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Merchandise planning
 

Merchandise planning

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    Merchandise planning Merchandise planning Presentation Transcript

    • WWW.IvanFuchs.com
    • Influences Merchandising Process People Systems SUPPLY CHAIN P O S MERCHANDISING MANAGEMENT REPORTING FINANCE DISTRIBUTION LOCATIONS SUPPLIERS MARKETING STOCK ALLOCATION INVENTORY MANAGEMENT PERFORMANCE ANALYSIS SALES & FORECASTING OPEN TO BUY MARGIN
    • Key Drivers Merchandise Planning Right Time Right Processes Right People Right Quantity Right Product Right Location
    • Right Location
      • Physical Location
      • Size
      • Occupancy Costs
      • Demographics
      • Classification
      • Grade
      • Sales per m ²
    • Right Time
      • Speed to Market
      • Seasonality
      • Seasonal Trends
    • Right Processes
      • Sales and Forecasting
      • Inventory Management
      • Stock Allocation
      • Supply Chain
      • Margin Management
      • Performance Analysis
      • Open to Buy
      • Industry Benchmarks
      • KPI’s
    • Right People
      • Level of Experience
      • Level of Expertise
      • Succession Planning
      • Incentive Programs
      • Training and Development Programs
    • Right Quantity
      • Size Matrix
      • Colour Assortment
      • Fabric Assortment
      • No. of Styles
      • Quantity per Style
      • Sleeve Lengths
      • Pant Lengths
      • Category Mix
    • Right Product
      • Target Market
      • Suppliers
      • International Trends
      • Value Equation
        • Price
        • Fashion
        • Quality
    • Common Problems Experienced
      • Late to Market
      • High Stock Holdings
      • Wrong Product on Racks
      • Timing of Markdowns
      • Inadequate Stock Allocation Methodology
      • Range Planning not identifying Key Trends
      • Inadequate Margin Management
      • Lack of detailed Management Reporting
      • No Lifecycle Management Strategy
      • No Pre-Season Strategic Plan
      • Step 2
      • Initial Budget Proposal for New
      • Season by Store at level taking into account
      • Current New Stores
      • Refurbishments
      • Relocations and
      • Closures
      • Indicative Market Financial Trends
      • (CPI, Industry Growth)
      • Gross Margin Target
      • Step 3
      • Commence Merchandising Planning
      • Process at Department Level for
      • Sales
      • Stock (WOS and S/T )
      • Markdowns
      • Spend (Open to Buy)
      • Gross Margin
      • Average Retail Pricing
      • Step 4
      • Grade Stores by Turn Over
      • Take Department Product (Sales/Stock)
      • Plans down to Category level
      • by month
      • by week
      • by Graded Store
      • by Climate Grid
      • by Store Demographic
      • Step 5
      • Review Planned Sales % Contribution
      • by department, or
      • by category, or
      • by Store
      • vs. Previous Like Season
      • Step 6
      • Quantify Product Mix
      • Number of Styles
      • Quantity per Style
      • Sleeve Lengths
      • Pant Lengths
      • Top to Bottom Ratio’s
      • Colour Plan
      • Fabric Plan
      • GP Plan
      • Price Point Plan
      • Size Matrix
      Step 7 Sign-Off Product and Financial Plans
      • Step 8
      • Supply Chain Optimisation
      • Supplier Selection (Fashion/
      • Quality/Price)
      • Logistics Planning (Speed to Market)
      • Step 10
      • Sales/Stock Performance Review
      • by Store
      • by week
      • by month
      • Step 9
      • Stock Allocation Process
      • by Style
      • by Store (incl new/Refurb)
      • by performance vs. plan
      • Delivery to Store
      New Season Merchandise Planning Cycle
      • ADS
      • AUS
      • Step 1
      • Review Past Season
      • Company Performance vs. Plan
      • Category/Dept/Store
      • Sell Thru by Product Type
      • Missed Opportunities
      • Review Past Season
      • Company Performance vs. Plan
      • Category/Dept/Store
      • Sell Thru by Product Type
      • Missed Opportunities
      Step 1
      • Initial Budget Proposal for New
      • Season by Store at Company
      • level taking into account
      • Current Trends
      • New Stores
      • Refurbishments
      • Relocations and
      • Closures
      • Indicative Market Financial Trends
      • (CPI, Industry Growth)
      • Gross Margin Target
      Step 2
      • Commence Merchandising Planning
      • Process at Department Level for
      • Sales
      • Stock (WOS and S/T )
      • Markdowns
      • Spend (Open to Buy)
      • Gross Margin
      • Average Retail Pricing
      Step 3
      • Grade Stores by Turn Over
      • Take Department Product (Sales/Stock)
      • Plans down to Category level
      • by month
      • by week
      • by Graded Store
      • by Climate Grid
      • by Store Demographic
      Step 4
      • Review Planned Sales % Contribution
      • by department, or
      • by category, or
      • by Store
      • vs. Previous Like Season
      Step 5
      • Quantify Product Mix
      • Number of Styles
      • Quantity per Style
      • Sleeve Lengths
      • Pant Lengths
      • Top to Bottom Ratio’s
      • Colour Plan
      • Fabric Plan
      • GP Plan
      • Price Point Plan
      • Size Matrix
      Step 6
      • Sign-Off Product and Financial Plans
      Step 7
      • Supply Chain Optimisation
      • Supplier Selection (Fashion/
      • Quality/Price)
      • Logistics Planning (Speed to Market)
      Step 8
      • Stock Allocation Process
      • by Style
      • by Store (incl new/Refurb)
      • by performance vs. plan
      • Delivery to Store
      Step 9
    • Step 10
      • Sales/Stock Performance Review
      • by Store
      • by week
      • by month
    • FAQ Relating to Merchandise Planning Cycle
      • Step 1
        • Do you review previous season?
        • At what level of your assortment do you analyze?
        • What is the format you use in this process, i.e. SWOT analysis?
        • Do you have a standard document?
        • What do you do with the information?
        • How quickly do you react to the analysis?
        • Who drives this process?
        • Do you have follow up meetings?
        • To whom is the analysis presented?
        • How long after the season is the analysis done?
        • Are there checks and balances in place to ensure results are taken into next like season buy.
      • Step 2
        • Who does initial sales forecast?
        • What factors are considered in preparing this forecast?
        • Who provides input into the process?
        • Are Operations involved in the process?
        • Who is accountable for the budget?
        • How is the budget presented?
      • Step 3
        • Do you plan by week/month/season?
        • How do you determine benchmarks for:
          • WOS
          • Stock Turn
          • Markdowns
          • OTB
          • Gross Margin
          • Ave. Retail Price
      FAQ Relating to Merchandise Planning Cycle
    • FAQ Relating to Merchandise Planning Cycle
      • Step 4
        • How are stores graded/ranked?
        • What factors are considered when grading stores?
        • Who provides input into this process?
      • Step 5
        • How much emphasis is placed on % sales contribution?
        • At what level is this broken down to?
      • Step 6
        • Who determines the assortment plan?
        • How do they go about developing their plan?
        • Who drives the plan?
        • Who owns the plan ?
    • FAQ Relating to Merchandise Planning Cycle
      • Step 7
        • Who signs off plans?
        • Who is accountable and takes ownership of plans?
      • Step 8
        • What are criteria for selecting suppliers?
        • Who sets criteria?
        • Are suppliers given regular feedback on performance?
        • What happens if there are quality issues?
        • What happens if there are late deliveries?
        • What happens if a supplier cannot meet cost price?
    • FAQ Relating to Merchandise Planning Cycle
      • Step 9
        • What criteria are applied to determine quantification to each store?
        • How often are criteria reviewed?
        • How do you determine what a new store should receive as opening stock?
        • Who controls the allocation process?
      • Step 10
        • Is there a process to review performance?
        • What happens to information generated in these reviews?