lululemon athletica PR Plan, Study notes of Yoga

Download lululemon athletica PR Plan and more Study notes Yoga in PDF only on Docsity!     lululemon athletica PR Plan   Jessica Glackin Melissa Iarocci Maddie Ruberg Kelsey Trif Mary Yeager   2   Background lululemon athletica inc. is a retailer of high-end, yoga-inspired athletic clothing that operates primarily in North America and Australia, and is headquartered in British Columbia, Canada. When founded in 1998 by Dennis “Chip” Wilson, a Canadian businessman, the company was created in order to “fill a void” in the women’s athletic apparel market. Wilson created a mission, which still drives the company today, of “creating components for people to live longer, healthier, fun lives.”1 It was not until November of 2000 that Wilson opened the first lululemon store in Vancouver, Canada. lululemon’s dedication to promoting a healthy lifestyle sets it apart from competitors. Its manifesto is a compilation of sayings and advice to motivate others to adapt a positive lifestyle. The manifesto offers everything from relationship advice, such as “10- 15 friends allow for real relationships,” to health advice like, “Dance, sing, floss and travel.”2 The lululemon brand has positioned itself as a company that empowers others to lead healthy lifestyles. lululemon’s community-based strategy enhances its brand and ensures guest loyalty. The brand’s key strategies are to create innovative athletic apparel that offers a combination of performance and function with style; to operate business in areas central to communities; to create an educational and friendly guest experience; and to market on “grassroots” levels in the community through social media and word of mouth.3 As of February 2, 2014, lululemon has 254 stores in the United States, Canada, Australia and New Zealand.4 Stores are located in urban shopping areas, including malls, lifestyle centers and trendy communities. Unlike big name brands, such as Nike and Under Armour, lululemon only sells its apparel at its own stores, not to big-box retailers, such as Sports Authority or Nordstrom. This is referred to as a vertical retail strategy and allows lululemon to have more control over its brand. lululemon’s primary target market is adult women, but it has also developed products for men and youth. In 2009, lululemon created a new brand marketed toward female youth called ivivva athletica. This brand consists of “dance-inspired” apparel and                                                                                                                 1 "Lululemon Athletica: Our Company History." Our History. Web. 10 Nov. 2014. <http://www.lululemon.com/about/history>. 2 "The Lululemon Manifesto." Our Manifesto. N.p., n.d. Web. 11 Nov. 2014. <http://www.lululemon.com/about/manifesto>. 3 Online, Inc. Edgar. "Lululemon Athletica Inc. Form 10-K (Annual Report)." 27 Mar. 2014. Web. 8 Nov. 2014. <http://files.shareholder.com/downloads/LULU/3617209538x0xS1397187-14- 21/1397187/filing.pdf>. 4"Lululemon Athletica Inc (LULU) Snapshot." Businessweek.com. Web. 8 Nov. 2014. <http://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=LULU>     5   interact directly with guests, and it reinforces its guest loyalty. This strategy also sets the company apart from its competitors and allows for more control over its brand image. 3. The well-trained educators at lululemon ensure that guests have a personal and educational shopping experience. Educators are required to set their own goals and immerse themselves into the world of healthy living, making themselves more relatable to guests who also value health and wellness. Weaknesses 1. lululemon’s “grassroots” marketing strategy is weak because it relies heavily on social media and word of mouth. This strategy reaches a limited amount of people and could reach a larger audience if the company expanded its advertising efforts on television, billboards and magazines. 2. lululemon relies heavily on third-party suppliers for the production and manufacturing of its products. The company does not have any long-term contracts with suppliers, causing it to compete with other companies for fabrics, raw materials and production. 3. The expense of lululemon products may affect its annual profit because its products are not affordable for many people. Averaging at about $82-$100 per pair of pants, lululemon has bigger individual sales, but overall, a lower income due to a smaller customer base.10 The price of products may also hurt lululemon during holiday season because it doesn’t offer seasonal sales (e.g. Black Friday.) Opportunities 1. International expansion outside of North America, Australia and New Zealand would be a huge opportunity for growth. Currently, lululemon operates out of 254 stores in North America, including 171 in the United States.11 If the company expanded into Asia and Europe, it would reach a broader audience and increase its profits. 2. lululemon could increase its profits by expanding its men’s and youth brands. Considering the company markets mainly toward women, it would be beneficial to develop more of a men’s line and grow its youth brand, ivivva athletica. This would establish itself as a brand that targets several different demographics, not just women. 3. An opportunity for a better marketing strategy would be to develop partnerships with professional athletes or healthy lifestyle centers. Athlete endorsements help gain brand awareness and ensure consumers of its reliability. However, it is                                                                                                                 10  Online, Inc. Edgar. "Lululemon Athletica Inc. Form 10-K (Annual Report)." 27 Mar. 2014. Web. 8 Nov. 2014. <http://files.shareholder.com/downloads/LULU/3617209538x0xS1397187-14- 21/1397187/filing.pdf>.   11 Online, Inc. Edgar. "Lululemon Athletica Inc. Form 10-K (Annual Report)." 27 Mar. 2014. Web. 8 Nov. 2014. <http://files.shareholder.com/downloads/LULU/3617209538x0xS1397187-14- 21/1397187/filing.pdf>.   6   important to pick the right endorser to positively resonate with the company’s key audiences. Partnering with lifestyle centers or gyms would directly target lululemon’s key audience and increase its profits. Threats 1. lululemon is in competition with retailers of athletic apparel, such as Nike, Under Armour and adidas. It is also in competition with retailers of women’s athletic apparel, such as The Gap and Lucy. 2. Cheaper products at different retailers are a threat to lululemon because its apparel is retailed at a higher price than most of its competitors. Potential customers may not be willing to pay a high price, and may choose to go get similar apparel for a lower price. 3. Founder Chip Wilson still owns stakes in the company and remains on lululemon’s board. After causing major complications for the company, Wilson’s position may be a threat for its future reputation and success. Problem Statement lululemon needs a long-term strategic PR plan that will improve its reputation among current and prospective guests, as well as its employees and investors. This will be done by increasing innovation initiatives and representing itself as a welcoming and community-conscious brand. Goal Statement For lululemon to be seen as a quality brand that empowers people to lead healthy lifestyles. Key Public 1: Investors The first key public consists of current and potential institutional investors holding more than 500,000 shares. As a publicly traded company, continued interest from investors and shareholders is imperative to the survival and profitability of lululemon. This external public determines the value of the company as well as its potential for growth. Currently, there are 355 institutions that hold 109,374,108 lululemon shares. Among the top 5 holders are FMR LLC, Capital Research Global Investors, Manning and Napier Advisories LLC, Thornburg Investment Management Inc., and Vanguard Group Inc. In addition, Chip Wilson, founder and previous CEO, owns roughly 14% of the company.12                                                                                                                 12 "Lululemon Athletica Inc. Ownership Summary." NASDAQ. N.p., 11 Nov. 2014. Web. 11 Nov. 2014. <http%3A%2F%2Fwww.nasdaq.com%2Fsymbol%2Flulu%2Fownership-summary>.   7   The umbrella term “institutional investors” refers to pension funds, mutual funds, money managers, insurance companies, investment banks, commercial trusts, endowment funds, hedge funds and some hedge fund investors. Institutional investors account for half of the volume of trades on the New York Stock Exchange and have tremendous influence over the stock market.13 Internally, lululemon has devised a set of shareholder tools to communicate with its investors. These tools include the “investor briefcase,” an online portfolio management portal; daily “snapshots” of financials; customizable email alerts that notify subscribers of press releases, SEC filings, events, and stock information; and a mobile platform.14 While these tools are sufficient in creating transparency between lululemon and its investors, the most effective way to influence shareholders’ decisions is through the media, more specifically through analysts. Analysts evaluate companies, determining their value and potential for growth and estimate their reported earnings.15 Investors follow their opinions and prediction as they make decisions about where to put their money. Analysts, like the media, have the ability to positively or negatively influence public perception of a company. Therefore, it is equally important that lululemon’s PR initiatives reach analysts as investors. Over the past year, the price of lululemon stock has fluctuated greatly, with stock prices as high as $72.22 per share and as low as $36.26 per share.16 Stock prices have changed drastically as a result of issues with product quality and brand perception. While lululemon never ceased to be profitable, its previously climbing stock prices and exponentially increasing profit margins began to slow. Currently, lululemon’s stock price ranges between $42.00 and $43.00 per share; roughly $6.00 higher than its low, but still short of its high of $72.22.17 lululemon’s 2013 annual report describes the year as a “year of challenges.”18 Retaining its current investor base, as well as acquiring new shareholders, must be an                                                                                                                 13 Renaud, Rob. "What's the Difference between Institutional and Non-institutional Investors?" Investopedia. N.p., n.d. Web. 11 Nov. 2014. <http://www.investopedia.com/ask/answers/06/institutionalinvestor.asp>. 14 "Shareholder Tools ." Investor Relations. Lululemon Athletica, Inc., 11 Nov. 2014. Web. 11 Nov. 2014. <http://investor.lululemon.com/alerts.cfm>. 15  Schmidt, Michael. "Stock Analysts: Should You Listen?" Investopedia. N.p., n.d. Web. 11 Nov. 2014. <http://www.investopedia.com/articles/stocks/10/stock-analysts.asp>. 16  "Stock Information." Investor Relations. Lululemon Athletica, Inc., 11 Nov. 2014. Web. 11 Nov. 2014. <http://investor.lululemon.com/alerts.cfm>.   17 "Stock Information." Investor Relations. Lululemon Athletica, Inc., 11 Nov. 2014. Web. 11 Nov. 2014. <http://investor.lululemon.com/alerts.cfm>. 18  Online, Inc. Edgar. "Lululemon Athletica Inc. Form 10-K (Annual Report)." 27 Mar. 2014. Web. 8 Nov. 2014. <http://files.shareholder.com/downloads/LULU/3617209538x0xS1397187-14- 21/1397187/filing.pdf>.     10   three years, or have graduated college.27 They are both full-time and part-time employees who earn nearly $13 an hour, and work weekdays and weekends.28 Part- time educators most likely do not need the hourly pay to support themselves because they would not make enough to do so. These employees may include students, parents of young children, workers with a second job or financially stable employees that do not need the wage to live. However, full-time educators would earn enough to support themselves, but not a family.29 Similarly to part-time employees, full-time employees with multiple dependents most likely have a dual income or other resources to be financially stable. Educators are committed to healthy living, and passionate about yoga and exercise. They are not required to be yoga practitioners as they were when lululemon first opened. However, the company does encourage its sales associates to enroll in “gym, yoga and other fitness facilities,”30 and even incorporates “group yoga”31 into its employee training. Since lululemon educators are recognized for their “superior commitment to healthy living,”32 they most likely reside in the LOHAS consumer segment. These consumers are leaders and early adopters in their attitudes “toward the environment, society and socially responsible business.”33 They are brand loyal and not price sensitive, which follows previous statements regarding their financial stability. More often than not, this group purchases food and beverage products that are pesticide-free, natural, without trans-fat and in environmentally friendly packaging. It is apparent that educators strive to be physically, mentally and spiritually healthy, and prefer sustainable and innovative goods. As far as the status of educators at lululemon, the company strives to have exceptional employee relations by creating a supportive and encouraging work environment.                                                                                                                 27 Simmons OneView. Experian Information Solutions, 2014. Web. 7 Nov. 2014. <https://oneview.experian.com/main/#>. 28 "Lululemon Athletica." Job-Applications. Job-Applications, n.d. Web. 6 Nov. 2014. <http://www.job-applications.com/lululemon-athletica-application/>. 29 Glasmeier, Amy K. "Introduction to the Living Wage Calculator." Living Wage Calculator. Massachusetts Institute of Technology, 24 Mar. 2014. Web. 08 Nov. 2014. <http://livingwage.mit.edu/>. 30  "Lululemon Athletica." Job-Applications. Job-Applications, n.d. Web. 6 Nov. 2014.   31 Mann, Mary. "What It Was Like to Work at the Odd, Cultish Lululemon." Alternet. Birocreative, 31 Dec. 2013. Web. 6 Nov. 2014. <http://www.alternet.org/what-it-was-work-odd-cultish- lululemon?page=0%2C4>. 32  Lululemon Athletica Inc. – Moving Forward with Humility. Case Study. Ontario: Richard Ivey School of Business, 2014. Digital.     33  French, Steve, and Gwynne Rogers. "Understanding the LOHAS Consumer." LOHAS: Lifestyle of Health and Sustainability. Lohas, 2012. Web. 6 Nov. 2014. <http://www.lohas.com/Lohas-Consumer>.       11   Educators are pushed to “reach their full professional, health and personal potential” with the assistance of complimentary “training, personal development workshops and goal coaching.”34 Although a lot of lululemon employees are drawn to the company because of these benefits and its motivational work environment, a lot of pressure is placed on internal members. Such high standards for personal achievement might contribute to a deficiency in esteem needs. Additionally, pressure to maintain a positive attitude and healthy lifestyle has led some employees to speak ill of the company and describe its culture as “cult-like.”35 lululemon would benefit from creating an employee recognition program that acknowledges and celebrates its educators, as well as altering employee expectations to prevent further harm to its reputation.   Objectives Investors   Objective 1: Educate media about corporate strategy by conducting background meetings with 6-8 key media outlets semi-annually. Strategy 1: As media is one of the most effective ways to reach shareholders, we recommend that lululemon brief key media semi-annually to create widespread positive attention about the brand. As core messaging and focus, we recommend that lululemon push product innovation and new technology. This will reestablish lululemon as a premium brand and provide them with an opportunity to engage both analysts and shareholders. Tactics • Establish relationships with relevant beat reporters at 6-8 key media outlets o Media should vary in beat to engage a wide range of audiences/shareholders § I.e. Fast Company, Fitness, Women’s Health, Cosmopolitan, AdWeek, Forbes, etc. o Schedule semi-annual meetings with contacts at each publication o Lululemon’s spokesperson (likely an executive) will brief reporters on upcoming products, innovations and technologies o Key messaging will incorporate an “industry leading” voice, positioning lululemon at the forefront of innovation Objective 2: Enhance corporate reputation amongst lululemon shareholders by hosting an annual conference on April 2.                                                                                                                 34 Lululemon Athletica’s Product, Employee and Public Relations Issues. Case Study. Ontario: Richard Ivey School of Business, 2014. Digital. 35 Lululemon Athletica’s Product, Employee and Public Relations Issues. Case Study.     12   Strategy 1: In addition to media, one-on-one communication is the most effective way to engage shareholders and build trust. We recommend that lululemon host a conference April 2, that will allow lululemon to discuss fourth quarter results (as they will have been released), recap the previous fiscal year and discuss plans for growth in the upcoming year. In addition, a conference will establish transparency between executives and shareholders and allow lululemon to share new technologies, thus increasing investor confidence. Tactics • Host an annual conference for key investors on April 2 o Send out formal, printed invitations November 1 § Extend invitation to top 30 institutional investors o Assist with travel/accommodation reservations as necessary o Conference Schedule § Begin at 9 a.m. and end at 5 p.m. with a one-hour lunch break § 9-10 a.m. conference will begin with an external keynote speaker (key thought leader or strategic partner) § 10:15-12 p.m. Potdevin will present on previous years financials/plans for moving forward § 1:15-2:30 p.m. “Ask the Management” session to create transparency between shareholders and upper management § 3-5 p.m. Potdevin and lead innovation team will present on upcoming technologies in products and guest experience o Send thank you notes to attendees • To maintain communication after the conference, develop and distribute an investor newsletter quarterly o This newsletter will update shareholders on the latest technological advancements, as well as upcoming product innovation. o Will contain detailed, technical information with an emphasis on financial benefit § “Industry leading” voice to position lululemon at the forefront of apparel innovation o Push content though the investor portal and via email. Guests Short-term Objective: Completely resolve the 2013 scandal regarding the luon pants as well as Chip Wilson’s lingering poor publicity by January 20, 2015. Strategy 1: We recommend that lululemon continue to drive community-based CSR initiatives to build positive brand perception. Customers are a great concern for the company’s reputation, so CSR initiatives are particularly desirable. By expanding on its   15   the brand is so important, and providing them with a time to voice their opinions and ask any questions. Tactics • Hold the meeting at lululemon stores since many educators will already be there and know the location. o The meeting could occur before the store opens or after it closes, so that the store is closed off to non-employees. • Require that every educator attend. o If certain educators cannot attend the meeting, managers should schedule a time that week to meet with them. o Managers should hold two to three sessions depending on how many people missed the meeting. Educators must sign up for a session of their choice. • Provide food and beverage at the meeting as an incentive to attend. o If the meeting is held in the morning, natural and organic coffee or smoothies could be provided, along with snacks. If the meeting is held in the evening, protein bowls and water bottles could be provided. • Prior to the meeting, store mangers should contact upper management to understand what initiatives are being made and what strategy Potdevin and executives want stores to take when communicating with guests and community members. o This information needs to be relayed to store educators so that they are following the requests of executives. • Store managers need to build in enough time for educators to be able to ask questions, contribute their ideas and express their opinions. • A document should be provided to educators on current and upcoming initiatives, and how they should be relayed to guests and community members. Long-term Objective 1: To evaluate the job satisfaction of 100% of educators in lululemon stores by September 1, 2015. Strategy 1: To accomplish this objective, we recommend that a PR team conduct primary research on educators to gauge individual and general attitudes, opinions, loyalty and job satisfaction with lululemon. This strategy aims to identify areas where educators may be unhappy at work, so that changes can be made to enhance said areas. Tactics • Administer periodic surveys to educators. o Surveys could be conducted every three months, so that managers and headquarters are able to gauge overall satisfaction of educators and measure their progress. o These surveys should be done electronically.   16   o Make these surveys anonymous because answers will more likely be open and honest that way. § Educators will not be pressured to answer in the “right” way, and will not fear repercussions for their answers. o Provide educators with the option of signing their survey. This way, those who feel comfortable sharing will have the opportunity to express their personal feelings and discuss them with their manager face to face. o Make the survey multiple-choice because the format tends to be more useful for comparison and analysis. o Use surveys to assess satisfaction in areas such as, pay, promotion, supervision, tasks, coworkers, company culture, teamwork, productivity and work environment. o Surveys could vary and be customized to specific topics every month to make them more in-depth and tailored to company concerns or interests (e.g. surveys on employee job satisfaction, job passion, self evaluation, employee retention). • Conduct individual interviews with educators to identify issues that may not be confronted with surveys. o Since interviews are time consuming, they could be done every six months as half-yearly check-ins with educators. o Conduct interviews in private rooms at lululemon stores. o External conductors should lead these interviews. § It would be beneficial for store managers to have face time with their sales associates to product or maintain a positive relationship; however, if employees do not feel comfortable with their manager, they might not answer honestly. § External interviewers could be consultants practiced in areas of employee retention and job satisfaction. o Interviews should be scheduled for at least 30 minutes. If an educator or interviewer feels they need more time to discuss areas of concern, additional time should be schedule if the conductor cannot extend the present interview. o Most of the interview questions should be standardized, so that answers can be compared among educators. Yet, if there is a specific area of concern with an educator, add specialized questions to the individual’s interview. o The external interviewer should take and save detailed notes, so that employee responses for all of the individual educators can be analyzed over time. • Bring in a trained facilitator once a year to run a focus group on educators. o Focus groups are said to generate richer data than individual interviews because participants collaborate with one another to provide useful and important feedback.   17   o It’s important to be aware of the fact that while some educators may feel comfortable sharing with the group, others may feel inhibited by the lack of confidentiality. o Facilitators should come prepared with follow-up questions. o Facilitators should also not allow any one participate to dominant the conversation. • Store managers should monitor educators’ performance targets as an observational method to assess job satisfaction.36 o To do so, use criteria such as “achieving bonuses, participating in optional programs and performance in reaching goals.” o This will provide managers with observational data on levels of job satisfaction that may not stand out in surveys, interviews or focus groups. Long-term Objective 2: To retain 90% of current educators at lululemon stores by January 1, 2016. Strategy 1: To accomplish this objective, we recommend implementing an employee recognition program. This strategy aims to ensure that educators feel valued and recognized by the company. Tactics • Publicly honor an educator every month at lululemon stores based on a combination of their personal work ethic, attitude and sales performance. o These recognitions should be done individually within every store. o Since managers oversee all educators and observe their work and behavior, they will choose the awarded employees. o Have an “Educator of the Month” wall where pictures of recognized educators are posted. o This wall should outline every month of the year, so that educators can stay up on the wall under their month for the entire year. o Educators could also include a fun lululemon-related fact about themselves under their pictures (e.g. favorite yoga pose). o Certificates could be printed every month and given to the honored educator. • Reward the honored member of the month with a special offering. o A work/life benefit could be offered, allowing the chosen educator to receive a longer lunch, or the ability to come in late or leave early for one shift. o The “Educator of the Month” could receive a cash payout offering, such as a small stipend, free lunch or a gift certificate to one of their favorite spots (e.g. store, restaurant, spa, workout class).                                                                                                                 36 Larmore, Carrieanne, and Jenn Walker. "What Are the Different Methods of Measuring Job Satisfaction?" WiseGeek. Conjecture, 22 Oct. 2014. Web. 10 Nov. 2014. <http://www.wisegeek.com/what-are-the-different-methods-of-measuring-job- satisfaction.htm>.     20   Short-term Objective: Increase understanding amongst 100% of educators on lululemon initiatives (current and prospective) to be proactive, socially responsible and inventive by December 20, 2014. To measure this success: • Evaluate educator attendance at informational meetings. • Have educators fill out evaluation forms after the meeting to get a good sense of its impact. Long-term Objective 1: To evaluate the job satisfaction of 100% of educators in lululemon stores by September 1, 2015. To measure this success: • Evaluate surveys taken every three months to gauge employees’ satisfaction based on their responses. • Within two years, assess the progress of employees through the half-yearly interview check-ins and yearly focus groups. Long-term Objective 2: To retain 90% of current educators at Lululemon stores by January 1, 2016. To measure this success: • Calculate the retention rate of lululemon educators from November 11, 2014 to January 1, 2016.   21   Appendices Key messages Key Public 1: Investors • We understand that our stock price has fallen since fiscal 2013 and we are leveraging innovation and in-store technologies to improve our valuation. • It is important to us that our stakeholders feel informed about our companies financial standing and we are doing our best to ensure open lines of communication. Key Public 2: lululemon guests • Your happiness with the quality of lululemon products is important to us and we are making our best efforts to hold our brand to the highest of standards. • We understand any past frustration with the brand but hope to gain your trust back with our new form of management and leadership. Key Public 3: lululemon educators • As an internal member, it is important that you are aware on the happenings of lululemon, so that you are prepared in answering to guests, community members and media. • As the face of lululemon’s brand, it is important that you understand how to make responsible and appropriate statements to the public. • Your hard work is recognized, appreciated and needed. We would not be as successful without your efforts and accomplishments.   22   Citations French, Steve, and Gwynne Rogers. "Understanding the LOHAS Consumer." LOHAS: Lifestyle of Health and Sustainability. Lohas, 2012. Web. 6 Nov. 2014. <http://www.lohas.com/Lohas-Consumer>. "From Rooms to Retreats – Yoga Becomes Multi-billion-dollar Industry." Examiner.com. Web. 11 Nov. 2014. <http://www.examiner.com/article/from-rooms-to-retreats-yoga-becomes-multi- billion-dollar-industry>. Glasmeier, Amy K. "Introduction to the Living Wage Calculator." Living Wage Calculator. Massachusetts Institute of Technology, 24 Mar. 2014. Web. 08 Nov. 2014. <http://livingwage.mit.edu/>. Gray, Emma. "Lululemon: Why Are Women Willing To Spend So Much Money On Workout Clothing?" The Huffington Post. TheHuffingtonPost.com, 9 Apr. 2012. Web. 11 Nov. 2014. "Investing in Corporate Social Responsibility to Enhance Customer Value." The Harvard Law School Forum on Corporate Governance and Financial Regulation. Harvard Law School, 08 Feb. 2011. Web. 11 Nov. 2014. <http://blogs.law.harvard.edu/corpgov/2011/02/28/investing-in-corporate- social-responsibility-to-enhance-customer-value/>. "Job Details - Lululemon Careers." Lululemon. Lululemon Athletica, n.d. Web. 7 Nov. 2014. <http://lululemon.com/about/careers/job-details/?jobId=006933>. Larmore, Carrieanne, and Jenn Walker. "What Are the Different Methods of Measuring Job Satisfaction?" WiseGeek. Conjecture, 22 Oct. 2014. Web. 10 Nov. 2014. <http://www.wisegeek.com/what-are-the-different-methods-of-measuring-job- satisfaction.htm>. "Lululemon Athletica." Job-Applications. Job-Applications, n.d. Web. 6 Nov. 2014. <http://www.job-applications.com/lululemon-athletica-application/>. Lululemon Athletica Inc. – Moving Forward with Humility. Case Study. Ontario: Richard Ivey School of Business, 2014. Digital. "Lululemon Athletica: Our Company History." Our History. Web. 10 Nov. 2014. <http://www.lululemon.com/about/history>. "Lululemon Athletica Inc. Ownership Summary." NASDAQ. N.p., 11 Nov.