PAPER ASSIGNMENT In this module, make a market analysis of Lululemon's customer segments. Within each segment what are Lululemon's resources and capabilities? This includes an assessment of Lululemon's core competencies, distinctive capabilities, and tangible and intangible resources.

Make a market analysis around the customer including Segmentation for LuLulemon. Alwaystrytodivideyourtarget marketintousefulslicesorsegments.MarketSizeandGrowth. You need to be able to measure and quantify your market.

What are some Market Trends? You need to understand what's going on with your market. What marketing trends and fashions do you see having an influence on your market segments?

Within each segment, what are some of the company's most important goals?

Compare the strengths, and weaknesses of thecompany across each segment. This includes an analysis of resources and capabilities for each segment and Lululemon's ability to sustain a competitive advantage.Summaries the overallStrengths/Weaknesses (See Section 3.4) for Lululemon

3-4 Outsourcing Concerned with how components, nished goods, or services will be obtained, 9_u_t_9_ugi_r_1_g external supplier. Not-forprot agencies as well as for-prot organizations actively engage in outsourcing. '3 Firms engaging in effective outsourcing increase their exibility, mitigate risks, and reduce their capital investments. Moreover, in some industries virtually all rms seek the value that can be captured through effective outsourcing. However, as is the case with other strategic management process decisions, careful analysis is required before the rm decides to outsource. -.- And if outsourcing is to be used, rms must recognize that only activities where they cannot create value or where they are at a substantial disadvantage compared to competitors should be outsourced. 3!". Experience suggests that virtually any activity associated with the value chain functions or the support functions may fall into this category. We discuss different activities that some rms outsource in the Strategic Focus. We also consider core competencies that rms to whom others outsource activities may try to develop to satisfy customers\" future outsourcing needs. Outsourcing can be effective because few, if any, organizations possess the resources and capabilities required to achieve competitive superiority in each value chain activity and support function. For example, research suggests that few companies can afford to internally develop all the technologies that might lead to competitive advantage. 3; By nurturing a smaller number of capabilities, a rm increases the probability of developing core competencies and achieving a competitive advantage because it does not become overextended. In addition, by outsourcing activities in which it lacks competence, the rm can fully concentrate on those areas in which it has the potential to create value. There are concerns associated with outsourcing. 1'?- Two signicant ones are the potential loss in a rm's ability to innovate and the loss ofjobs within the focal rm. When evaluating the possibility of outsourcing, rms should anticipate possible effects on their ability to innovate in the future as well as the impact of losing some of their human capital. On the other hand, rms are sometimes able to enhance their own innovation capabilities by studying how the companies to which they've outsourced complete those activities. .15: Because a focal rm likely knows less about a foreign company to which it chooses to outsource, concerns about potential negative outsourcing effects in these cases may be particularly acute, requiring careful study and analysis as a result. 1E Deciding to outsource to a foreign supplier is commonly called offshorfng