48
$2.891
$2,100.00
$0.010
$2,100.00
$0.010
$2,100.00
$0.010
$623,857.30
$2.97
$616,078.35
$2.93
$615,097.30
$2.93
$4.72
$4.65
$4.64
bralette costing
4
india
sri lanka Materials Fabrics
Price per Yards
Piece per Yard
Total Cost per Piece
Lace (95% silk, 5% spandex)
$12.00
18
$0.67
Underlay (100% silk jersey)
$7.00
247
$0.03
Thread (100% silk)
$0.001
3
$0.000
Subtotal Components
$0.70 Price per Component
# of Components
Total Cost per Piece
Care label - perforated (100% silk)
$0.01
1
$0.01
Libbi label with size - perforated (100% silk)
$0.01
1
$0.01
Subtotal
$0.02
Total Labor
$0.72 # of Minutes
Wage/Minute (SRL)
Total Cost (SRL)
Pattern making
0.000
$0.01
Grading
0.000
$0.01
Marking
0.000
$0.01
Cutting
0.002
$0.05
Sewing
$3.00
0.005
$0.02
Pre-Packing
$0.03
0.005
$0.000
Total Packing
$0.08 Cost per Piece
Cost per Box
Total Cost per Piece
Cartons
$0.05
Tape
$0.01
$0.01
Labels
$0.06
$0.06
Poly film
$0.001
$2.00
$0.048
$0.05
$0.001
Total
$0.12
GRAND SUBTOTAL
$0.92
Based on 210k pieces
$4,523.46 Based on above value for 210k pieces
Other Freight + Insurance Duty Broker GRAND SUBTOTAL GRAND TOTAL PER PIECE
Cost per Shipment (yr)Total Cost per Piece $4,523.46
$0.022
$641,341.70
$3.054
$2,100.00
$0.010
$647,965.16
$3.09 $4.00
india
thailand
malaysia Total Cost per Piece
Total Cost per Piece
$0.75
$0.75
$0.75
$0.13
$0.13
$0.13
$0.000
$0.000
$0.000
$0.70
$0.70
$0.70
Total Cost per Piece
Total Cost per Piece
$0.01
$0.01
$0.01
$0.01
$0.01
$0.01
$0.02
$0.02
$0.02
$0.72 Wage/Minute (IND)
Total Cost per Piece
Total Cost (IND)
$0.72
Wage/Minute (THL)
Total Cost (THL)
$0.72
Wage/Minute (MAL)
Total Cost (MAL)
0.001
$0.01
0.001
$0.01
0.001
$0.01
0.001
$0.01
0.001
$0.01
0.001
$0.01
0.001
$0.01
0.001
$0.01
0.001
$0.01
0.007
$0.05
0.006
$0.05
0.006
$0.05
0.024
$0.07
0.021
$0.06
0.021
$0.06
0.024
$0.001
0.021
$0.001
0.021
$0.001
$0.14 Total Cost per Piece
$0.13 Total Cost per Piece
$0.13 Total Cost per Piece
$0.05
$0.05
$0.05
$0.01
$0.01
$0.01
$0.06
$0.06
$0.06
$0.001
$0.001
$0.001
$0.12
$0.12
$0.12
$0.98
$0.96
$0.96
$4,615.48
$6,336.49
$5,807.82
Based on above value for 210k pieces Cost per Shipment (yr)Total Cost per Set
Based on above value for 210k pieces
Based on above value for 210k pieces
Cost per Shipment (yr) Total Cost per Set
Cost per Shipment (yr) Total Cost per Set
$4,615.48
$0.022
$6,336.49
$0.030
$5,807.82
$0.028
$617,141.82
$2.939
$607,641.86
$2.894
$607,189.48
$2.891
$2,100.00
$0.010
$2,100.00
$0.010
$2,100.00
$0.010
$623,857.30
$2.97
$616,078.35
$2.93
$615,097.30
$2.93
$3.95
$3.90
$3.89
boyshort costing
Total Cost per Piece
line plan S/S CHAPTER
SUMMER
JAN
FEB
F/W
MAR
APR
MAY
JUN
JUL
HOLIDAY AUG
SEP
OCT
NOV
DEC
TOTAL
Retail
Retail
Per Unit Total Hong Kong
160
160
Cinque Terre
320
2560
Prague
1600
3040
Aberdeen
2000
640
4080
6400
640
640 2800 2800 1200
1600
1520
80
160
240 12000
$52.00
$624,000.00
800
640
400
2400
2480
400
400
800 16000
$52.00
$832,000.00
480
640
480
2400 3200 1200
4000 5600 24000
$52.00 $1,248,000.00
800 2000 2400 2000
960
4400
4000
$52.00 $1,664,000.00
3200 1600 800
560
5200 2400
5440 4800 6480 6080 3040 10800 12400 4080
5200 32000
8560 11840 84000
sourcing strategy Libbi has a diversified sourcing strategy to ensure quality and productivity, and to reduce risk. Libbi will make annual orders to each of our four suppliers, starting with 840,000 total units the first year. Each supplier will receive an order of 210,000 units, with one fourth of this volume dedicated to each chapter. In other words, each supplier will manufacture a quarter of the total product needed. This way, all suppliers all capable of creating any necessary merchandise. Because each chapter is available all year round, with fluctuation in quantity based on seasonal changes, annual orders are a necessity for constant fulfillment. Our country selections support our need for locally-derived, sustainable raw materials, such as silk and bamboo, as well as our requirements in terms of margins. The suppliers we have chosen can ensure expedience, quality, and consistency we demand, and provide value-added services that will enable Libbi as we innovate and grow. But, our selection went far beyond these measures. Corporate social responsibility is of the utmost important to us at Libbi, with our aims high but achievable and with growing goals for the future. Our selections of countries and suppliers not only align with our code of conduct but also will or do support our CSR initiatives and global values. We are proud to be fully transparent about every aspect of our company, including those with whom we partner.
$52.00
$4,368,00.00
Cost
Cost
Margin
Margin %
Per Unit Total $16.37
$196,440.00
$35.63
68.52%
$16.37
$261,920.00
$35.63
68.52%
$16.37
$392,880.00
$35.63
68.52%
$16.37
$523,840.00
$35.63
68.52%
$16.37 $1,375,080.00
$35.63
68.52%
$16.27
$195,240.00
$35.73
68.71%
$16.27 $260,320.00
$35.73
68.71%
$16.27 $390,480.00
$35.73
68.71%
$16.27
$520,640.00
$35.73
68.71%
$16.27 $1,366,680.00
$35.73
68.71%
$16.05
$192,600.00
$35.95
69.13%
$16.05 $256,800.00
$35.95
69.13%
$16.05 $385,200.00
$35.95
69.13%
$16.05
$513,600.00
$35.95
69.13%
$16.05 $1,348,200.00
$35.95
69.13%
$16.03
$192,360.00
$35.97
69.17%
$16.03
$256,480.00
$35.97
69.17%
$16.03
$384,720.00
$35.97
69.17%
$16.03
$512,960.00
$35.97
69.17%
$16.03 $1,356,520.00
$35.97
69.17%
sri lanka
india
thailand
malaysia
A LY S S A B U E T T N E R