Asset-stock accumulation ( 資產存量的積累 )

The variable customer data and information process asset- stock accumulation. In this case, during the operation, Land’s End gained a lots information such as customer comments, famous goods which was bought from customers.

Barriers to erosion ( 侵蝕的障礙 )

The degree of sustainability is determined by the height of four “barriers to erosion”, each barrier

contributes to sustaining competitive advantage. The four barriers are described Lands’ End’s custom

apparel program to illustrate each one’s contribution.

1. Development and implementation barrier

2. IT assets barrier

3. Complementary resources barrier

4. First-mover advantage barrier.

Capability development ( 能力發展 ) - Land’s End focused e-Commence business before Sears’s acquisition. Consumer familiar with

Land’s End on e-Commence business rather than retailer outlet selling. After the buyout of

Lands’ End by Sears, of course, produces an entirely new set of complementary resources to be

leveraged. Among the most obvious are the opportunities to develop a “bricks-and-clicks”

synergy with customers and to leverage Sears’ customer list.

- Customer need go in the store and get your body scanned which involved taking clothes off.

Now, you just need to sit front on the computers and within 2 minutes answer questions that you

already know. You do not have to break out a tape measure.

- As before, Land’s End through paper catalogs and taking and fulfilling orders, after that they do

the innovation which use Internet technology. Its traditional competencies “fit” with its newly

needed Internet ones.

1) How is Land’s End custom tailoring program doing at the time the case ends? From public

sources and by reviewing the website, assess the current state of the initiative. What would

you do if you were put in charge of the program? What are the implications of the Sears

Merger? What should ASI be doing?

Answer: Lands’ End acquired by Sears. After ran t

1 year later,