By raising questions and providing scenarios for success, this book embraces fashion brand development in current turbulent retail environments. A brand must have an essence; it needs to respect a philosophy, abide by values and follow clear processes. A brand’s success and sustainability follow specific rules, nonetheless for fashion brands. But do fashion brand management rules apply in today’s turbulent times? Acknowledging and going beyond branding theory, this book challenges knowledge and practices that have been guiding fashion retail brands for many years. Co-written by an academic researcher and a retail consultant with 30 years of experience, this practical guide offers not a process that fashion brands must follow, but potential avenues for survival in today’s retail market and facing today’s customers. Professionals and students of fashion retailing and branding will appreciate the detailed case studies that illustrate revisited concepts and thought-provoking suggestions on how to make decisions for an uncertain future.

"By raising questions and providing scenarios for success, this book embraces fashion brand development in current turbulent retail environments. A brand must have an essence, a heart; it needs to respect a philosophy or abide by values. A brand's success and sustainability follow specific rules, nonetheless for fashion brands. But do fashion brand identity rules apply in today's turbulent times? Acknowledging and going beyond branding theory, this book challenges knowledge and practices that have been guiding fashion retail brands for many years. Co-written by a Sorbonne researcher and a retail consultant with 30 years' experience, this practical guide offers not a process that fashion brands must follow, but potential avenues for survival in today's retail market and facing today's customers. Professionals in and students of fashion retailing and branding will appreciate the detailed case studies that illustrate main concepts, and thought-provoking suggestions of how to make decisions for an uncertain future"--

Managing uncertainty has become a new business imperative. Technological discontinuities, regulatory upheavals, geopolitical shocks, abrupt shifts in consumer tastes or behavior, and many other factors have emerged or intensified in recent years and together conspire to undermine even the most carefully constructed business strategies. Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times addresses these new challenges, assessing the sources of business turbulence, how to classify uncertainty, and the different ways in which uncertainty can be embraced to allow greater innovation and growth. Drawing on examples from around the world, the book presents the most recent ideas on what it means to manage uncertainty, from practitioners, academics, and consultants. Addresses the challenges of managing uncertainty in business Presents a step-by-step guide to managing business uncertainty Draws examples from major international companies, including Intel, Procter & Gamble, Siemens, Boeing, Quinetiq, Philips, China Telecom, Ford, Apple, Shell, Glaxo SmithKline and many more Written for business leaders and managers looking for new ways to ensure that their businesses continue to thrive in a world of increasing complexity, Managing Uncertainty presents new and innovative ideas about reducing risk by understanding difficult-to-predict shifts.

This book draws upon resilience research and best practices to answer the question: 'How can leaders move ahead in the face of adversity?' and aims to help leaders thrive in the face of adversity.

The current downturn may prove more brutal than most previous recessions. It's already hammering companies in markets around the globe. It will test businesses to their fullest-many won't survive. But downturns present strategic opportunities, too. In fact, many more companies achieve dramatic gains during recessions than in normal times. How to ensure your company emerges successful? In Winning in Turbulence, a new volume in the Memo to the CEO series, Bain & Company downturn strategist Darrell Rigby provides the playbook. He presents a powerful framework and diagnostic tool (available in the book and online) for assessing three dimensions of your situation: Your industry's sensitivity: How hard is it hit by this downturn? Your company's strategic position: Are you an industry leader or follower? Your firm's financial position, including cash reserves. The author then explains how to craft an action plan tailored to the situation you've diagnosed, providing tools for: Cutting costs intelligently-sustaining your margins and brand Boosting revenue by refocusing your sales force on the right customers Channeling resources into your core businesses Preparing for bold moves, such as game-changing acquisitions Timely and practical, this book positions you to survive a downturn and emerge stronger once the recovery begins.

If you've ever dreamed of working at Vogue, photographing supermodels, or outfitting celebrities, In Fashion will equip you with everything you need to know to get an “in” into fashion. Former beauty and fashion news director of Harper's Bazaar and editor in chief of Seventeen, Annemarie Iverson—the outsider’s insider—knows just how to get noticed and stay on top. In Fashion is packed with her insightful tips, along with advice from leaders at Michael Kors, Bergdorf Goodman, Condé Nast, and more. Straightforward, honest, and insightful, Iverson has put together a book that will help you determine your best fashion career fit will providing a bird’s eye view into the most elite fashion companies. Along the way, you’ll learn what school may be best for you, as well as how to write a chic resume, handle the pressures of a fast-paced environment, hone your skills to make you a success in your ideal job, and more. The most comprehensive guide available for a notoriously competitive industry, In Fashion exposes all of its seams, with plenty of details on what it's like to work at dozens of of elite and cutting-edge companies. Whether you're just getting started or are considering a career switch, In Fashion offers all the resources you need to land your dream job in fashion.

From Pulitzer Prize–winning author and esteemed presidential historian Doris Kearns Goodwin, an invaluable guide to the development and exercise of leadership from Abraham Lincoln, Theodore Roosevelt, Lyndon B. Johnson, and Franklin D. Roosevelt. The inspiration for the multipart HISTORY Channel series Abraham Lincoln and Theodore Roosevelt. “After five decades of magisterial output, Doris Kearns Goodwin leads the league of presidential historians” (USA TODAY). In her “inspiring” (The Christian Science Monitor) Leadership, Doris Kearns Goodwin draws upon the four presidents she has studied most closely—Abraham Lincoln, Theodore Roosevelt, Franklin D. Roosevelt, and Lyndon B. Johnson (in civil rights)—to show how they recognized leadership qualities within themselves and were recognized as leaders by others. By looking back to their first entries into public life, we encounter them at a time when their paths were filled with confusion, fear, and hope. Leadership tells the story of how they all collided with dramatic reversals that disrupted their lives and threatened to shatter forever their ambitions. Nonetheless, they all emerged fitted to confront the contours and dilemmas of their times. At their best, all four were guided by a sense of moral purpose. At moments of great challenge, they were able to summon their talents to enlarge the opportunities and lives of others. Does the leader make the times or do the times make the leader? “If ever our nation needed a short course on presidential leadership, it is now” (The Seattle Times). This seminal work provides an accessible and essential road map for aspiring and established leaders in every field. In today’s polarized world, these stories of authentic leadership in times of apprehension and fracture take on a singular urgency. “Goodwin’s volume deserves much praise—it is insightful, readable, compelling: Her book arrives just in time” (The Boston Globe).