Compliance of Mission, Vision and Initiatives of Levi Strauss & Co

This document discusses the compliance of the mission, vision, and initiatives of Levi Strauss & Co. It also explores the drivers towards sustainability and positions intended for increasing profit.

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Table of Contents
Question 1: Compliance of the Mission, Vision and the Initiatives of Levi Strauss & Co.............2
Question 2: The Drivers towards Sustainability.............................................................................2
Question 3: Positions Intended for Increasing Profit.......................................................................3
Question 4: Elements that Company Should Eliminate for Increasing Profit.................................3
Resources:........................................................................................................................................6

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Question 1: Compliance of the Mission, Vision and the Initiatives of Levi Strauss & Co
The mission of the company lies in sustaining a commercial success as one of the global
company of the branded apparel. Levi Strauss & Co also works towards balancing the goals of
the profitability, return on the investment, market positions of leaders and the superior service
and products as a part of its mission. The Company also looks forward to maintaining a
productive and safe working environment often characterized by teamwork, fair treatment,
personal accountability, open communication and the opportunities of development and growth.
The vision of the company identifies it as embodiment of events and energy that inspires people
with pioneering spirit. As far as the strategies are concerned, the management team remains
focused in undertaking four initiatives that include (iisd.org, 2013):
 Driving a cost-effective business
 Ensuring the expansion of the brand’s reach and build a balanced portfolio
 Becoming one of the prominent omni-channel retailer
 Improving the cost structure for achieving the operational excellence.
The mission, vision and the strategies all fits together since they sustain the profitable growth
over the longer term for significantly improving the value of the enterprise.
Question 2: The Drivers towards Sustainability
The drivers pushing the business of Levi Strauss & Co towards Corporate Social
Responsibility are as follows (levistrauss.com, 2016):

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 The shrinkage of the government resource led to the adoption of non regulatory and
the voluntary initiatives
 The growing demands for corporate disclosures from the stakeholders that included
the suppliers, customers, communities, employees, activist organization and investors
 Enhanced interest of the customers which also reflects the ethical conduct on
influencing purchase decisions of the customers.
 Growing pressure of the investors as they constantly assess the performance of the
company.
 Competitive labor markets as employees seek out for the employers whose operating
practice and philosophies matches their principle.
 Ensuring supplier relations as the stakeholders are increasingly becoming interested in
the business affairs of the company.
Question 3: Positions Intended for Increasing Profit
These include:
 Ensuring the growth of the profitable business
 Becoming one of the leading omni-channel retailer
 Expanding for More
 Achievement of Operational Excellence
Question 4: Elements that Company Should Eliminate for Increasing Profit
The company should work towards elimination of the risk factors for increasing profit.
These risk factors include:

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 Economic Conditions Influencing Consumer Spending: The anticipation of the
adverse economic conditions as well as uncertainty leads to reduction in inventories,
cancellation of orders and decline in the customer traffic thereby affecting profits.
 Competition within the Global Apparel Industry: The Company faces immense
competitive challenges from varied casual apparel wear and Jeanswear companies that
might lead to sales reduction thereby affecting the profitability of the firm (Taplin, 2014).
 Intense Pricing Pressure: This results in the reduction of the gross margins of products,
enhances the demands of the retailer and enhances pressure on reducing the operating
expenses and the production cost (Fernie, 2014).
 Enhanced Price of Raw Materials: This negatively influences the financial results of
the firm.

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Resources:
Fernie, J. (2014). 02 Relationships in the supply chain. Logistics and retail management:
Emerging issues and new challenges in the retail supply chain, 35.
iisd.org (2013). Retrieved from http://www.iisd.org/business/issues/sr.aspx
levistrauss.com. (2016). Growing with purpose. 2016 annual report. Retrieved from
http://levistrauss.com/wp-content/uploads/2014/01/Levi-Strauss-Annual-Report-2016-
1.pdf
Taplin, I. M. (2014). Global commodity chains and fast fashion: How the apparel industry
continues to re-invent itself. Competition & change, 18(3), 246-264.