...brands. It operates under such brand names COS, Monki, Cheap Monday, Weekday, Other Stories H&M Home and H&M. COS COS means ‘Collection of Style’. COS’s customers adopt a modern and urban lifestyle, so they make modern, comfortable, affordable clothes for their customers. COS offers customers a combination of timelessness and variety trends for men, women and also children. Since their launch in 2007, COS has opened stores in Europe, Asia and Middle East. Each stores placed in a carefully considered location with a design concept with original features. COS’s production do not show seasoning trends, they are timeless. Moreover, both traditional methods and innovative techniques are used together. People can check some activities related to fashion, trend or other events in COS’s online website ‘Calendar’. COS has online shopping in their site and ship to 18 countries in Europe. MONKI Monki explain itself: ‘ Our stores are portals to our world, a world full of mystery, myths and magic, the home of the mischievous monkis and the source of inspiration for our collections.’ Monki is a fashion brand with a world of its own, noted by street style and its unusual story-based store concepts. Monki opens its first store – the Forgotten Forest concept in 2006. The second Monki interior design concept I The City of Oil and Steel in 2008. The stores and monki.com provide innovative collections and an inspiring fashion experience characterized by playfulness and colourful...
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...a strong interest in fashion and who want to look good * Socio-Cultural Our society and our culture “dictate” how and what you should wear. The increase in TV reality shows such as “What Not To Wear” greatly influence our decision-making. Industry Environment: * Power of Buyers –> High We, the consumers, are the buyers of Wal-Mart’s cheap chick clothing line. The switching costs are low; it is easy for us to go see elsewhere to acquire clothing. As buyers, the consumers represent Wal-Mart’s sole source of income, which means that if dissatisfied consumers will buy elsewhere, giving buyers high power in Wal-Mart’s future profit margins. * Power of Suppliers –> Low The textile industry would be considered to be Wal-Mart’s suppliers as well as a third-party clothes producers / factories where Wal-Mart places its orders. Since Wal-Mart is part of the “cheap chick” industry, it is not as picky when it comes to the “quality” of the textiles acquired to make their clothing items; and the clothes are not expected to be of premium quality and long-lasting wear. Since there are many producers of textiles and lower quality fabrics, and plenty of sewing factories, there is no incentive for Wal-Mart to keep working with a certain producer if they do not meet their demands. Therefore, Wal-Mart is the one holding the power in its relationship with its suppliers. * Treat of Substitutes –> Medium-High Substitutes of this “cheap chick”...
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... Aside from that, this marketing plan aims to aid Wal-Mart: * To develop Wal-Mart’s own brand of new cheap chic apparel line * To improve advertising and merchandising support of the apparel category * To spruce up the store design concept in the in order to attract more customers II. Situational Analysis A. SWOT Analysis Strengths * Largest Retailer in the World Wal-Mart is considered the largest retailer in the world. It is the pioneer in the retail industry with the wide spread network of stores. * Loyal Customer Base Wal-Mart has a loyal customer base because it meets the expectation of customer by always delivering the goods at lower prices at compare to its competitors. It is a store where most individuals, who are on a low budget, still get to buy what they set out to buy. Wal-Mart’s low prices made the store a hero of some 45 million low-income Americans. Their loyalty, in turn, made the store a leader in almost every consumer category. * Everyday Low Pricing Wal-Mart is able to shift the low cost advantage to its customers and make the products available at lower prices, everyday. Lower prices were made possible by the company’s mastery of back-end operations and its cutting edge distribution system. * Established Brand Name Wal-Mart has a very well established brand name that is identified with reasonable to cheap pricing and bargain pricing. * Supply Chain and Logistics Capability One of Wal-Mart’s competitive advantages...
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...Matalan is a British fashion and homeware retailer based in Knowsley, United Kingdom. Matalan have 217 stores across the United Kingdom, where they sell many different ranges of clothes, accessories etc. However Matalan products are cheap yet they have some affordable and good enough quality stuff. The business sells products that they know will keeps their consumers happy, however they sell clothes that are simple and classy for the right seasons. I.e. Christmas jumper. A business like Matalan cant in any type of fashion trend as this could affect their market and make them lose their target audiences. Example was during 2007, Matalan began to trial an in-store café concept, to attract more customers into stores. M Cafe's menu was based around healthy options, selling food and drinks with little or no sugar. The cafe itself was based around the shape of a coffee...
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...European 'cheap chic' stores like H & M in fashion March 01, 2004 12:00AM Take a look at Fifth Avenue in the low 50s, and it's easy to see the growth and importance of European "cheap chic" or "fast fashion" in New York. In 2000, H & M - the Ikea of fashion - opened a massive, 35,000 square foot flagship store on Fifth Avenue at 51st Street, announcing its presence in Manhattan in a big way. Only recently did fellow European competitors follow the Swedish retailer to Fifth Avenue. In the fall, Mexx, the Dutch company bought by Liz Clairborne two years ago, made its U.S. debut by opening in a glassy flagship store on 52nd Street. Zara, the Spanish fashion store, is scheduled to open at 54th Street. H & M has become the hot destination for the Gen X, Y and Z set by providing up-to-the-minute trends at K-Mart prices. It's been facing off against its competitors in the Flatiron District to Union Square to Soho to Herald Square and the area around Bloomingdale's. "It's promotional disposable fashion," said Stephen J. Stephanou, executive vice president at Madison HGCD. "You might see a customer standing in line with 10 of the latest trendy tube tops for $150, and if it doesn't dissolve on the disco floor, that's great." "It's a niche that hadn't existed before," he said. "It's going to be a phenomenon that will continue to expand in the city." H & M, which has six stores in Manhattan, has been the most aggressive in its expansion efforts, while Zara, which...
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...Introduction Fast fashion is no long a strange word for people. Originally, only traditional fashion exists in fashion industry. But then another trend, which researchers called it as “Fast Fashion”, rose up since 1990s. First of all, it’s necessary to know the difference between the traditional fashion and fast fashion. Traditional fashion always has two seasonal collections which are introduced to consumer market. The price of products is relatively higher than fast fashioned products. According to the article “What is Fast Fashion” from Sarah-Jane Rowland, who has written about fashion for 8 years, the definition is “The ephemeral nature of fashion ensures that what is in one minute is passé the next. Fast fashion, capitalizes on this need to keep pace with constantly changing trends by providing high fashion clothing at a low price point.” (What is Fast Fashion) We see that fast fashion introduces lots of new designs to people with a low price in each short period. But, the question is does fast fashion really provide benefits for people? The answer is no. In my research, I am going to analyze why fast fashion actually brings out bad impacts, and those bad impacts are related to money cost, immorality, and damage for natural environment. The reason that I choose the topic is because of its importance. Clothing industry is related to people’s daily life. Via the research, people may recognize what the real value this trend is since everyone has a value position in mind. ...
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...H&M specializes in apparels and dresses that are moderately priced but made from fabrics of good quality and, most importantly, exclusively designed to perfectly satisfy the sartorial desires of the population of various countries and continents. H&M would have had to invest huge amounts if it went about designing dresses for each country on its own, so it took the most prudent way out of this crisis by entering into joint ventures with renowned retailers like Gap (to keep distribution costs at a minimum) and established companies and persona in the field of apparel designing like Stella McCartney. The planned brand ambassador of this new clothing line of Stella McCartney which was to be introduced in 2005 was Kate Moss. H&M did not hesitate to drop Kate Moss late in 2005 when allegations regarding drug abuse began to surface about this renowned personality of the glamour world thus sending a clear signal about its corporate stand on dubious and avoidable matters as drug addiction. This action of the company immediately generated enormous amounts of goodwill in entire western world and positioned the brand at an enviably high perch. (H&M, 2004) H&M has become one of the largest retailers in Europe. It has reached this iconic status by targeting each member of the consumer group by primarily dividing them into convenient groupings as men, women, teenagers, children and future mothers and has exclusive offerings to satisfy each group. Moreover, the company slots its customers into...
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...Next and Primark Next: Next plc is a United Kingdom-based retailer offering clothing, footwear and accessories. The Company operates its business through four operating segments: NEXT Retail, a chain of more than 500 stores in the United Kingdom and Eire; NEXT Directory, a home shopping catalogue; NEXT International Retail, with almost 200 mainly franchised stores globally, and NEXT Sourcing, which is engaged in the design, sourcing, buying, merchandising and quality control of NEXT products. Lipsy designs and sells its own branded younger women's fashion products. The promotion mix elements that Next use, are advertising, sales promotion and sponsorships. Next uses more elements from the promotional mix, which shows that they care more about what their customers think of their company also that they acre about their customers and they would like to have loyal customers that coma back and shop with them again. Of course to achieve this they put a large beget for advertising and the promotion of their product. The advertising that they use is very professional and professional photographers who are specifically hired to make their products as appealing as possible to their customers. The models that are used usually are middle-aged women and men they also have young models that advertise the kids clothing. By having good quality advertising this makes the corporate image increase in a substantial way and by having a strong corporate image shows that the products they...
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... In addition to creating a new position, the company needs to train and identify exactly what needs to be done to make sure everything is on track with quality. Mr. Johnsson, the employee working in sales failed in accepting deliveries; during that time he was under the impression that he was only making sure bracelets were not necklaces and was never instructed to check the quality of each bracelet and lock. He also had a different vision of what the company was, which was demonstrated when he said, “After all, we sell cheap fashion jewelry, not precious luxury goods, right?” He did not share the vision of the founders which was: their product should be of top quality, affordable jewelry but instead, Johnsson thought products should be cheap and not necessarily have high quality. Another cause of quality problems is Tokyo Jane used several independent producers. Each producer will use different materials and processes to produce the ordered jewelry, so TJ even had to make sure finished products were uniformed both in quality and appearances. Quality checks did happen in China, but probably not as frequently as they should have been. TJ considered hiring a Swiss inspection company to continually monitor product quality, and would probably be in a better...
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...as being one of the major international clothing retailers stands out with its business and marketing model. Zara is also often one step ahead of the high-fashion ready-to-wear brands by providing similar garments made with less expensive fabric so prices much lower. Zara’s business model is characterized by flexibility, which is a production method that fulfils demand in order to manage quick turn-around, limited season stock and at a low price. The secret to Zara’s success is that, although shopping there is cheap, it doesn’t feel cheap. The stores are large, modern, swanky and centrally located. The number of SKU’s displayed per square meter are significantly lower than the industry standard. Zara is famous for developing cut price interpretations of catwalk styles and getting them into its stores with breathtaking speed. A designer dress photographed on a model during fashion week won’t arrive in department stores for months, but it can easily appear in a Zara store within three weeks. As the first retail chain established by Inditex, Zara has become the largest and most expansive. It had three product lines (men, women, and children), each with its own creative team of designers, sourcing specialists, and product development personnel. The creative team relied on feedback -- from store managers, staff, and fashion-forward young people that populated universities and discotheques-to create the product line and to make adjustments for manufacturing later in the season...
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...Case study: Zara, Fast Fashion from Savvy Systems Introduction The poor, ship-building town of La Coruña in northern Spain seems an unlikely home to a tech-charged innovator in the decidedly ungeeky fashion industry, but that’s where you’ll find “The Cube,” the gleaming, futuristic central command of the Inditex Corporation (Industrias de Diseño Textil), parent of game-changing clothes giant, Zara. The blend of technologyenabled strategy that Zara has unleashed seems to break all of the rules in the fashion industry. The firm shuns advertising and rarely runs sales. Also, in an industry where nearly every major player outsources manufacturing to low-cost countries, Zara is highly vertically integrated, keeping huge swaths of its production process in-house. These counterintuitive moves are part of a recipe for success that’s beating the pants off the competition, and it has turned the founder of Inditex, Amancio Ortega, into Spain’s wealthiest man and the world’s richest fashion executive. Figure 3.1. Zara’s operations are concentrated in Spain, but they have stores around the world like these in Manhattan and Shanghai. The firm tripled in size between 1996 and 2000, then its earnings skyrocketed from $2.43 billion in 2001 to $13.6 billion in 2007. By August 2008, sales edged ahead of Gap, making Inditex the world’s largest fashion retailer.[1] Table 3.1 compares the two fashion retailers. While Inditex supports eight brands, Zara is unquestionably the firm’s...
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...benefit for companies that promotes used clothes is that, it is cheap and that the concept of a thift store benefits the society. Mostly, I would go buy a pair of jeans, or normal everyday t-shirt than I can wear to work or college. Generally, for one reason or another, my family does not prefer to buy anything from thrift stores at all. Mainly, it’s the concept of using, used clothes that bothers them. Its always the mentality that “if I chip in another 5 bucks, I can get a new product. So why bother getting a used on?” Seeing the video, I do not understand how people would like to purchase fashioned clothing and items from goodwill thrift stores. But everyday use items are the ideal items that I would definitely purchase at thrift stores. The three types of customers are the following: Early adopters, late adopters, and critical mass. In my opinion, early adopters are most likely to spend more money on the clothes that they shop for and buy. In other words, early adopters are most likely to shop at goodwill’s boutique shops, looking for the newest designs and most fashionable items. Because early adopters don’t mind spending a little more on new fashion goods, it makes the most sense for goodwill to prioritize boutique stores. In my opinion, this is where goodwill trys to have the biggest profit margins, making boutique stores their main priority. Critical mass on the other hand, are not so wary of the fashion trends, however they are looking for something durable and...
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...1 PESTEL analysis 6 3.2 Porter’s 5 forces 6 3.3 Market Life cycle 7 3.4 Benchmarking 7 4.0 SWOT 8 5.0 Strategies 8 5.1 Generic Strategy 8 5.2 Growth strategy 9 5.3 Logistics and supplier strategy 9 6.0 STP 9 6.1 Segmentation 9 6.2 Targeting 9 6.3 Positioning 9 6.4 M-mix 9 6.5 Profile 10 7.0 2nd question 10 8.0 Conclusion 11 1.0 Intro 1.1 Problem proposal How to develop H&M position on Spanish market and eventually create future growth? 1.2 Strategic questions •What is the problem? Define the demand for high end clothing for woman; increase the number of stores and the sales of products within each of 6 brands. •Why are we doing this? To be at the forefront of both fashion and sustainability •Objectives and goals. To bring fashion and quality at the best price in a sustainable way, with retention of values. •Current performance and where we want to get. There are 6 brands, 3600 stores in 58 markets worldwide and online shopping in 21 countries. Expansion target is to boost the number of stores, each year by 10-15%. 2.0 Internal analysis 2.1 Strategic capability 2.1.1 Resources and Competences 1. Tangible resources: ○ 80% of directly operated stores and 20% of franchising, mostly in North Africa and Asia. ○ Logistic and distribution model which is focusing on rising the investment on longer lasting and raw materials. Energy efficiency and sustainable process of production are very important for this company as well as...
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...many people have heard of Associated British Foods, but nearly everyone has heard of Primark. The fast-growing discount fashion chain is owned by ABF, and after taking the UK by storm has its sights set on the rest of Europe. Primark – described by City analysts as ABF's "jewel in the crown" – has gone from strength to strength in the face of the decline of high street stalwarts and could be worth £19 billion, says investment bank UBS. How did the 'cheap and cheerful' retailer make it thus far from its humble Irish origins? When Primark opened at the Marble Arch end of London's Oxford Street in 2007, thousands of people queued outside the store and as soon as the doors opened there was a stampede and staff were injured. The retailer took no chances at the opening of a second 'posh Primark' shop at the other end of Oxford Street in 2012 – bosses cleverly decided to open an hour earlier than advertised to avoid a repeat of the near riot. They also tried to move the brand more upmarket – the four-storey flagship store has exposed brick walls and giant LED screens; 111 cash tills and 92 fitting rooms. The 268-store chain is taking its winning formula to continental Europe. It launched in Germany, Spain, Portugal, Belgium, Austria and the Netherlands in recent years and is now busy trying to sell its cut-price T-shirts and skinny jeans to the fashion-conscious French, after opening in Marseille in December. Origins Primark started out as Penneys in Ireland (where it...
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...Executive Summary The aim of this paper is to discuss the key strategic issues that LVMH faced in Japan and established some future recommendations that can be implemented in order for LVMH to remain successful in the luxury industry. In order to determine the key strategic issues a number of analysis tools were applied to the case study; they include Porter's 5 forces model and SWOT analysis. Louis Vuitton Moet Hennessy, a luxury goods provider is looking to expand their brand dominance in Japan. In the Japanese, LVMH has to deal with economical and cultural uncertainties, the threat of counterfeit products and the relatively high competition, and finally changing tastes of Japanese consumers. LVMH should use their core competencies and limit their weaknesses to overcome the challenges that face the company in Japan. To face their first challenge of economical and cultural, as well as changing tastes uncertainties, the company can hire new designers to develop Asian inspired products. They could also embed the European way of living into the Asian lifestyle. The challenge of eliminating counterfeit products can be combated by creating a unique shopping experience for LV’s customers, and shutting down large counterfeit operations, by cooperating with Chinese and Korean Government Agencies in reducing counterfeit products. Table of Contents Introduction 4 Weak economy 5 Changing taste 7 Competitors 8 Competition – Porter’s 5 forces analysis...
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