Be successful, Be stylish, Be Reiss
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Be successful, Be stylish, Be Reiss

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Marketing plan to enter the Netherlands

Marketing plan to enter the Netherlands

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Be successful, Be stylish, Be Reiss Be successful, Be stylish, Be Reiss Presentation Transcript

  • INTERNATIONAL
    MARKET
    ADVISORS
    “BE SUCCESSFUL,
    BE STYLISH,
    BE REISS.”
    MARKETINGPLAN
    Entering
    The Netherlands
    Matteo Giovannangeli
    Sara Chaaby
    Thomas Lucas
  • Executive Summary
    All you can find in the presentation in one slide...
    If this marketing plain would fail, we have also a Plan B (POLAND or POLAND+DE BIJENKORF), but it is not the case because...
    INTERNATIONAL
    MARKET
    ADVISORS
    UNBEATABLE COMBINATION
  • Background to the plan
  • Organisation
  • Which is the current position of Reiss
    REISS has been being a very successful menswear and womenswear brand with a spread retail network all around the UK and Ireland.
    Factors that have contributed:
    • High Quality Clothing Tailoring
    • Unique design
    • Affordable prices
    • Store experience
    What went well
    -Settle the brand in the UK
    -Proposing a unique offer: Clothing (good design, quality, value) and store experience with a clear identity.
    -Own label range, Reiss can be only purchased in Reiss store
    -Reiss had a good visibility in a lot of fashion magazines
    What went wrong
    -The brand hasn’t be able to have reputation out of the UK
    -No web-shop
    Market Overview & Situational Analysis
  • Internal Analysis: strengths, weaknesses and measures of capability
    REISS UK
    REISS INTERNATIONAL
  • The preliminary assessment of strengths and weaknesses and their implications
    REISS
    Strengths
    Weaknesses
    TO REACH THE OBJECTIVE
    -25% increase of international sales
    -8% internal rate return
    -Bridging brand
    -Store experience
    -Unique lifestyle
    -Clothes quality
    -Marketing
    -Unefficient website
    -International Branding
    -International mngt skills
    -Facing with economic crisis
    -Defeating the competitors
    -Attract middle class
    -Fashionable people
    -Business people
    -Exploiting the communication network
    ..to solve for..
    ..to exploit for..
  • External Analysis and the market audit
    SLEPT ANALYSIS
    Social:
    The lifestyle is similar to the British one and there is style-fashion consciousness. Fashion is important in the Dutch culture.
    Legal:
    The Netherlands’ trade policy is the same as that of other members of the European Union that means free movement of people, goods, services and capital with the U.K.
    Economic:
    • GDP – real growth rate: -4.3%
    • GDP – per capita (PPP): $39,000
    • Inflation rate: 2.5% 
    Political:
    Form of government: Constitutional monarchy
    Technological:
    The Netherlands has a high level of technology.
    Reiss
    COMPETITIVE STRENGHTS
    • Superior logistics and technology infrastructure
    • Macroeconomic stability
    • Strategic location in Europe
    • International business environment
    • Highly educated, multilingual and flexible workforce
    • Quality of life
    • Favorable fiscal climate
    COMPETITOR ANALYSIS
    The competitors
    - HUGO BOSS:
    23 shops in the NL, online web store,
    most dangerous competitor of Reiss,
    target group and prices are almost the
    same, the brand is internationally known
    and profitable
    - ZARA:
    More than 15 stores in the NL, worldwide
    brand awareness
    - DKNY:
    6 shops in the Netherlands
    COMPETITIVE WEAKNESSES
    • Access to financing
    • Inefficient government bureaucracy
    • Restrictive labor regulations
    • Tax regulations
  • The preliminary assessment of the opportunities and threats: the issues that emerge from the analysis including the critical succes factors
    REISS
    Cri.Succ.Factors
    Key issues
    TO REACH THE OBJECTIVE
    -25% increase of international sales
    -8% internal rate return
    • Carefull with money
    • People want to be more individual and unique
    • more brand
    • awareness
    - Location
    - Experience
    - Branding
    - Scale advantage
    - Network
    • Economic Crisis
    • Competitors
    -Middle class
    -Fashionable people
    -Business people
    -Wide communication network
    Threats
    Opportunities
  • Critical Issues Analysis
    STRATEGIC PRIORITIES
    -Creation of a webshop to have a bigger platform
    -Adoption of strategies with an high level of control such as Wholly Owned Subsidiaries
    MARKETING PRIORITIES
    -High customer service level
    -Hiring staff experienced in the dutch market
    -Promotion
    -Focusing on early adopters
    HOW TO SOLVE THIS ISSUES?
  • The principal assumption underpinning the plan
    THE SCOPE FOR LEVERAGING CAPABILITY
    CRITICAL SUCCESS FACTORS
    • BRIDGING BRAND: Reiss is a unique brand for its position
    • STORE ENVIRONMENT : The store environment is carefully considered with staffing, merchandising, music and seasonal graphics.
    • CLOTHES QUALITY: These are crucial factors for our fashionable customer and for our main target group of business people.
    • UNIQUE LIFESTYLE: r a unique style to differentiate themselves from the others that only REISS is able to offer.
    • MARKETING: Marketingis an important key activity of REISS that places the emphasis on the statement brand.
    PROBABLE CUSTOMER
    The probable customers of Reiss will be EARLY ADOPTERS and INNOVATORS, because Reiss has no reputation . For this reason only the trendsetter will be willing in buying it.
    REISS
  • The Target Market & its characteristics
    CONSUMER ISSUES
    Be successful, Be stylish, Be Reiss....for people want to be stylish in the office with colleagues and in the terrace with friends, because Reiss is not only a style...it is lifestyle !!
    STRATEGIC GROUP: The customer of Reiss is a power-hungry person, with good taste and sensible about art and culture. He is an innovator about fashion and loves being trendsetter and distinguishing himself from the others; for him individualism is a must.
    Matthew is an ambitious 25 years old guy and he has just graduated in International Management. Now he is working in a multinational company and when he is at work he likes wearing fashionable clothes to be noticed and distinguished from the colleagues, but always respecting the business dress-code. After work he usually meets his friend to have a drink on a terrace, having high-culture conversation about art and culture; when he is with his friends he loves being the most glamorous, but wearing casual and comfortable clothes.
    BE STILISH
    BE SUCCESSFUL
    BEREISS
    SEGMENTATION: People from middle to high middle class
    TARGET: Business people and fashionable people looking for innovation
    POSITIONING: High quality and design for affordable price (Cheap-Chic)
  • The preliminary marketing objective
    The AnsoffMatrix
    Competitive advantages:
    -Cheap-Chic, Reiss is an affordable luxury
    -Innovations such as Augmented shopping Experience
    Profit Forecasts
    Why Market Penetration?
    We penetrate an existing market with an existing product. For gaining competitors’ customers REISS will sell the products, the clothes, inside a better box, the Augmented Shopping Experience.
    The objective will be completely reached with three shops. Increase of International Sales (27,3%) , Return on Investment (11,7%).
  • The positioning statement
    The Needs and wants
    Circle of the REISS Customer
  • The marketing & competitive strategy & the competitive stance
    STRATEGY
    -3 Wholly owned Subsidiaries (Amsterdam, Rotterdam, The Hague)
    -After 3 years starting with the Franchising and the Webshop.
    THE BIG IDEA
    Be successfull, Be stylish, Be REISS.
    Not o buy a style, but a lifestyle
    COMPETITIVE TARGETS
    A competitive target is the early adopters. They are usually young men and women, ambitious and willing of uniqueness
    APPROACHES TO LAVARAGE CAPABILITIES
    -PROMOTION: Amsterdam Fashion Week, Sponsorship KLM Golf open, Mag. Advertising
    -LOYALTY MARKETING: membership
    -EXCELLENT CUSTOMER SERVICES: new shopping formula
    THE COMPETITIVE STANCE
    REISS bridges the gap between low and high price fashion brands
    SEGMENTATION: People from middle to high middle class
    TARGET: Business people and fashionable people looking for innovation
    POSITIONING: High quality and design for affordable price (Cheap-Chic)
    BREAKING POINT
    AUGMENTED SHOPPING EXPERIENCE:this new concept of shopping formula consist in three main innovations: Personal Shopper, Reiss Bar, Reiss Meets Art.
  • The management of the seven Ps of the marketing matrix
    ** Charged
    * For members
  • The development of the brand
    COMPETITIVE ADVANTAGE
    Reiss offers high quality fashionable clothes for an affordable price
    BRAND VALUES
    Being unique and adjust to the needs and wants of our customers.
    THE BIG IDEA AND BREAKPOINT THINKING
    OUR PROPOSITION: Be successful, be stylish, be Reiss.
    REISS’s clothes are not just clothes, it is a lifestyle. By buying Reiss you
    join the REISS entourage, that is made of successful and stylish people.
    The package in which the product will be sold is the
    AUGMENTED SHOPPING EXPERIENCE:this new concept of shopping formula consist in three main innovations.
    PERSONAL SHOPPER: it’s more than a simple shop assistant, it’s your own stylist and host who will take care of you in during your “augmented shopping experience”; you can also private consultation with him to understand which is the style that fits you the best.
    REISS BAR: a bar installed in the store will allow Reiss customers to network with people of the Reiss entourage
    REISS MEETS ART: this is a brand new store concept in which fashion and culture are combined. Weekly art exhibitions will be arranged in the shop with the collaboration of students at universities and art academies.
    --
    ++
    MARKET MAPPING
    ARMANI
    REISS
    HUGO BOSS
    DKNY
    FCUK
    BAKER
    ZARA
    DESIGN
    THE BASES FOR DIFFERENTIATION AND COMPETITIVE ADVANTAGES
    A new concept of product and shopping formula, that means selling a “lifestyle” through an “augmented shopping experience”
    SELLING PROPOSITION
    ‘Selling style as a way of living’
    --
    EXPERIENCE
  • Budgets – 5 years plan
    The total budget needed for the 5 years plan is 9.463.223£
  • Review & possible reformulation of the objective
    Objectives:
    - 25% increase of international sales
    - 8% internal rate return
    According to this forecasts REISS will be able to reach the objective within three years with the opening of three shops.
  • The Action Plan
    CURRENT SITUATION
    REISS is in the UK and Ireland with 28 wholly owned shops and 4 concessions. After a profitable year it want to develop internationally by starting from the Netherlands
    TACTICS
    HOW CAN REISS GET CONTACT WITH THE CUSTOMER?
    STRATEGY
    Opening ofthreestores in the main shopping streetsof the biggestcities in the Ranstad area.
    …afterthreeyears…
    Augmented Shopping Experience
    Reiss Bar
    Reiss meets Art
    Personal shopper
    ROTTERDAM
    STORE
    Lijnbaan
    AMSTERDAM
    STORE
    P.C. Hooftstraat
    THE HAGUE
    STORE
    Noordeinde
    Promotion
    FashionWeek
    Sponsorship
    Advertisement
    FRANCHISING
    WEBSHOP
    HOW CAN REISS KEEP THE CONTACT WITH THE CUSTOMER?
    Loyalty Marketing
    Gift and Loyalty card
    Promo-Newsletter from the website
  • Implementation & Control
    Issuesofresponsibility and accountability
    INTERNAL MARKETING
    -Trainings for internal staff (personal shopper, managers...) for the creation of a brand philosophy.
    -40% discount for the internal staff
    -Creation of company event to build a family climate (cultural event, company dinner...)
    -Practicing participative hiring: involving current employees in the process of hiring new employees.
    -Ensuring equitable recognition and reward: the company must exercise employee recognition with reward to what employee has achieved (sales bonus).
    -Demonstrating fairness during hard times: fair treatment of employees when faced with hard times and difficult moments like death of the near family members.
    REISSUK
    THE MANAGEMENT TEAM is responsible and accontable for:
    -The management and mainteinance of the webshop
    -Managing the training and recruiment of the Dutch management team
    -Managing the logistic and distribuition to the Netherlands
    REISS NETHERLANDS
    The McKinsey 7S
    THE DUTCH MANAGEMENT TEAM is responsible and accountable for:
    -Controlling the finacial trends of the dutch retailers network
    -Managing the training and recruiment of the Dutch human resources
    -Managing the logistic and distribution to the stores
    Reiss Franchising control
    Reiss stores control
    STORES MANAGERS are responsible and accountable for these issues:
    - Checking store staff performance
    - Checking the customers service is on the foreseen level
    - Checking the stores are on track with the financial objective of REISS
    - Managing stores inventories
    • ShopVisual Merchandising
    FRANCHISING MANAGERS are responsible and accountable for these issues:
    • Controlling the franchisee respects the values of REISS
    • Controlling the franchisee obey the contract rules of franchising
    - Controlling the financial performance of the franchisee
    Deadlines, intermediate targets and measures
  • Contingency thinking
    According to our forecast the chance of failure in the Dutch market are really low because of this assumptions:
    1-High compatibility between UK and The Netherlands in fashion tastes
    2-High compatibility between UK and The Netherlands (ex. Unilever, Shell)
    3-Stable and wealthy economy
    According to us the only risky factor in reaching REISS objective could be:
    4-Impossibility to gain a part of the market because of high quantity of competitors
    If the assumptions 1 or 2 prove not to be valid or the risky factor 4 istoo high, it means that The Netherlands is not compatible or the competitiveness is too high so the plan is...
    If the assumptions 3 proves not to be valid be reached, it means that The Netherlands is having an economic recession, so the new plan is...
    WHAT IF?
    Entering a new country adopting the same Marketing plan.
    The new country is POLAND; Poland is the 6th largest economy in the EU and is currently considered to have one of the fastest growing economies in Central Europe, so the growing polish middle class can be targeted by REISS
    We advise to stay still in the Netherlands, because is a very compatible market, in this way REISS can build a reputation and wait for an economic upturn. We advise a very cheap strategy:
    CONCESSION WITH DE BIJENKORF