The case of Braccialini, a leading Italian leather manufacturing brand, has been investigated keeping in mind the brand’s operations management strategies. The purpose has been to evaluate the strategic roles of different operations followed by the brand. Prioritising strong indigenous culture has been a major reason behind the brand’s success and the top management ensures the culture is integrated within the work procedure. Accordingly, the study focuses on the international operations of the brand. Braccialini’s leadership is found to be consistent across different geographic regions and the brand has recently increased the strategic alliance with different international brands in order to ensure sustainable business development.
The study reflects on the various aspects of operations management and its application in real life scenarios taking into consideration the case of Braccialini Group, a leading Italian manufacturer in the leather goods segment. The study attempts to analyse the operations management strategies followed by the Braccialini Group. Initially, the strategic roles of various operations have been identified. Accordingly, transformed and transforming resources used in the production process have been focused and finally, the abroad operations have been evaluated. At the end of the study, different operations parameters have been evaluated that gives rise to competitiveness and finally, a new product design process has been proposed.
1.0 Strategic roles of various operations at Braccialini:
Braccialini is a Florence based leather brand, having reputation for delivering reliable leather goods for over 50 years. The brand is currently operating across 40 different geographic locations with more than 50 mono brands stores across the world (Fashionbi.com, 2015). The entire operations management process in Braccialini can be divided into several sub processes with each of the processes playing a part to ensure success product development strategy. According to Lewis and Brown (2012), operations in a manufacturing unit can be regarded as Manufacturing Operations Management (MOM), depending on which the success of entire manufacturing process can be determined. When it comes to Braccialini, the MOM process consists of following operations:
Market Potential Assessment:
The R&D department of Braccialini is first responsible for conducting a market research in order to assess the market potential. The department first attempts to analyse the target demography. Then, the future prospect in the preferred region is analysed. As per Shepherd and Patzelt (2013), proper segmentation, targeting and positioning is a primary objective that brands need to emphasise on. The STP policy becomes easier, since, Braccialini targets both the men, women and kids segments. However, proper segmentation still plays crucial role behind successful assessment of the market potential.
Factors like the location for manufacturing, plant capacity and the availability of manufacturing facilities remain some points of interest for the project management team of Braccialini once the reports are published by the R&D department. According to Barratt, Choi and Li (2011), improper infrastructure assessment has been the reason behind a considerable number of failed manufacturing processes. Hand bags, belts and wallets accounts over 80% of the overall manufacturing process. Thus, infrastructure assessment makes sure the majority of the capacity utilisation is covered by the manufacturing of these products.