This report is based on a ?Case Study which is attached. 2) There is no required number of ?sources; please just include how many
NO PLAGIARISM
PLEASE NOTE BEFORE READING: 1) This report is based on a Case Study which is attached. 2) There is no required number of sources; please just include how many you want. 3) The page limit is 5 pages MAXIMUM; please feel free to go under this amount if you want but still make sure to fulfill every requirement. 4) There are a lot of instructions; please read them carefully. 5) As you will see in the instructions, you will have to include charts or graphs, but this information can probably be found online. Please cite as needed.
INSTRUCTIONS FROM THE PROFESSOR:
Read the case thoroughly before you begin the analysis. The assigned cases are intended to give you practice in assembling data to support a decision. It should be emphasized that the case method of learning does not provide an answer to the problem being addressed. In most case discussions, several viable "answers" will be developed and supported by various participants within the total group. It is usually the case that a single "best" course of action is not obvious at the time the decision has to be made; if that situation was common, business decision-making would be easier than it is! At the same time, some courses of action are better supported by the case facts than others. In addition, while what actually happened is sometimes known, in no way should this be interpreted as the correct or incorrect solution. What is important is to develop a framework that will lead you to recognize the best options available. In preparing the cases, don't look for a single answer. Each case will raise a number of issues that need to be evaluated. A good recommendation is one that is based on solid analysis and considers multiple courses of action.
Basic Structure (10%)
– A cover page with your name, the case name, the date, the course name and number
– A 5-page maximum analysis that discusses the key strategic issue, alternatives, recommendation, and implementation/action plan
– Page numbers
– Appendix (additional to the 5-page limit): appropriate chars/graphs (always refer to the charts in your; bibliography
– Grammar
Case Breakdown
Problem Identification – (25%)
– Key Strategic Issue/Problem Identification Section (1/2 to ¾ page)
– A brief background of key relevant information/facts pertinent to the case (usually no more than 3-4 sentences). The goal here is not to provide a summary of the case but to identify the key information/facts presented in the case.
– 1-2 sentences succinctly describing the one primary key issue/problem facing the organization.
-The statement should be direct and actionable (i.e., the problem must be stated in some way that the organization can take action to solve the problem). It should also be strategically focused, not tactically or operationally focused. One way to determine whether an issue is strategic is to ask yourself "what happens to the organization within the next 3-5 years if the issue is not addressed?"
If your answer is "not much" then it is probably not a strategic issue.
3-5 sentences describing the best case, likely case, and worse case scenarios if the strategic
issue/problem is not addressed (i.e., no action is taken). 1-2 sentences for each scenario.
– An Alternatives section (25%)
o Provide an alternatives section to address the key issues (typically 1-1.5 pages). Alternatives must be strategic, and they must be mutually exclusive. For example, two alternatives for an issue could be to
a) buy the competitor, or b) not to buy the competitor – obviously the organization cannot do both. You will usually develop at least 2 alternatives in an analysis. Rarely, if ever, is "do nothing" or "continue to do what they are doing" a strategic alternative for a case.
– For each alternative briefly detail the alternative (1-3 sentences) and then:
– Discuss 2-3 strategic advantages of the alternative (1 to 2 sentences for each advantage)
– Discuss 2-3 strategic disadvantages of the alternative (1 to 2 sentences for each
disadvantage)
– A Recommendation section (20%)
– A Recommendation section where you select 1 (and only 1) alternative from the list above as the recommendation (typically ¼ to ¾ page) – this answers the question of "what should the organization do?"
– Describe 1-3 key decision criteria and/or assumptions, with rationale, that will serve as the basis of the decision (2-3 sentences)
– State the recommended course of action (from your list of alternatives) and possibly provide a little more elaboration of the recommendation beyond its description in the alternative section (1-3 sentences)
– Describe why the recommended course of action is the best alternative and the weaknesses of the other alternatives that prevent them from being selected as the recommendation (2-4 sentences)
– Describe the goals and objectives of the recommendation (2-5 sentences). This must include 1) a stated time frame for achieving 2) appropriate specific goals (profit, market share etc) 3) expected costs and benefits
-Implementation/Action Plan (20%)
o A section discussing the Implementation/Action plan (typically 1.5-2 pages) – this answers the question of "how should the organization go about achieving the recommendation". This is in many respects the most important part of the entire case analysis. This section describes how the organization should go about making the recommendation happen. This section needs to be described in as much detail as possible given the constraints in the case. When you are missing specific data, fill in using sound business judgement. Items to include (this is not necessarily a complete list):
– Description of specific activities that need to be undertaken
– Assignation of responsibilities
– Costs of each activity
– Time frames for each activity
– Measures of success/failure for each activity
-Possible coordination issues
– Possible obstacles/impediments that need to be considered/dealt with to successfully implement the recommendation
Some additional thoughts and comments –
1) Harvard cases must be limited to the time period in which the case occurs. Many people want to
employ solutions that might be appropriate today for a case that takes place in the early 1990's. For
example, suggesting that the company establish CRM technology and utilize big data for solutions is
impractical for a case that occurred in the 1990's. In general, the cases contain all the information
needed to conduct a case analysis- you should not step beyond the scope of the case in writing your
analysis.
2) You cannot read a case once and try to offer a solution. Nor are the solutions "hidden" in the case.
You will have to do considerable research
3) Some cases contain an abundance of information, while others contain a dearth of information- just
like real world decision situations. One of the primary goals of case analyses is to force you to make
sound decisions with the information at hand. You will be graded based on the soundness of your logic
and business thinking. You will not be graded on whether you the "right answer" since cases rarely
have "one right answer"
4) It is expected that you will "fill in" details (i.e., make reasonable assumptions) in a case analysis as
long as you are exhibiting sound business thinking. It is not acceptable to simply create details that
have no basis in reality or that do not exhibit sound business judgment.
5) Be as specific as possible, especially with in the recommendation, implementation/action plan sections.
6) Another primary goal of writing case analysis is to communicate effectively and efficiently. Most
senior managers do not have the time to read a poorly stated/an or poorly thought-out analysis.
A 5-page analysis requires that you write succinctly and clearly. Every word counts.
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TRANSPARENCY AND ETHICS AT EVERLANE1
Karen Robson and Matthew Wilson wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) [email protected]; www.iveycases.com. Our goal is to publish materials of the highest quality; submit any errata to [email protected] i1v2e5y5pubs Copyright © 2021, Ivey Business School Foundation Version: 2021-02-05
Everlane Inc. (Everlane) was a clothing retailer selling modern, everyday basics, such as white T-shirts,
jeans, and backpacks. To set itself apart from other apparel retailers, the company engaged in what it
referred to as “radical transparency,” operating with the principles of sustainability and ethics embedded
into the business. This approach involved disclosing its costs and pricing, being highly selective of the
factories it partnered with, providing detailed information about these factories, and taking steps toward
reducing its use of virgin plastic across its supply chain. 2 Shortly after the COVID-19 pandemic was
declared in 2020, the company faced backlash after laying off a large number of its employees, many of
whom had been organizing to unionize. In addition, allegations of a toxic work environment emerged, and
some questioned whether the company was actually upholding the ethics it claimed to value or was merely
presenting an ethical image. 3 Moving forward, how could the company regain trust and repair its image?
EVERLANE
Michael Preysman and Jesse Farmer co-founded Everlane in 2010 in San Francisco. The company began
as a direct-to-consumer retailer of sustainably produced men’s clothing, and it touted an ethical supply
chain and radical transparency. Under Preysman’s leadership as chief executive officer (CEO), the business
grew: the company hit $100 million 4 in revenue in 2016 and saw its revenue double each year between
2015 and 2018. 5 In 2018, Everlane was listed at number 40 on Fast Company’s list of the world’s most
innovative companies. 6 By 2020, the company had grown to become a retailer of both men’s and women’s
casual apparel and accessories, including jeans, T-shirts, sweaters, shoes, and activewear. These products
were sold online as well as in a small number of retail outlets located in major US cities. 7
PRODUCTS
Everlane clothing could be described as basic; the company typically stuck to neutral colours and minimalist
designs that were well suited to casual offices or weekend occasions. Its women’s clothing came in sizes
XXS to XL, while its men’s clothes came in sizes XS to XXL. In stark contrast to major fast-fashion
retailers such as H&M Hennes & Mauritz Inc. and Zara SA, Everlane did not try to create clothing that was
tailored to trends. Instead, Everlane attempted to create and sell clothing that would stand the test of time.
Preysman stated, “We make products that are timeless in look. . . .The clothing has a current point of view,
but can also be worn in ten years. . . . In our view, the best way to be environmentally sustainable is to
create really great quality clothing that lasts and that has a lasting time stamp.” 8
Distributed by The Case Centre North America Rest of the world www.thecasecentre.org t +1 781 239 5884 t +44 (0)1234 750903 All rights reserved f +1 781 239 5885 f +44 (0)1234 751125
e [email protected] e [email protected] case centre
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To that end, the brand offered Uniform, a line of everyday staples such as jeans, T-shirts, button-down
shirts, sweatshirts, and hoodies. All products within the Uniform line came with a year-long guarantee: for
365 days after purchase, if a customer was not satisfied with their purchase, or if there were any issues with
the item, Everlane would replace it. 9 Prior to initiating this guarantee, the company did extensive testing;
Preysman said, “We did all the testing. Fifty washes. We did stretch testing, color fastness, because things
should last.” 10
For most items not in the Uniform line, Everlane applied its standard return policy, which
allowed consumers to return unworn, unwashed items up to 90 days after purchase. 11
In 2018, Everlane announced its commitment to completely removing the use of virgin plastics from its
supply chain by 2021. 12
Instead, it intended to use plastic water bottles and “renewed” or recycled materials.
In doing so, the company planned to replace all synthetic fabrics with renewed materials, replace all virgin
plastic bags with renewed versions, and eliminate all single-use plastics from its offices and stores.
Preysman estimated that, over the next five years, the company would process about 100 million water
bottles through its system. 13
As a first step toward the goal of being virgin plastic–free by 2021, the retailer launched a collection of
clothing called ReNew, which was composed of clothing made from recycled plastics. The company
website identified products in the ReNew collection and, for each of them, noted that the product was “made
from recycled plastic bottles, diverting waste from landfills and lessening dependency on fossil fuels.”
Products in the ReNew line included cold-weather outerwear such as puffer jackets, parkas, and sweatshirts
made from millions of recycled plastic water bottles. For each garment, the website indicated how many
plastic bottles were used; for example, the reversible hooded puffer coat used 16 recycled plastic bottles.
The garments in the ReNew collection ranged in price from about $50 to nearly $200 per item. 14
Items in another collection, 100% Human, had the words “100% Human” written on them, and a portion
of all sales from this collection were used to support the American Civil Liberties Union (ACLU). The
ACLU worked to defend human rights in a number of ways, including through advocating for racial justice,
fighting for LGBTQ+ rights, and safeguarding voting rights and free speech. 15
To minimize waste and avoid the problem of having excess inventory, Everlane intentionally under-
produced apparel across all its product lines and collections. 16
When demand for an item was much higher
than expected, Everlane allowed customers to enter a waitlist while the garment was manufactured. This
waitlist approach had proven successful for the company; in 2017, for example, it sold out of ballet slippers
after three days, and 28,000 customers subsequently signed up for the waiting list for the shoes. 17
DISTRIBUTION
Everlane products were manufactured in the company’s factories, then transported to warehouses in the
United States and sold to consumers via the Everlane website or retail outlets. Although the company
partnered with one factory in California and a handful of factories in Europe, the majority of its factories
were located in Asia. 18
Before partnering with a factory, Everlane conducted an audit in which it evaluated the working conditions of
the facility; this audit included an evaluation of the wages, the hours worked, and the overall environment. In
addition, all Everlane factories made sustainability a priority. The factory that manufactured Everlane jeans,
for example, recycled 98 per cent of its water and turned the rest of the “sludge” into bricks that were used to
build affordable housing. 19
In total, Everlane partnered with 36 factories around the world, all of which were
listed on its website along with information about the factories’ owners and locations, the number of
employees, and the products that were made in each particular factory. The website also included multiple
photographs of each factory, allowing people to see inside every location. 20
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Everlane had a Black Friday Fund initiative, which used profits generated on the Friday before US
Thanksgiving to support critical but unfilled needs of its suppliers. For example, Everlane discovered that
the majority of employees in its factory in Ho Chi Minh City, Vietnam, drove mopeds to work—but that
they did so without helmets, which were not widely available. In response, Everlane tapped into its Black
Friday Fund to provide helmets to all 8,000 employees at that factory. 21
Another Black Friday Fund
initiative led to the development of a sustainable, pesticide-free method of providing free meals to all 4,000
employees at Everlane’s factory in Bien Hoa, Vietnam. 22
The company began as an online-only retailer—with Preysman saying in 2012 that he would rather “shut
the company down” than open a physical store. 23
Early on, the company offered a delivery service called
EverlaneNow, which allowed customers in New York City and San Francisco to order select items and
receive them within one hour. 24
By 2017, the idea of retail outlets had become much more attractive;
Preysman noted, “Our customers tell us all the time that they want to touch a product before they buy it. . .
. We realized we need to have stores if we’re going to grow on a national and global scale.” 25
The company
opened its first brick-and-mortar outlet in 2017. By 2020, the retailer had seven store locations in New
York, California, Texas, and Massachusetts. Storefronts were deliberately free of mannequins so that people
walking by could see customers and staff inside the stores. Preysman said, “The people are the important
component of the store, not product.” 26
PRICE
The Everlane website explained the company philosophy about pricing by stating that “We believe our
customers have the right to know what their products cost to make.” 27
To that end, the company broke down
its costs for each of the garments available for sale into five categories: material costs, hardware costs,
labour costs, duties, and transport costs. The sum of these costs represented the true cost of the garment.
Everlane then set a price that was typically a markup of two or three times the true cost; it also indicated its
estimate of a traditional retail markup, which it estimated to be five or six times the true cost of a garment.
For example, a garment whose true cost was $54 might retail at Everlane for $168, but would be priced at
about $270 by a traditional retailer. When speaking about the company’s transparent pricing approach,
Preysman said, “People know that we have to make money at the end of the day and they feel good about
supporting someone that is not ripping them off because they trust us.” 28
PROMOTION
When Everlane first opened, it had a “no discounts” approach. However, by 2015, the company had begun
to offer sales promotions with a unique twist: customers were asked to pay what they thought was fair. 29
This “Choose What You Pay” approach involved asking customers to pick from among three different price
options for overstocked items. Each price point came with an explanation of how much profit Everlane
would generate. The explanation of the lowest price option, which was equal to the company’s stated total
costs, said, “$0 to Everlane. This only covers our cost of production and shipping.” The middle option
showed how much profit the company gained at that price point and stated, “This helps cover production,
shipping, and overhead for our 70-person team.” The highest price also showed how much profit the
company gained, but stated, “This helps cover production, shipping, our team, and allows us to invest in
growth. Thanks!” Twelve per cent of customers chose the highest price option. 30
To connect with customers, Everlane had a social media presence on various platforms, including Facebook,
Twitter, Instagram, and Snapchat. However, the company was most active on Instagram and Twitter; as of
September 2020, its Instagram account had just shy of one million followers, and its Twitter account had
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nearly 36,000 followers. The company used these accounts to showcase photos of garments, retail stores,
factories, or influencers, and to share information. Preysman said of the company’s social media presence that
“Social [media] is important to us because it’s naturally transparent, and we push that part of our brand.”
However, unlike the ways many businesses used social media, Everlane typically did not use these platforms
to sell its products directly: most of its social media posts did not include links to purchase the clothing that
was showcased. Rather, the company’s key goal on social media was customer engagement. Preysman said,
“This works for engagement. It’s hard to prove dollars for social. So we know our objective.” 31
EVERLANE’S IMAGE PROBLEM
In early 2020, the COVID-19 pandemic led to stay-at-home orders for citizens, a drastically suppressed
economy, and indefinite closures for a number of retail outlets. Like all retailers, Everlane was forced to adapt
to the situation, and in March of 2020, Everlane laid off over 200 employees. Preysman said, “This is the most
difficult decision I have ever made as a leader. . . . Each of these individuals has contributed meaningfully to
Everlane and we are doing everything we can to support them with the resources we have available.” The
company also noted that each employee who was laid off would receive two weeks of severance pay and that
the company hoped to build its employee numbers back up once the economy improved. 32
The layoffs included 42 of the 57 members of Everlane’s customer experience team—a group that had
announced the previous November that its members intended to unionize. Despite stating this intention, when
the layoffs occurred in March 2020, the group had not yet gained signatures in support of the unionization
effort from the majority of the customer experience team—a requirement for the group to unionize. 33
In
addition, Everlane stated that its layoffs were in response to the pandemic—not the unionization efforts—and
that it did not know which of the laid-off employees were part of the unionization effort. In April 2020,
Preysman released a statement outlining the official reasons for the layoffs (see Exhibit 1).
A few months later, Everlane was still facing criticism and backlash—particularly from a number of former
employees who accused the company of being anti-Black and anti-union, and of having a toxic internal
culture. In response, the organization undertook an internal investigation, which ultimately confirmed many
of the accusations. The investigation revealed that, among other issues, Black models and people of colour
were described by using insensitive or inappropriate terms, that employees sometimes felt that their
personal space was violated, and that new hires felt unwelcome. These issues were likely exacerbated by
the lack of formal processes employees could use to communicate or escalate their concerns related to
harassment or discrimination. Preysman told his staff that he had faced the “hardest three months of my
life” with the start of the pandemic, and that accusations of an unethical and harmful work environment and
employee layoffs had brought him to tears. 34
NEXT STEPS
Moving forward, the company needed to address several key issues. One issue was financial: the impact of
the pandemic and bad public relations was significant, and Everlane was on track to lose $15 million in profits
in 2020. Another critical issue was the company’s organizational culture. Preysman stated that Everlane had
“urgent work to do to rewrite Everlane’s code of ethics.” The company committed to a number of steps to
rectify the situation: it would open a seat on the board for a Black member and add a Black person to the
company’s senior leadership; the entire company would undergo anti-racism training; and it would team up
with two racism accountability organizations. 35
Despite these promises, the question remained: Was Everlane
telling customers one thing about its ethical values but practising something entirely different? How should
Everlane move forward in a way that adhered to its values, met the needs of its customers, and was profitable?
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EXHIBIT 1: PREYSMAN’S STATEMENT To our community— Over the past three weeks, many of our lives have been turned completely upside down. The COVID-19 pandemic is unlike anything we could have predicted, and it has left no person or business untouched. Everlane is no exception. So when everything goes wrong, how do we do right? It’s been hard, to say the least. I wanted to take this opportunity to be transparent about how we’ve been operating in three areas: our business, our team, and recent unionization efforts at Everlane. With our stores closed indefinitely and our margins eroded—we can no longer operate in the way we had planned. We have taken actions to reduce expenses across every aspect of the business. We cut salaries from our senior leadership team by 25%, and my salary has been reduced to zero during this time. Additionally, we are working directly with each of our supply chain partners to determine how we can move through this period and share the negative impact of the downturn. COVID-19 has spared no part of our business. After considering all of our options, last week we had to let go of many of our talented team members across our part-time and retail teams. It is not something I ever imagined happening at Everlane. All those impacted received severance, and with the new government stimulus package, they will receive 100% of their pay for four months. I truly wish we didn’t have to take this action, and I hope we never have to again. Since then, some have said that Everlane used the COVID-19 pandemic as a way to end internal union- organizing efforts on our customer experience team. We would never do that. Firing as a form of union busting is unethical and illegal. Everlane has and always will support workers’ rights to choose to unionize via the democratic election process outlined by the National Labor Relations Board (NLRB). For more details on this specific situation, you can visit everlane.com/covid19. While we let go of 42 part-time customer experience team members—14% of the total layoff—we were able to convert 16 to full-time positions with health benefits. This has been an incredibly challenging time, and I sincerely apologize to anyone who felt wronged in this process. There are tens of thousands of individuals worldwide whose livelihoods depend on Everlane. During this difficult period, we will continue to support them as best we can and operate in line with our values. We’re not always perfect, but we will always strive to do right by our people, our partners, and our community. Thank you, Michael
Source: Everlane Inc., “An Update from Our Founder,” Everlane, April 1, 2020, accessed September 16, 2020, www.everlane.com/covid19-update.
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ENDNOTES
1 This case has been written on the basis of published sources only. Consequently, the interpretation and perspectives presented in this case are not necessarily those of Everlane or any of its employees. 2 Everlane Inc., “We Believe We Can All Make a Difference,” Everlane, accessed November 9, 2020, www.everlane.com/about. 3 Anna Merlan, “Everlane Reassures Workers, Then Lays Off and Furloughs Hundreds,” Vice, March 28, 2020, accessed September 16, 2020, www.vice.com/en_ca/article/akw9ej/everlane-reassures-workers-then-lays-off-and-furloughs-hundreds. 4 All currency amounts are in US$ unless otherwise indicated. 5 Elizabeth Segran, “How Everlane Is Building the Next-Gen Clothing Brand,” Fast Company, February 22, 2018, accessed September 16, 2020, www.fastcompany.com/40525607/how-everlane-is-building-the-next-gen-clothing-brand. 6 “The World’s 50 Most Innovative Companies 2018, Fast Company, accessed September 16, 2020, www.fastcompany.com/most-innovative-companies/2018. 7 Everlane Inc., op. cit. 8 Mallory Schlossberg, “This Hot $250 Million Start-Up Is Being Called J. Crew for Millennials,” Business Insider, March 7, 2016, accessed September 16, 2020, www.businessinsider.com/everlane-is-projecting-major-growth-2016-3. 9 Everlane Inc., “What Is the Uniform 365 Guarantee and How Does It Work?,” Everlane, accessed September 16, 2020, https://wwd.com/fashion-news/fashion-scoops/everlane-commits-to-plastic-free-plan-by-1202883879/. 10 Kevin Stankiewicz, “Everlane Needed to Open Stores Because ‘Basically’ No Online-Only Companies Are Profitable, CEO Says,” CNBC, September 12, 2019, accessed September 16, 2020, www.cnbc.com/2019/09/12/everlane-ceo-michael- preysman-talks-retail-expansion-with-jim-cramer.html. 11 Everlane Inc., “What Is the Uniform 365 Guarantee and How Does It Work?,” op. cit. 12 Everlane Inc., “ReNew,” Everlane, accessed September 16, 2020, www.everlane.com/renew. 13 Jessica Iredale, “Everlane Commits to Plastic-Free Plan by 2021,” WWD, October 17, 2018, accessed September 16, 2020, https://wwd.com/fashion-news/fashion-scoops/everlane-commits-to-plastic-free-plan-by-1202883879/. 14 Everlane Inc., “ReNew,” op. cit. 15 American Civil Liberties Union official website, accessed September 16, 2020, www.aclu.org/. 16 Joshua Gerlick, “Transparency in Apparel: Everlane as a Barometer for Global Positive Impact,” International Journal of Ethical Leadership 6, no. 1 (2020): 87–95. 17 Segran, op. cit. 18 Everlane Inc., “Our Factories,” Everlane, accessed November 9, 2020, www.everlane.com/factories. 19 Segran, op. cit. 20 Everlane Inc., “Our Factories,” op. cit. 21 Gerlick, op. cit. 22 Andrew Amelinckx, “Everlane Is Using Black Friday Sales to Bring Farm-Fresh Food to Garment Workers,” Modern Farmer, November 22, 2019, accessed September 16, 2020, https://modernfarmer.com/2017/11/everlane-using-black-friday-sales- bring-farm-fresh-food-garment-workers. 23 Abha Bhattarai, “Everlane Is Opening Its First Stores, after Years of Swearing It Wouldn’t,” Washington Post, November 26, 2017, accessed September 16, 2020, www.washingtonpost.com/business/ec
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