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Retailers might dream of completely loyal shoppers, who visit only its stores for all their purchases. But such dreams are, …
20 Thursday Nov 2025
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Retailers might dream of completely loyal shoppers, who visit only its stores for all their purchases. But such dreams are, …
09 Thursday Oct 2025
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When the American car industry dominated the world, as was the case for most of the twentieth century, Detroit staked …
10 Thursday Apr 2025
Posted in Chapter 16: Supply Chain Management
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barbie, merch, Movie, restructure, scm

Recall when virtually everywhere you looked, all you saw was Barbie? In 2023, the year the blockbuster The Barbie Movie appeared in theater screens, doll-related content was ubiquitous. Across social media trends, Halloween costumes, and sky-high billboards of Margot Robbie’s perfect face, Barbie’s popularity reached new heights, captivating audiences and also generating the best box office receipts in all of Warner Brothers’ history.
Yet Warner Brothers does not own Barbie; Mattel does. The toy company likely had anticipated the buzz that the movie would create for its products, considering how quick it was to capitalize on its success with new product introductions and tie-ins. As a result, the Barbie brand achieved 24 percent growth in the last quarter of 2023, enabling Mattel to announce impressive revenues overall. The company also gained an enviable, substantially improved financial position.
Posting strong revenues is great, but Mattel also knows that sustaining such success requires additional strategic plans. The toy market overall also continues to be buffered by broader challenges, including the persistent difficulty of appealing to kids who are hooked on video games and smartphone applications. Therefore, Mattel has taken its newly expansive financial resources and invested them strategically. In particular, it has allocated substantial resources to overhauling its supply chain, seeking to make it more dynamic and responsive to shifting consumer tastes. In this process, Mattel shuttered some factories and indicated plans to eliminate some less popular brands; outsourced production of other product segments; and also consolidated the production process for its American Girl brand.
By adopting these distinct and specific strategies for its different brands, Mattel gained new reserves of slack resources, which it could reassign to its most popular and profitable toy categories. The goal of this redesigned approach is to account for persistent and current trends, as well as seasonal market patterns. Of course, Barbie herself benefitted greatly from the restructuring. The brand remains the most popular doll property for Mattel and its second-most popular toy property overall.
Beyond the production restructuring, Mattel indicated its openness to new partnerships with other toy brands, such as Hot Wheels, Fisher-Price, and Uno. Then, reflecting its recognition of the vast benefits that can result from successful movies, Mattel’s film subsidiary division announced its first animated film, featuring characters and storylines from Bob the Builder. Many other movies and television shows reportedly are in development, and why not? The success of The Barbie Movie gave Mattel a clear indication of the possibilities of leveraging its intellectual properties in various, creative ways.
Discussion Questions
Sources: Granth Vanaik, “Mattel’s Quarterly Loss Smaller than Expected as Cost Cuts Pay Off,” Reuters, April 23, 2024; Liz Young, “Taking a Lesson from Barbie, Mattel Builds a More Nimble Supply Chain,” The Wall Street Journal, October 13, 2024; Nate Delesline III, “After ‘Milestone Year’ Mattel Targets $200M In Cost Savings,” Retail Dive, February 9, 2024
03 Thursday Apr 2025
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What images does the word “Italy” conjure for you? For some, it’s delicious pizza and pasta. For others, it’s beautiful scenery and winding roads through vineyards, all under a Tuscan sunset. But for some people, understanding the true beauty of Italy means recognizing the designs that it has sourced, especially those represented by high-end automobiles and luxury fashion.
And Italist, a company that has partnered with more than 2,000 luxury brands to sell designer apparel at discounts, aims to leverage and cater to the vision of Italy as the fashion epicenter. It operates in what historically has been called luxury’s grey market, such that the marketplace sells authentic products at a significant discount. Many of the firms competing in this sector achieve the ability to offer discounts by engaging in strategic parallel importing, which enables them to take advantage of varying pricing across regions. If a Saint Laurent bag sells for $2,800 in mainland Europe, the same product might be offered for $3,700 in South Korea. Grey market companies make the products available to buyers in Korea at the same price they would charge to shoppers in Germany.
In many cases, national rules and regulations discourage such practices. Instead of working around these nationally imposed laws though, Italist takes a different and more straightforward approach: It pays all the customs fees and duties upfront. Thus for example, it pays sales taxes in the United States and local VAT taxes in European countries—the first grey market luxury brand to do so. Not only does this strategic choice help it avoid sanctions or fights with local authorities, but it also saves customers from having to pay those additional fees.
Beyond its legal and pricing strategies, Italist’s product assortment represents a critical component of the value of its offering. Its curated selection is unique and proprietary. Italist especially prides itself on offering trending products, still at discounted prices, before any of its competitors can list the items. In an extension of this effort, Italist invests strongly in brand discovery, seeking out and offering luxury brands that may not be widely known—yet.
With these carefully thought out approaches to pricing, logistics, and assortments, Italist enjoys an enviable position. During a period of overall decline in luxury goods markets throughout 2024, Italist reported revenue increases. Despite rising logistics costs worldwide, including more oppressive customs fees in many nations, the company also has maintained its four-day free shipping standard worldwide.
As Italist eyes further global expansion, the company also acknowledges the challenges associated with certain markets. It has had trouble selling in China, where the central government strongly prioritizes and promotes websites run by Chinese-based companies. Doing business in the United States also appears likely to become more difficult, assuming that the new tariffs threatened by the Trump administration get imposed. The extent of the impact on Italist and its go-to-market model remains to be seen, but if the United States starts to impose substantial tariffs on products imported from Europe, U.S. consumers will likely find some of the prices they have come to expect on Italist reach unexpected levels.
Discussion Questions
Sources: Elizabeth Paton, “Luxury’s Gray Market Is Emerging from the Shadows,” The New York Times, August 24, 2021; “Italian Luxury Fashion at a Discount: Italist’s US Expansion,” PYMNTS, August 28, 2024; Sharon Edelson, “Italist Continues to Grow in the Luxury Ecommerce Marketplace,” Forbes, January 17, 2025
28 Thursday Nov 2024
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LEGO blocks have long been credited with helping children learn, by allowing them to experiment, test out new ideas, and …
07 Thursday Nov 2024
17 Thursday Oct 2024
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Amazon is set to launch a new service that focuses on shipping low-cost fashion wear, household goods, and other products …
24 Tuesday Sep 2024
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When Jennifer Lawrence accepted her Academy Award for Best Actress in 2013, she tripped and fell on her way up …
15 Thursday Aug 2024
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From podcasts to infomercials, glamping to motels, the retail world seems to love inventing new products, then describing them by …
18 Thursday Apr 2024
Posted in Chapter 16: Supply Chain Management
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AI, Amazon, Robots, Warehouses
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Amazon’s ethos seems best summarized in series of buzzwords: Quicker! Cheaper! Better! While there remains some debate about the net value of …