MBA Essay代写-冠军服装业务分析。本文是一篇留学生MBA Essay写作范文，主要内容是讲述100年来，Champion一直是全球领先的运动服装创新品牌之一。自1919年在纽约罗切斯特诞生以来，Champion一直以其标志性的运动衫和裤子质量在大学中家喻户晓。随着他们在全国大学中的受欢迎程度越来越高，他们冒险通过专业组织（如美国国家篮球协会（NBA）、美国国家足球联盟（NFL）、世界各地的各种足球联盟和美国国家队）获得更多曝光。MBA Essay提出该服装系列现在每天都在全国各地的商店中销售，包括Academy Sports and Outdoors、JC Penny、Kohls、Sam's Club等商店，以及亚马逊等电子商务网站。由于多年来的曝光度和品牌知名度，Champion将其影响力扩大到渗透运动服装市场，从而增加收入。目前，Champion仍然是其母公司Hanesbrand股份有限公司的子公司，是仅次于Hanes的第二大品牌）。在竞争方面，Champion仍然是运动服装领域的领先竞争对手，因为它能够通过全国各地的知名零售商销售其产品。他们著名的产品线包括连帽衫、运动衫、短袖和长袖、夹克、农作物、内衣等，使Champion的传统保持了100年的强劲发展。然而，现在比以往任何时候都更需要Champion作为一个品牌挺身而出，通过战略合作伙伴关系和为国家做出牺牲的人设计的独特设计，弥合其与竞争之间的差距。下面就一起来参考这篇MBA Essay全文。
Introduction 引言
For 100 years, Champion has been one of the premier sport clothing brands of innovation throughout the world. Since its birth in Rochester, New York in 1919, Champion has remained a household name among universities with their signature quality of sweatshirts and pants (Champion, 2018). As their popularity grew among universities across the nation, they ventured towards more exposure through professional organizations such as the National Basketball Association (NBA), National Football League (NFL), various soccer leagues around the world, and the United States National Team. The clothing line now-a-days is found throughout stores across the country including stores like Academy Sports and Outdoors, JC Penny, Kohls, Sam’s Club, and e-commerce sites such as Amazon. Due to the level of exposure and brand awareness throughout the years, Champion has extended its influence towards penetrating the sports apparel market generating increased revenues. At the moment, Champion continues to remain as a subsidiary of its parent company Hanesbrand Inc. as its second-largest brand behind Hanes (SEC, 2019). In terms of competition, Champion has remained a leading competitor in the sports apparel world through its ability to sell its product through popular retailers across the country. Their famous product lines which include hoodies, sweatshirts, short and long sleeves, jackets, crops, underwear and much more has kept the legacy of Champion going strong for 100 years. Now, more than ever before though is the time for Champion (as a brand) to step up in order to bridge the gap between it and its competition through strategic partnerships and unique designs for those who have sacrificed for their country.
Company Proposal 公司提案
As Champion enters its 100th year as being a global leader in sports apparel, now, more than ever is the time to venture towards designing and creating a new line of product that’ll help diversify the brand into different markets and differentiate itself from its competition such as Nike, Adidas, and Under Armour. As mentioned before, Champion has had a reputation of sponsoring sporting team from youth organizations to Olympic athletes and team that have competed on the biggest sporting “stages” in the world. The problem that Champion has encountered though is that the market has become saturated with brands of equal or greater value that sponsor the same sporting leagues that they participate in. In order to continue competing at a level sufficient enough, Champion needs to align itself with a key element in American society which is veterans with disabilities.
随着Champion作为全球运动服装领导者进入第100个年头，现在比以往任何时候都更需要冒险设计和创造一条新的产品线，这将有助于使品牌多样化，进入不同的市场，并使自己与耐克、阿迪达斯和Under Armour等竞争对手脱颖而出。如前所述，Champion在赞助体育团队方面享有盛誉，从青年组织到奥运会运动员以及在世界上最大的体育“舞台”上比赛的团队。然而，Champion遇到的问题是，市场上已经充斥着价值相等或更高的品牌，这些品牌赞助了他们所参加的同一个运动联盟。为了继续在足够的水平上竞争，冠军需要与美国社会中的一个关键因素，即残疾退伍军人保持一致。
With 1.2 million active duty personnel, over 800,000 personnel in the reserves, and 19 million veterans in the United States, the opportunity for Champion to penetrate the market with unique products that benefit veterans with disabilities is massive (United States Military Strength). According to the Census Bureau, of the 19 million United States veterans, there is over four million veterans that have a disability rating between 0-100 percent. By creating products such as prosthetic sleeves, Champion will thus bridge the gap within its competition and itself.
美国有120万现役军人、80多万预备役军人和1900万退伍军人，Champion有机会以造福残疾退伍军人的独特产品打入市场（美国军事力量）。根据人口普查局的数据，在1900万美国退伍军人中，有400多万退伍军人的残疾率在0%到100%之间。通过创造假肢袖子等产品，Champion将缩小其竞争对手和自身之间的差距。
Consumer Products, Direct and Indirect Competitors, and Sales Comparison 消费品、直接和间接竞争对手以及销售比较
Champion’s product lines are often separated into two categories which include innerwear, active wear, and international. Inner wear includes products such as men’s, women’s, and children’s underwear and panties. Active wear includes T-shirts, fleece, sport shirts, performance T-shirts and shorts, sports bras, thermals and teamwear. According to SGB Media Group, Champion has been on the up rise in terms of sales throughout the last decade as it reported $1.4 billion in sales in 2017 and is projected to reach $2 billion by 2022 (SGB Group). Though the steady rise throughout the last decade is positive, the overall impact in comparison to other competitive brands is minimal.
Champion的产品线通常分为两类，包括内衣、运动服和国际品牌。内衣包括男装、女装和儿童内衣和内裤等产品。运动服包括T恤、羊毛衫、运动衫、高性能T恤和短裤、运动胸罩、保暖服和球队服。据SGB Media Group称，Champion在过去十年的销售额一直在上升，2017年销售额为14亿美元，预计到2022年将达到20亿美元。尽管过去十年的稳步增长是积极的，但与其他竞争品牌相比，整体影响微乎其微。
For instance, their competitors, which are brands such as Adidas, Nike, Under Armour, and generating equal or greater sales margin on the same lines of product for the most part. Nike, in North America alone, rose their sales margin by 9 percent in 2018 and sold $3.78 billion from their product line (CNBC). Adidas on the other hand has had greater success in the North American Market as it dominated 2017 in the sports apparel category with $3.9 billion in similar products as Nike and Champion (Quartz). On the other positive side when it comes to sales, Champion is still ahead of companies such as Lululemon and Under Armour. In 2018, Under Armour only generated $1.39 billion in the North American market (Motley Fool) and Lululemon finished off with only 723.5 million (CNBC).
例如，他们的竞争对手是阿迪达斯、耐克、Under Armour等品牌，在大多数情况下，他们在同一系列产品上创造了相等或更大的销售利润。仅在北美地区，耐克2018年的销售利润率就增长了9%，其产品线销售额达到37.8亿美元。另一方面，阿迪达斯在北美市场取得了更大的成功，因为它在2017年的运动服装类别中占据主导地位，与耐克和Champion的同类产品价值39亿美元。另一方面，在销售方面，Champion仍然领先于Lululemon和Under Armour等公司。2018年，Under Armour在北美市场只创造了13.9亿美元，而Lululemon最终只获得了7.235亿美元。
Though Champion is in direct competition with all the brands listed above, the market for prosthetic materials hasn’t been penetrated by any major brand yet. With an approximate $590 million market expected to be reached by 2025 in sales, it would benefit a sports apparel leader like Champion to enter the market before any other major brand does (Stats and Reports). In terms of smaller brand competition such as Ottobock, Ossur, and Willow Wood that are already in the market, methods like tactical acquisition could help Champion by partnering or purchasing a company that’s already inside the market and has sufficient knowledge on how to navigate through it.
虽然Champion与上述所有品牌都有直接竞争，但尚未有任何主要品牌进入修复材料市场。预计到2025年，市场销售额将达到约5.9亿美元，因此，像Champion这样的运动服装领导者在任何其他主要品牌进入市场之前（统计和报告）将受益匪浅。就已经进入市场的奥托博克、奥索和柳木等较小的品牌竞争而言，战术收购等方法可以通过合作或收购一家已经进入市场并拥有足够知识的公司来帮助冠军。
While many prosthetic liners are made with various materials such as wool, cotton, and synthetic fibers, the best material would be to utilize a Nylon sheaths as it’ll provide friction between the skin and the material. This will cause the sheath to provide an extra layer of moisture protection. Other aspects to consider are the liner durability and longevity. The problem with liners most often is that they don’t last very long. If Champion aligns themselves with a brand that produces liners with a sufficient amount of volume management, then the liners will last a lot longer, which will benefit the veteran (Amputee Coalition).
虽然许多假肢衬里由各种材料制成，如羊毛、棉花和合成纤维，但最好的材料是使用尼龙护套，因为它将在皮肤和材料之间提供摩擦。这将使护套提供额外的防潮层。需要考虑的其他方面是衬里的耐久性和寿命。衬板最常见的问题是它们不会持续很长时间。如果Champion将自己与一个品牌结盟，该品牌生产的衬里具有足够的容量管理，那么衬里将持续更长的时间，这将有利于老兵。
Public Brand Perception vs Competition 公众品牌认知与竞争
Public Perception is one of the major key elements that companies keep a close eye on a daily basis. In the digital era, the war between brands for customer loyalty and perception lies on a sensitive scale that could be swung either direction by a single tweet or statement. However, even though social media has given consumers the ability to connect with their favorite brands in an instance, qualities such as prices, performance, durability, and a wide selection of products still captures consumer attention.
公众感知是公司每天密切关注的主要关键因素之一。在数字时代，品牌之间争夺客户忠诚度和感知力的战争是一场敏感的战争，可能通过一条推特或一条声明改变方向。然而，即使社交媒体让消费者能够在某个情况下联系到他们最喜欢的品牌，但价格、性能、耐用性和广泛的产品选择等品质仍然吸引着消费者的注意力。
In October of 2018, Mintel surveyed a significant number of individuals to get their thoughts and perceptions on major brands and their product lines. There were ten categories surveyors answered questions on. When it came to reasonable prices, Champion beat out every major brand including Reebok, Adidas, Nike, Under Armour, and Lululemon. In terms of quality of products that surveyors purchase from these brands, Nike took first place while Champion placed fifth. The next category was performance of the product once again placed fifth in the category. When it comes to having a large number of products to choose from, Champion placed fourth amongst the major brands. Surveyors were then asked about the brands availability of products according to gender and age. Champion tied with Rebook and Adidas for third place. Finally, in the category of innovation, durability, desirability, and elite, Champion ranked fifth only beating Lululemon in all categories (Mintel).
2018年10月，明特尔调查了大量个人，了解他们对主要品牌及其产品线的想法和看法。调查人员回答了十个类别的问题。当谈到合理的价格时，Champion击败了所有主要品牌，包括锐步、阿迪达斯、耐克、Under Armour和Lululemon。就调查人员从这些品牌购买的产品质量而言，耐克排名第一，冠军排名第五。下一个类别是产品性能，再次在该类别中排名第五。说到有大量产品可供选择，Champion在主要品牌中排名第四。然后，调查人员根据性别和年龄询问了产品的品牌可用性。冠军与Rebook和阿迪达斯并列第三。最后，在创新、耐用性、可取性和精英方面，Champion仅在所有类别中击败了Lululemon，排名第五。
With social media as part of our everyday lives, it’s important to companies to stay of their target audiences on the web in order to raise brand awareness, acquire a broader target audience, and ultimately convert clicks into sales through calls to action. Though these are just a few goals amongst many, in order to bridge the gap in terms of online influence, Champion must stay ahead of its competitions with creative or innovative strategies online. For instance, on Facebook, Champion has only a million followers compared to Nike’s thirty-two million and thirty-five million. On Twitter, Champion has only thirty thousand compared to Nike’s 7.7 million followers and Adidas’s 3.56 million followers. Even through heavy attrition rates, Champion isn’t is on the same league as Nike and Adidas in terms of reaching a large number of individuals that are following her social media presence. The unfortunate result of this is that Champion is having to spend much more than these other brands when creating social media campaigns.
随着社交媒体成为我们日常生活的一部分，公司在网络上关注其目标受众非常重要，以便提高品牌知名度，获得更广泛的目标受众，并最终通过行动号召将点击转化为销售。虽然这些只是众多目标中的几个，但为了弥合在线影响力方面的差距，Champion必须以创造性或创新性的在线策略保持领先。例如，在脸书上，Champion只有100万粉丝，而耐克只有3200万和3500万。在推特上，Champion只有3万名粉丝，而耐克和阿迪达斯的粉丝分别为770万和356万。即使有很高的流失率，Champion在接触大量关注其社交媒体的人方面也与耐克和阿迪达斯不在同一个联盟中。不幸的结果是，Champion在创建社交媒体活动时不得不花费比其他品牌多得多的钱。
One tactic that Champion can utilize to its advantage is the power of aligning itself with a worthy cause. For instance, when Nike aligned itself with Colin Kaepernick’s message back in 2018, Nike’s sales rose $6 billion for the remainder of the year. There’s a clear message that Champion can take away from that specific campaign and that’s people will align their wallets with a company that aligns values with their consumers. Champion has an opportunity to not only raise to public awareness of its brand through a heart-felt influencer campaigns on veterans with disabilities by developing prosthetic liners, but also raise its quarterly earnings because of it. A vast majority of Americans still feel passionate veterans and the sacrifices that they’ve made throughout their time in the service.
冠军可以利用其优势的一种策略是将自己与有价值的事业结合起来的力量。例如，当耐克在2018年认同科林·卡佩尼克（Colin Kaepernick）的观点时，耐克今年剩余时间的销售额增长了60亿美元。Champion可以从这个特定的活动中获得一个明确的信息，那就是人们将把他们的钱包与一家与他们的消费者价值观相一致的公司联系起来。Champion不仅有机会通过开发假肢衬里，通过对残疾退伍军人进行发自内心的影响力运动，提高公众对其品牌的认识，而且也因此提高了其季度收入。绝大多数美国人仍然感受到退伍军人的热情和他们在服役期间所做的牺牲。
Strategic Recommendations 战略建议
Considering the research that was conducted in terms of competitive analysis of Champion, I recommend the best course of action for BMGH Marketing Inc. is to suggest Champion to move forward and create several disabled veteran campaigns and streamlining a new product line. The product line would be vapor/fresh IQ technology that reduces the temperature at the skin’s surface of the limb. Ultimately, the product line would increase athletic performance and reduces the chances for redding irritation or sort of infection that could occur.
考虑到在Champion竞争分析方面进行的研究，我建议BMGH Marketing股份有限公司的最佳行动方案是建议Champion继续前进，创建几个残疾退伍军人活动，并精简新的产品线。该产品线将采用vapor/fresh IQ技术，可降低肢体皮肤表面的温度。最终，该产品线将提高运动表现，减少发红刺激或可能发生的感染的机会。
I would also recommend creating several advertisements with disabled veterans and airing them on high-profile segments of television with the most viewers. Not only is this going to raise brand awareness of the company, but it’s also going to create a sense of engagement in the viewer to want to purchase a product from Champion’s line. The benefits would outweigh the initial cost by generating increased purchases.
MBA Essay还建议为残疾退伍军人制作几则广告，并在观众最多的电视节目中高调播出。这不仅会提高公司的品牌知名度，还会让观众产生一种参与感，想从Champion的产品线购买产品。通过增加购买量，收益将超过初始成本。本站提供各国MBA Essay写作指导服务，如有需要可咨询本平台。