The Effectiveness of the UGG Brand Management Research Paper - 1

The Effectiveness of the UGG Brand Management - Research Paper Example The history of UGG  ® registered trademark of Australia began in 1978, when Brian Smith, a young surfer, introduced his sheepskin boots in California and became popular among surfers. It was acquired by Decker’s outdoor corporation in 1995. In the next couple of years, the product line grew to include two boots, four slippers, and a few casuals. It was only in 1998 that UGG  ® came in the list of the world’s finest footwear. UGG  ® was positioned as the high-end luxury product and brand and a matching appropriate marketing and distribution strategy were adopted. This high-end product, the symbol of luxury and comfort, soon started expanding beyond Australia and beaches of California. In 2003 it was named brand of the year in footwear news. The brand promise of UGG  ® is an accessible luxury. Their products fit into the everyday life of the customers. Their products are fashionable, comfortable and yet attainable and that explains their philosophy. The target cus tomers are those people who value luxury, comfort and highest quality footwear. The quality is ensured by using the highest quality of leather, suede and the world’s finest sheepskin. Their mission statement is â€Å"UGG  ® Australia markets the premier brand in luxury and comfort.† UGG has their concept stores in North America, Europe, and the Asia Pacific. Apart from that they have their own authorized retailers and authorized online retailers almost all over the world (UGG, 2011). Today’s world is flooded with brands. We have witnessed the branding of almost everything around us including people. Even places, institutes, events, literally everything is branded.  

Strategic Management of Health Care Organizations Essay - 2

Strategic Management of Health Care Organizations - Essay Example o not use adaptive strategies to increase profits; they can use them to insure and increase future funding, program effectiveness, and client satisfaction (McNamara, 2007). However, are formal program evaluations necessary in organizations funded by federal and state resources? According to Milstein and Wetterhall (1999), evaluations are â€Å"essential†, despite that fact they are not preformed a regular basis. McNamara (2007) seems to agree with Milstein and Wetterhall and discusses myths of program evaluation and suggests these myths have caused a reduction in program evaluations. The first myth addresses the thought of too much â€Å"useless data† (McNamara, 2007). Often there uncertainties in what program information is necessary for an effective evaluation and useless information is collected (McNamara, 2007). However, during program planning, evaluation methods can be determined to avoid uncertainties and aid in a continual process of program evaluation by using outcome measures. The information gained using outcomes can assist in determining adaptive strategies for the organization (Ginter et al., 2002 and McNamara, 2007). For example, if an organization provides transportation for clients and outcome measures indicate that many clients are not able to use this program due to space limitation, the organization may consider expanding the scope of their transportation program. The second myth is the success and failure of a program (McNamara, 2007). Many individuals look at program evaluation as black and white, either right or wrong. On the contrary, effective program evaluation methods assist in identifying the strengths and weakness of a program. Evaluations can assist the organization in troubleshooting the weaknesses and strengthening the overall program. Using the previous example, the evaluation allowed the organization to see strengths and weakness in the transportation program. The community took advantage of the transportation program (strength)