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Harvard Business Publishing Releases Case Analysis Coach

Online Tutorial for Students New to Learning with Cases

BOSTON--( BUSINESS WIRE )-- Harvard Business Publishing (HBP) has just released The Case Analysis Coach, HBP’s first case learning tutorial delivered entirely online. The self-paced tutorial offers a concise introduction to the key concepts required for the reading, analysis, and interpretation of business case studies. It is ideally assigned as students prepare to analyze a case for the first time.

“The business case is a powerful learning tool,” said Maureen Betses, Vice President of Higher Education at Harvard Business Publishing. “But without appropriate preparation, many students find interpreting cases to be daunting. That’s why HBP created this tutorial.”

Delivered entirely online, the Coach shows students how to quickly establish a base of knowledge about a case. Short examples from cases in various disciplines illustrate multiple types of case situations. The tutorial then walks the reader step-by-step through a framework for case analysis, including several “passes” through a case that serve as a model for finding relevant information. The tutorial’s framework and process prepare students for multiple case analysis situations, including written reports, formal presentations, “cold calls” during classroom discussion, and final exams.

“Student participation is key to the effectiveness of case method teaching,” said co-author Rob Austin, dean of the Faculty of Business at the University of New Brunswick in Canada and former faculty member at Harvard Business School. “When students adopt a structured approach to analyzing cases, which this tutorial helps them develop, ultimately they will learn more from each case discussion.”

The Case Analysis Coach concludes with an optional in-depth exercise in which students apply the analysis framework to an included General Management case. During the process of analysis, the tutorial requires students to interpret both qualitative and quantitative data and develop short- and long-term action recommendations. It also includes a Case Analysis Worksheet that students can use repeatedly to analyze actual cases assigned for coursework.

Instructors registered as Premium Educators on hbsp.harvard.edu can see a free trial of the Case Analysis Coach online. Not registered? Apply now .

About Harvard Business Publishing

Headquartered in Boston, Massachusetts, Harvard Business Publishing is the leading provider of teaching materials for management education.

Harvard Business Publishing Allison Monro, 617-783-7840 [email protected]

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Release Summary

The Case Analysis Coach is Harvard Business Publishing’s first case learning tutorial delivered entirely online. The program introduces key concepts required for the analysis of business case studies.

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Coach Case Study Analysis

Coach’s huge success has been largely attributable to Its focus on quality and stylish products which respond to consumers’ needs based on Its extensive marketing research. Its “affordable luxury goods” price strategy also helps drive growth by appealing to a wide range of consumer, while at the same time, correspond with changes In meld income consumer behavior. In 2012, Coach operated 345 full-price retail stores and 143 factory outlets in North America, and 169 stores in Japan and 66 stores in China..

The products are sold through direct mail catalogs, on-line store, e-commerce websites as well.

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Strategies By the mid-1 sass, the company’s performance began to decline as consumers developed a stronger performance for stylish French and Italian designer brands such as Gucci , Pravda, Louis Button etc. By 1995, annual sales growth in Coach’s best performing store fell from 40% to 5% as the company’s traditional leather bags fell out of favor with consumers. The company started changing by hiring Reed Karaoke. Ender Karaoke, extensive consumer survey were conducted. The company’s research found out that consumers were looking for edgier stylish, softer leathers, and leather- trimmed fabric handbags.

The prototypes had been developed and then tested selected Coach stores. The design process developed by Karaoke made Coach introduce new collections every month compared twice per year prior to Karaoke’s arrival. During 2011, roughly 84% of Coach’s total net sales were generated from the products introduced within a year.

All the Coach’s leather products were manufactured by third-party suppliers in Asia, which allowed Coach to maintain a significant pricing advantage relative to other luxury handbag brands. Coach reshaped the brand image in the time and started positioning in the “Accessible usury segment of the leather handbags and accessories Industry by appealing attractive pricing and satisfying traditional luxury customers with the quality and styling of Its products.

Coach used the scale of economy to cover lower profit margins offsetting by Increased sales volume and expanding Its distribution channels and leveraging the global opportunities.

Monthly product launches enhanced the company’s voguish Image and gave consumers reason to make purchases on a regular basis. The Importance of frequent product Introductions was to Increase frequent customers’ visits. Research In 2006 suggested the average Coach customer purchased four handbags per year. Putting a number of new products each month made Cowan Keep Its customer Ana also attract customers’ easels to purchase goods.

Coach ran 345 full-price retail stores and 143 factory stores. Coach’s factory stores target value-oriented customers who might not otherwise buy Coach products.

Even though 75% of factory store inventory was produced for specifically for Coach’s factory stores, its highly successful factory stores might someday dilute its brand image. SOOT analysis Strength; Coach offers high and superior quality leather with unique and innovative styling which attracts the consumers. Its products are sold is available at price less than 50% or more than its competitors.

It is segmented in price of $200-$500 whereas the competitors’ price is $700-$800. Karaoke brought the idea of fresh new arrivals every month, which attracts many customers and helped the company in increasing its sales.

Coach made strategic alliances with company like Moved and many others which brought them into segment of other luxuries as watches, fragrances, foot wares, and also products for men. The outsourcing strategy helped Coach in low cost manufacturing and cost cutting to maintain its low price compared to competitors and proved it as competitive advantage. During a difficult economic environment, Coach has managed to increase its sales when its competitors are struggling to keep consumers buying their products. Customer satisfaction is major strength of the company.

Weakness; Factory outlet stores outperforming full price stores. There is a diluting of the brand due to increased growth of factory outlet stores. Less number of men products is the major reason behind the lower percentage of sale. Coach has a particular geographical concentration, especially in North America, Japan and China. As it’s a luxury category, products of coach of inaccessible to most consumer segments.

Opportunity; Coach has the growing demand as a luxury good in emerging global markets such as India and China.

There is tremendous and rapid increase in wealth of consumers in other emerging markets. There is large number of opening of new stores across the globe. Development of market in domestic as well as internationally is the great opportunity. Product expansion and increased product line serves as an opportunity.

The company’s website acts as a key communication tool for the brand to promote traffic in Coach retail stores and department store locations building brand awareness across different countries and thus drives sales.

Threat; Strong competition from the competitors like Louis Button and many other brands in same segment is the major threat. Rise of counterfeit goods under same brand name declines the sale of original and high priced goods manufactured by the company. Due to economic depression there is change in consumer behavior, people try to save a lot and less attracted. Fashion trends changes due change in consumer taste of luxury and new arrivals from other competitors in vogue of current fashion can lead the major threat to company if it continues business on same old design and trends.

Dilution of its brand image.

Conclusion Coach’s strategies emphasize product differentiation to take advantage of a niche market AT an “deteriorate luxury’ segment. As setting Its price In moderate rate, ten middle-income group are also attracted to the brand. New arrivals keep the customer repeatedly buying the products, which contributes the sales in both factory stores and full-price stores. Important things for Coach are to increase its brand awareness globally and to ensure quality of goods is maintained.

The good brand image overcomes the threats from the competitors and makes it a still leading brand in the segment. There are certain weaknesses like geographical concentrations, but as the markets in emerging countries are developing, Coach has business opportunity to enlarge its market share there.

Not only globally but also increasing share in the different markets like men’s luxury products gives Coach another opportunity. Reducing factory stores and increasing full-price stores, especially in the emerging arrest prevent dilution of its brand image.

It’s also important to raise awareness of counterfeit products so consumers can recognize the difference between the counterfeit products and the real products. As far as I see, Coach is doing very well. Coach is positioning itself as “affordable luxury’, which differentiates the brand from other luxury brands.

Market developing in the emerging countries including China and India so forth improves its brand image and awareness. At the same time there is a huge potential to increase its sales by increasing presence within the men’s luxury market.

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Good Case Study About Coach Inc. Case Analysis

Type of paper: Case Study

Topic: Brand , Company , Marketing , Market , Wealth , Products , Training , Business

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Published: 03/18/2020

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Introduction

Background Established in 1941 as a small family-owned business, Coach morphed into a fashion brand over time, providing superior quality fashion goods of modern and classic style. It started operating its own exclusive retail stores in 1980 (Coach Inc., 2014). The Coach brand was sold to Sarah Lee in 1985, and since then, the company has undergone a rapid expansion. The product portfolio of Coach included luggage, briefcases and other fashion accessories, apart from its original men’s and women’s leather bags. Until 2000, Coach mainly operated its stores in the USA before starting to expand into international markets like Japan, Taiwan, and Singapore (Zheng, Intanujit, Kaewket and Kanchong, 2010). The company went public in 2000. Even when other companies experienced decline in their revenues owing to global recession, Coach grew almost 500% between 2000 and 2012 (Karasik, 2014). Coach is one of the most recognized luxury fashion brands in the USA. It has tiered fashion luxury products, ranging from affordable luxury products to super luxury goods. Almost 89% of the total revenue of the company is contributed by its operation in the North America and Japan. 65% of Coach’s revenue comes from the men’s and women’s bags segment (Coach Inc., 2014). Coach follows a multi-channel distribution strategy. Unlike most other fashion brands where most of the revenues are generated by indirect sales channels like wholesalers, supermarket, and third party distributors, Coach earns 76% of its revenue through direct channels (company operated stores) (BAM, 2013). In the USA, Coach consistently has been the best-selling brand in the ladies hand bag segment and the leather accessories, beating world famous brands like Louis Vuitton, Gucci, Prada, and Michael Kors.

Success Factors

The main success factors of Coach include the following: - Tiered Pricing Strategy: Most of the Coach products are placed at the lower end of the luxury segment. The products are priced in such a way that they are not affordable to an average buyer, but they are priced lower than that of Gucci and Louis Vuitton. It has products in each range of the luxury segment. Other companies operating in the luxury segment do not wish to reduce their price to compete with Coach, because they fear that it will dilute their brand image (Egner, 2009). This gives Coach an undue advantage at the lower end of the luxury segment. It only faces competition from a few brands like Polo, Ralph Lauren, Yves Saint Laurent, and Calvin Klein (Lutz, 2013). - World Class Design and Strategy: Coach has always designed products that are better than most of its competitors. All of its production operations are outsourced to low-cost Asian countries, but because of its superior quality control system, it is able to provide the customers with premium quality leather goods (Tuell, 2013). Coach, in terms of providing design and quality in leather bags, accessories, luggage, and briefcases, is second to none. Especially, after recruiting its creative director Reed Krakoff, it has attained an excellence in designing its products (Egner, 2009). - Multi-channel Distribution: Coach follows a multi-channel international distribution model that includes company-owned retail stores and factory stores, department stores, direct mail catalogues, eCommerce websites, and online stores (Cotton et al, 2005). Through these different channels, Coach is able to effectively appeal to different segments of customers who are often overlooked by its competitors for the fear of losing the brand image (Talley, 2013).

Problem Statement

Coach is a well-known brand around the world, but it may face some business challenges in the coming years. Firstly, the company is extremely dependent on two markets, the USA and Japan. From these two countries, the company earns almost 89% of its revenue. This creates an inherent dependency of the Coach business on these two economies (Midgley, 2013). As both these economies are going through a period of sluggishness in the GDP growth, there is a high chance for Coach to experience a similar slowness in its revenue earnings from these two countries (Koncept Analytics, 2013). Therefore, it should start diversifying its business risk by expanding its operation into other countries. Secondly, Coach should introduce a coalition along with other luxury brands to reduce the growth of counterfeit goods. The counterfeit goods in the luxury market account for almost 9% of all the goods sold worldwide. Most of the counterfeit goods originate in China, which, ironically, is one of the largest markets of luxury products. Therefore, it is important for Coach and other companies to work in collaboration with the Chinese government to decrease the market of counterfeit fashion goods (Greenbook, 2012). Thirdly, Coach has a market reputation for designing the best quality classic style handbags and fashion accessories. However, many of its customers complain about the lack of modern style softer leather options and leather trimmed fabric hand bags (Koncept Analytics, 2013). Finally, Coach is facing more competition as more and more companies are beginning to use Coach’s tiered product pricing strategy (Market Publishers, 2014). The competition for Coach especially has intensified in the segment of its luxury products.

Appraisal Section

External Analysis Economic. As the world is going through the aftermath of the subprime recession in the USA and sovereign debt crises in Europe, the luxury segment is exposed a significant risk of slowdown for the next several years (Neate, 2013). However, emerging markets like China, India, Brazil, South Africa, and Russia are expected to grow strongly as the middle-class populations in these countries have more disposable income (Deloitte, 2014). Although the USA, which is the largest market of Coach, has begun to recover, other markets like Europe and Japan are not showing any sign of recovery. Socio-Cultural. Even a decade back, luxury fashion products were only affordable by the rich segment. However, in the last 10 years, more and more middle-class populations have started buying luxury goods, and this has opened up new opportunities for the luxury brands. From the social perspective, companies that shifted their production operation completely to low-cost countries are criticized by the consumers as they fear that the outsourcing will reduce the quality of the products (Global Data, 2013). Globalization.Owing to globalization, companies are able to gain an advantage by outsourcing their operations to cheap labor countries, and also diversify risk by selling their products in many countries. However, globalization creates some risks like exchange rates, government control, uncertainty in the international operation and distribution, and natural disasters. Technology.Like any other industry, fashion industry is also going through massive changes. In order to remain competitive in this industry, even luxury brands need to innovate and bring their products into the market within a short period of time. A turnaround time from design to delivery of six months and longer is not acceptable as most of the competitors are able to deliver their new products into the market within two months of the design conception (Talley, 2013). Also, technologically, online sales are turning into a substantial contributor to the revenue. Political and Legal. Depending on the changes in the political parties that are in power in different countries, the laws and regulations may quickly change for the luxury brands. Therefore, it is necessary for Coach and other luxury brands to collectively bargain with the countries of their operation on the issues like trademark dilution, patent infringement, counterfeiting, and trademark infringement (Market Publishers, 2014). Demographic. The customer segment of the luxury market is defined as individuals with an annual income of $40,000. Globally, it is estimated that almost 600 million people will enter this income level between 2010 and 2025, which makes the luxury segment a hugely promising market growth wise (Global Data, 2013).

Porter’s 5 Forces Model

Threat of New Entrant. The retail industry for luxury goods is continuously evolving. It is relatively easy for new businesses to enter the market, but it is difficult for new brands to sustain in this market if they lack the strong backbone of capital, because establishing a brand image in this market is a time-consuming process (Digital Luxury Group, 2012). Bargaining Power of Buyers. There are different luxury brands for consumers to choose from. Therefore, if a brand lacks quality, premium design, or proper pricing, a customer can easily switch to other brands. However, Coach has an advantage as it offers products at almost all the price points of the luxury product segment (Global Data, 2013). Bargaining Power of Suppliers. Coach is one of the biggest luxury brands in the world. It gives a large quantity of orders to its suppliers. Therefore, its suppliers do not want to lose their contracts. Coach has the higher bargaining power to negotiate price (Global Markets Direct, 2011). Threat of Substitute Products. The main problem in this industry is counterfeit products. Many Chinese suppliers can manufacture products that are mirror images of the top-notch luxury products, except for quality. Therefore, Coach and other luxury brands need to spend a lot of money to prosecute these counterfeiting companies to minimize their loss issuing from this kind of products (Market Publishers, 2014). Rivalry among Competing Firms. The luxury handbags and accessories industry is highly competitive. However, the competition is not based on price, but on product design and quality (Market Publishers, 2014). Companies need to differentiate their brand and products to remain competitive in this market.

Competitor Analysis

The luxury fashion segment is highly competitive. In the USA itself, Coach encounters immense competition from an array of American as well as European luxury brands. The situation is even more difficult in the European market. The French market has one of the highest numbers of international fashion brands in the world, making it one of the most difficult markets for a new entrant. Though the Coach brand is highly established in the US market, it does not have the same brand recognition in the French market (Digital Luxury Group, 2012). Some of the main competitors of Coach in the international market include Louis Vuitton, Hermes, Channel, Bvlgari, Gucci, Armani, Prada, Burberri, Yves Saint Laurent, Ferragamo, Versace, Fendi, Bottega Veneta, and Polo Ralph Lauren (Morning Star, 2014). Apart from the LVMH group, Coach is bigger in size than all the other competitors and one of the most profitable companies in the market. Coach has a small presence in the European market, and it gives Coach a huge scope to explore and expand in that market (Neate, 2013).

SWOT Analysis

Strength. Coach has a strong brand image in the US and Far East Asian market. It is one of well-known affordable luxury brands in the world, leading the market in the USA in the luxury handbag segment, and occupies a second position in Japan, which is the world’s second largest luxury market only next to the USA (Market Publishers, 2014). Coach is the only company among all the competitors to experience continuous growth and profit even during the period of recession. Through its innovative pricing strategy, it was able to reach newer segment of customers, even in a stagnant market (Global Markets Direct, 2011). Multi-channel distribution network is another big strength of the company. Via its five different channels, Coach easily reaches out to a broader customer base than its competitors. Most of its competitors only rely on the direct to customer channels like company owned outlets and high-end supermarkets, whereas Coach is also strong in sales through e-commerce sites, catalogue sales, licensing sales, and sales through wholesalers (Market Publishers, 2014). Coach also offers an excellent customer service. It offers special customer service in terms of refurbishing damaged handbags, and “special request service” such as creating a bag of a specific color as requested by the customer. It spends almost 2% of its revenue in customer care (Global Data, 2013). Coach has a sound financial position. It not only posts profit every year, but also has a debt to equity ratio of 0.05 and a quick ratio of 1.6, which implies that the company has do debt or liquidity issues (Global Data, 2013). Weakness. Coach is fully dependent on the offshore manufacturing in the South East Asian countries, which makes it vulnerable to the risk of lower quality products. The company is also susceptible to the risk of policy changes in those countries regarding outsourcing. All these factors can disrupt the overall supply chain of the company (Market Publishers, 2014). However, the company is no worse than its competitors as others also follow the same practice. Coach is experiencing a declining product margin in recent years, because of many customers buying from its factory outlets and e-commerce sites where the company sells its products at a higher discount. From almost 36% net margin in 2008, the net margin reduced to 31% in the year 2010 (Global Markets Direct, 2011). Coach relies heavily on two markets, the USA and Japan, whereas most of its competitors like Gucci, Polo Ralph Lauren, and Louis Vuitton have an evenly distributed presence across the globe. Coach’s sole reliance only on the two markets subjects it to high risk (Market Publishers, 2014). Opportunities. Apart from the huge opportunities to expand in the European luxury market, Coach also has business opportunities in the developing markets. China, which only contributes 2% of its revenue currently, can become the largest contributor of its revenue in the coming years, as China is slated to become the largest market in the luxury segment by 2025 (Global Markets Direct, 2011). Furthermore, other emerging markets like India, South Africa, Brazil, and Russia are showing enormous potential in the luxury segment. Coach can launch its products in these markets to tap the unexplored potential. With international partnerships, Coach can penetrate the tough European market and tap the potential that the market offers. Joint ventures could also be used to synchronize manufacturing facilities, gaining greater control and improving quality. Online sales are showing a fast growth, even for the luxury products. Therefore, it is important for Coach to make its products available not only through coach.com but also through other wholesalers like Macy’s.com, Dillard’s.com, and other wholesale distributors (Global Markets Direct, 2011). Threats. The USA, which is the biggest market for Coach, has reached a saturation point, because of which the company’s revenue is now growing (Koncept Analytics, 2013). The competition in the low end luxury segment is also intensifying as many competitors have started using the tiered pricing strategy, which was only unique to Coach. For instance, Dolce and Gabbana has launched its D&G brand that caters to the lower segment of luxury customers (Timberlake, 2013).

Recommendation Short Term Recommendation – Expansion in France and Other European Markets - In the short term, Coach should tap the lucrative European market through partnerships and joint ventures. Its partnership with Hackett Limited and Printemps will provide the company with an access to the markets of the United Kingdom, Ireland, Spain, Portugal and France (Koncept Analytics, 2013). - Coach brand is well-recognized in the USA and Japan. However, it does not have the same brand recognition in the European market. Therefore, before entering the European market, Coach needs to spend a lot of money on the brand building exercise in the European market. - Counterfeit products are becoming an issue for the company. In collaboration with the other luxury brands, Coach should exert a pressure on the Chinese government to reduce the market of the counterfeit products (Greenbook, 2012). - As the net margin of the company is on the decline, Coach should start identifying opportunities in Europe, Asia, and Latin America, and rank these countries in terms of profitability, which will provide guidance to the company for long term investment decisions and will also improve the declining profit margin (Global Markets Direct, 2011).

Long Term Recommendation – Expansion into the Emerging Markets

- Based on the analysis done in the short term, Coach should start expanding its presence in the emerging markets, such as China, India, Thailand, Brazil, and South Africa through joint ventures and partnerships (BAM, 2013). - Annually, Coach should review the results of joint ventures in the international market. If it senses that an acquisition will be more profitable and give it more control on the venture, then Coach should try to acquire the joint venture company. - As mature markets are reaching a saturation point, Coach should seek different avenues to grow through product innovation, pricing strategy, and distribution channel strategies. - Men’s fashion handbag is a segment, showing enormous promise in recent years (BAM, 2013). Coach already has an expertise in this area with its large range of products, and therefore, it should further enhance its product portfolio to exploit these growth opportunities.

Coach is one of the most successful luxury fashion brands in the world. It is the only brand that has done exceptionally well, even during the period of recession. The major two markets of the company are the USA and Japan, and this provides the company an opportunity to expand its operation in the European, Asian, and Latin American markets. In the short term, the company should try to penetrate the European market via partnerships and joint ventures. The company should also create a consortium of fashion brands to counteract against the counterfeit products from China. It should continue with its multi-channel distribution strategy to address a broader base of customers. In the long term, Coach should try expanding into high-growth emerging markets like China, India, Brazil, and Russia. With its strong financial base, great classic design styles and superior quality, Coach is certain to achieve success in the new markets.

Broyhill Asset Management (BAM). 2013. Coach, Inc. [Online] Available at: http://gallery.mailchimp.com/443e8872e35ccdde12b72e8cd/files/COH_Thesis_Mar_13_.pdf?utm_source=Broyhill+Asset+Management+Research&utm_campaign=6bba3c3f09-Put+Me+In+Coach!!&utm_medium=email [Accessed 30 Nov. 2014]. Coach Inc. 2014. Company Profile. [Online] Available at: <http://www.coach.com/online/handbags/genWCM-10551-10051-en-/Coach_US/CompanyInformation/InvestorRelations/CompanyProfile> [Accessed 30 Nov. 2014]. Cotten, C., Butts, J., Stevens, H., Kosarak, R. and March, M. 2005. Analysis of Coach Inc. Tech Investment Research Group. [Online] Available at: http://mmoore.ba.ttu.edu/ValuationReports/Coach.pdf [Accessed 30 Nov. 2014]. Deloitte. 2014. Global Powers of Luxury Goods 2014 in the Hands of the Consumer. [Online] Available at: http://www2.deloitte.com/content/dam/Deloitte/ch/Documents/consumer-business/ch-cb-en-global-powers-of-luxury-goods-2014.pdf [Accessed 30 Nov. 2014]. DeMaiolo, D. 2011. Coach Inc. [Online] Available at: <http://danieljosephdemaiolo.files.wordpress.com/2011/10/coach-case-4.pdf> [Accessed 30 Nov. 2014]. Digital Luxury Group. 2012. The World Handbag Report. [Online] Available at: <http://www.worldhandbagreport.com/wp-content/uploads/2012/11/WorldHandbagReport-Extract.pdf> [Accessed 30 Nov. 2014]. Egner, T. 2009. Strategy Analysis - Coach Inc. Munich, GRIN Publishing GmbH. [Online] Available at: <http://www.grin.com/en/e-book/135450/strategy-analysis-coach-inc> Accessed 30 Nov. 2014]. Gadgil, P. R. 2011. Coach Inc.: Is Its Advantage in Luxury Handbags Sustainable?. [Online] Available at: <http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved=0CCkQFjAC&url=http%3A%2F%2Fwww.pranavgadgil.weebly.com%2Fuploads%2F6%2F7%2F1%2F9%2F6719151%2Fcoach_case_analysis.docx&ei=pVp7VNekMcfksASf5oDYAQ&usg=AFQjCNEPpApZxPXp_fbHJjfHx9NGsGWpyw&sig2=gmXRsS9rcDnkEYbmNpJFKw> [Accessed 30 Nov. 2014]. Global Data. 2013. Coach, Inc. 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Coaching case study: a case of improving job performance at the workplace.

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Coaching Case Study By Wai Han Ho (Career Coach, SINGAPORE)

Clara, a Senior Manager in mid-30’s, working in a multinational organization.

Current challenge:

Clara had recently been promoted to a new position in her organization, resulting in her reporting to a new line manager. She has not been able to establish a rapport with her new line manager, resulting in a loss of confidence .

Why is this a problem?

Clara has a group of 10 managers reporting into her in her new role. If she is not able to establish a rapport with her new line manager, her reporting team may be affected due to non-alignment between the managers.

With her continued loss of confidence, Clara may become disengaged in her job, resulting in loss of performance herself. This may result in financial implications eventually.

She may also seek new opportunities in other organizations to avoid dealing with her current issues. While that will resolve her current situation, there is a need to confirm the underlying issue and put together an action plan so that the situation will not resurface in her new job, if she decides eventually to move to another opportunity.

Coaching Skills

Establishing the coaching agreement.

As a start, Clara was presented with the coaching agreement by the coach. This was to assure her that all discussion would be confidential. Clara was also informed that no advice would be provided as part of the coaching session but that the coach will work with her as a partner on her concerns.

Coaching Presence

The coaching location was mutually agreed to be at a coffee place where both coach and Clara could concentrate on the coaching session, undisturbed for the 1 hr coaching session. This was to ensure coaching presence throughout the coaching session. This would also ensure a building of trust and intimacy between the coach and Clara.

Wheel of Life

Clara was first requested to complete the Wheel of Life. The intention was for Clara to review all facets of her life and challenge the narrow focus on her current job situation. Clara took a while to identify her top 8 area of priorities. Clara realized during the process of working through the Wheel of Life, that there were much more areas of her life that were important to her and that she had allowed her focus on her current job satisfaction to overshadow the other areas. While marking out her current satisfaction versus target, she also realized that she was doing quite well in her other areas of life.

Practicing Gratitude

The coach then reviewed the concept of gratitude with Clara. Clara noted that five items that she was grateful for. The practice of gratitude helped Clara to relook at her situation and realized that it was not an unresolvable issue.

Identifying Values

The coach then provided a list of values for Clara to review. The coach explained that it was necessary to know our own values as that is the basis by which we make our decisions. Clara picked out values that were important to her after much consideration.

Powerful Questioning

The coach then reviewed the completed Wheel of Life and list of values with Clara. The coach then asked Clara on her reflections at that point. Clara verbalized that her desire was to impart her value system to her two young sons, including resilience in the face of challenges.

Active Listening

The coach then asked Clara for specific instances where she felt discouraged by her new line manager or where she felt she needed more clarification. Clara shared some feedback given to her during her recent one to one with her line manager. Her line manager felt that Clara was not managing her team to the best benefit for the organization. Clara provided some examples of how her team was delivering for the organization and shared that she could not understand why her manager gave her such feedback.

Creating Awareness

The coach then interprets the cases as presented by Clara and reframes it for discussion with Clara. Through the discussion, Clara concluded that her team was not delivering for the organization as she had assumed. She started to consider how her line manager was viewing the situation and how she can be better aligned with her line manager.

Designing Actions

The coach then brainstorm and worked with Clara to define what she will do, how she will do the actions and when the actions will be taken. Clara noted that she will need to review her team’s performance and work out a plan on correcting their performance. She will then approach her line manager to discuss and agree on the action plan before implementation. This would ensure that she would be aligned to her line manager and obtain buy in for her actions to be executed. She set her timeline for three weeks in view of her other obligations.

Through the coaching sessions, Clara was able to regain her confidence as she realized she was doing quite well on her various other areas of life. Practicing gratitude also made her realized that she had many things to be grateful for. Clara was able to recognize the non-performance of her team and consider corrective actions. She was also able to formulate an action plan on how she would approach her line manager with her corrective plan.

Reflection as a coach

As a coach, it is sometimes tempting to provide the client with the answer to save time. However that would not yield sustainable changes as the client has not bought into the problem or solution or both.

It is thus required for coach to walk client through the problem and wait for client to work their way to the solution. As every person is different, the solution may come out totally different to what the coach had initially envisioned.

Coaching with this client has also made me realized that sometimes people get overwhelmed with their daily lives. We as coaches, can help people remember what is important to them by using tools like Wheel of Life or Identifying values. For while we have the capacity to improve on many things in our lives, we need to prioritize those that are truly important to us. Otherwise, what is the point?

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A Case Study Analysis of the Coach–Athlete Dyad in Different Age Grade Nonelite Rugby Union Teams

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The coach–athlete dyad is complex where both parties can often have contrasting perceptions of each other. The purpose of this research was to examine coaching behaviors and perceptions of the coach–athlete relationship across different age grades of rugby football union. Coaches ( n  = 5) and athletes ( n  = 78) from three separate rugby union teams (Child, Adolescent, and Adult) had their training sessions ( n  = 3) analyzed using the Coach Analysis and Intervention System. Athlete perceptions of their coaches’ behaviors were measured via the Coaching Behavior Scale for Sport, while coach perceptions of their relationship with their athletes were measured using the Coach–Athlete Relationship Questionnaire. Prescriptive coaching styles were observed in all coaches as Coach Analysis and Intervention System results showed high levels of explicit behaviors: “instruction,” “direct management,” and “feedback.” All coaches utilized similar time proportions within sessions for Coach Analysis and Intervention System “Practice,” “Playing,” and “Management” states, respectively. Questionnaire results revealed positive perceptions between coaches and athletes for all teams. Despite positive bidirectional relationships, the prescriptive coaching style displayed by all coaches may not align to best coaching practice. Development of a coach’s behaviors, training content, and perceptions through coach education has the potential to enhance their athletes’ sporting experience, athletic development, and sport-specific competencies.

Burns https://orcid.org/0000-0001-6035-7181

Coughlan https://orcid.org/0000-0002-0141-3849

* Smith ( [email protected] ) is corresponding author.

International Sport Coaching Journal

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Related Articles

Article sections.

  • Participants
  • Coach Analysis and Intervention System
  • Coach and Athlete Perception Questionnaires
  • Data Analysis
  • Coach Behavior (CAIS)
  • Training State Time Analysis
  • Coach Perception Questionnaire (CART-Q)
  • Athlete Perception Questionnaire (CBS-S)
  • Conclusions
  • Acknowledgment
  • Author Biographies

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  1. Case Analysis Coach

    The Case Analysis Coach can be used wherever students will be exposed to business case studies or expected to learn by the case method: in advanced undergraduate business courses, as a pre-matriculation requirement for MBA candidates, or as homework in the first semester of business school. The framework in the tutorial will prepare students ...

  2. McKinsey, BCG & Bain case interview prep

    McKinsey, BCG & Bain case interview prep | CaseCoach Something went wrong. Success Action is complete. Prepare for success in McKinsey, BCG and Bain interviews The market-leading toolkit preparing you for all aspects of consulting interviews. Built on the expertise of former McKinsey interviewer Enguerran Loos.

  3. PDF Case Analysis Coach

    The Case Analysis Coach is a self-paced tutorial that ofers an introduction to the concepts required to analyze and interpret business case studies. It is ideally assigned as students prepare to analyze a case for the first time. Delivered entirely online, the Case Analysis Coach shows students how to quickly establish an understanding of a case.

  4. Harvard Business Publishing Releases Case Analysis Coach

    The Case Analysis Coach concludes with an optional in-depth exercise in which students apply the analysis framework to an included General Management case. During the process of analysis,...

  5. Cases

    The Case Analysis Coach is an interactive tutorial on reading and analyzing a case study. The Case Study Handbook covers key skills students need to read, understand, discuss and write about cases. The Case Study Handbook is also available as individual chapters to help your students focus on specific skills.

  6. Do Your Students Know How to Analyze a Case—Really?

    The Case for Cases: Helping Students Think Critically Business students must develop critical-thinking and analytical skills, which are essential to their ability to make good decisions in functional areas such as marketing, finance, operations, and information technology, as well as to understand the relationships among these functions.

  7. MBACASE

    Transform your communication. Focus your structure. Sharpen your analysis. Get the expert advice you need to conquer your case interviews. Our top-notch team has deep experience in management consulting and case interview coaching & training. Book a private or small group session today.

  8. Case coaching with McKinsey, BCG & Bain alumni

    4020 Reviews Book now From US$154 Trusted Join hundreds of candidates who have used our case interview coaching services and secured roles at top consulting firms like McKinsey, BCG, and Bain in the last 12 months. Tailored Choose a case study coach with consulting experience at your preferred firm and location.

  9. Case Analysis Coach

    Case Analysis Coach Kevin Russell, Allison Monro March 16, 2016 Case Analysis Coach: Sneak Preview • Online, self-paced tutorial that offers a comprehensive yet concise introduction to the key concepts required to read, analyze, and interpret business case studies.

  10. Case Analysis Coach

    The Case Analysis Coach presents a comprehensive, concise framework for analyzing, discussing, and writing about cases.

  11. How to ace case interviews: the free CaseCoach guide

    Analysis: The interviewer and the candidate work through the case together, carrying out analyses and ultimately driving towards a recommendation. This is the part of the case where the candidate will be handling numerical questions, reviewing exhibits, and coming up with creative ideas. It comprises the majority of the time spent on the case.

  12. Case coach

    The "case method" is an approach to learning that encourages students to extract useful lessons from the experiences of others ("cases"). Students study accounts of principles that they can apply in other situations. Cases tend to fall into one of three categories that sometimes overlap: describe a decision faced by the case protagonist.

  13. 8 Coaches Share The Case Studies They Would Highlight To Show ...

    Members of Forbes Coaches Council share the case studies they would highlight to show results. Photos courtesy of the individual members. 1. A Client Who Saw An Increase In Income Over A Short ...

  14. Coach Case Study Analysis

    Coach Case Study Analysis Coach's huge success has been largely attributable to Its focus on quality and stylish products which respond to consumers' needs based on Its extensive marketing research.

  15. Sample Case Studies On Coach Inc. Case Analysis

    Established in 1941 as a small family-owned business, Coach morphed into a fashion brand over time, providing superior quality fashion goods of modern and classic style. It started operating its own exclusive retail stores in 1980 (Coach Inc., 2014). The Coach brand was sold to Sarah Lee in 1985, and since then, the company has undergone a ...

  16. Case interview math: the free CaseCoach guide

    To succeed in case math, we recommend following a four-step process of: 'Verbalize, Calculate, Sense-check, Interpret'. It's important to keep your work tidy and simple, and to communicate with your interviewer as you work through the problem.

  17. Coaching Case Study: Adding Coaching To An Agile Consulting Practice

    Coaching Case Study By Lynn Winterboer(Agile Coach, UNITED STATES) I have been an "Agile Coach" for 10 years, and in my ICA journey, several other students have asked me what "Agile Coaching" is. This case study explains how I brought coaching into my Agile consulting profession using two real-life examples of people who were unsure of ...

  18. Coaching Case Study: A Case of Improving Job Performance at the Workplace

    2017/12/05 Coaching Case Study By Wai Han Ho (Career Coach, SINGAPORE) Client: Clara, a Senior Manager in mid-30's, working in a multinational organization. Current challenge: Clara had recently been promoted to a new position in her organization, resulting in her reporting to a new line manager.

  19. Case Startup Kit: Entrepreneurship

    Case Startup Kits are designed to help aspiring case teachers start using cases in their courses. Each brief, recent case comes with a teaching note. The additional materials provide support for educators and students who are new to cases, as well as support for teaching cases online. Entrepreneurship Teaching and the Case Method.

  20. Case Analysis Coach

    Case Analysis Coach - Free download as PDF File (.pdf), Text File (.txt) or read online for free. s

  21. Case Analysis Guide

    Case Analysis Guide - Free download as PDF File (.pdf), Text File (.txt) or read online for free. Case Analysis Guide

  22. The ultimate guide to case interview frameworks

    The top-10 case interview frameworks The profitability framework The profitability question in a case interview is a classic. In our analysis of the types of case questions most commonly asked by McKinsey, BCG and Bain, profit improvement topped the list, accounting for 20% of the case questions reported.. As illustrated in the graphic below, profit is defined as revenue minus cost, where ...

  23. A Case Study Analysis of the Coach-Athlete Dyad in Different Age Grade

    The coach-athlete dyad is complex where both parties can often have contrasting perceptions of each other. The purpose of this research was to examine coaching behaviors and perceptions of the coach-athlete relationship across different age grades of rugby football union. Coaches (n = 5) and athletes (n = 78) from three separate rugby union teams (Child, Adolescent, and Adult) had their ...

  24. Browns' Deshaun Watson May Have To Re-Testify In Outstanding Sexual

    Despite serving an 11-game suspension for his off-the-field misconduct, Browns QB Deshaun Watson could face additional punishment from the league depending on the results of two outstanding cases.