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IRTW TEST IRTW TEST Presentation Transcript

  • Rinascimento Price-Positioning Analysis (United States Market Situation Review) Study for IRTW / Rinascimento Management By Nuove Sales Bruno Montesano, Anjali Batra-Bonfante, Kimberly Fox Presented Oct X, 2007
  • The Team  [italian] Bruno Montesano Anjali Bonfante Kimberly Fox Team Leader + Nuove Sales CEO
    • Business and cultural analysis, translation
    • Background: 15+ years Italy-to-US sales strategy expert
    Research Lead
    • Data analysis + business & marketing strategy development
    • Background: 15+ years marketing + start-up consultant (100+ launches)
    Industry Expert (U.S. Apparel)
    • Pricing, competitive landscape; product and company positioning
    • Background: 15+ years in women’s apparel design, manufacture, sales
    B
  • Agenda  [italian] Today’s Presentation: Price/Positioning Next Presentation
    • Sales Analysis
    • Complete Audit Results
    • Final Recommendations
    • Short term tactical options
    • Longer term strategic options
    • Price Comparison Study
    • Competitive Situation Review
    • Initial Recommendations
    Next Presentation
    • Sales Analysis
    • Complete Audit Results
    • Final Recommendations
    • Short term tactical options
    • Longer term strategic options
    • Price Comparison Study
    • Competitive Situation Review
    • Initial Recommendations
    • Overall Situation Analysis
    • Overall Situation Analysis
    [in italian…] Today’s Presentation: Price/Positioning B
    • The big questions:
    • Is Rinascimento’s pricing correct, given its positioning relative to competitors?
    • Would a price change improve sales in the U.S.?
    ? [In italian] (same thing…) B
    • The big questions:
    • Is Rinascimento’s pricing correct, given its positioning relative to competitors?
    • Would a price change improve sales?
    ? [In italian] (same thing…) Classic Approach B2B View of Competition = Company Our Size with Our Styling (Lateral View) Nuove (Very American) Approach B2C View of Competition = The Consumer’s View: Who is competing for my attention and $$ Tipico Punto di Vista B2B [in italian] Nuove (Very American) Approach B2C [in italian] K
  • The Ultimate Customer  Il Ottimo Cliente Contemporary $$
    • {NEED TO GET THIS DATA}
    • Age: 18-40
    • In U.S.: XXXX total population
    • Broken down ethnically = get data
    • Will spend $$$ on “Contemporary” (or Women’s Ready-to-Wear”) in 2007 or 2006 (whatever I can find)
    • Per capital spending on ready-to-wear?
    • Size averages? In U.S.
    K
  • The Problem As We See It  [In Italian…] Contemporary $$ National & International Mono-Brand Stores K
  • The Problem As We See It  [In Italian…] Contemporary $$ National & International Mono-Brand Stores National Department Stores K
  • The Problem As We See It  [In Italian…] Contemporary $$ National & International Mono-Brand Stores National Department Stores First Tier “National” Specialty Boutiques (Celebrity Visibility) Tabloid: “Mena Survari Shops Fred Segal!” (Aug, 2007) K
  • The Problem As We See It  [In Italian…] Contemporary $$ National & International Mono-Brand Stores National Department Stores First Tier “National” Specialty Boutiques (Celebrity Visibility) Neighborhood Specialty Boutiques Tabloid: “Mena Survari Shops Fred Segal!” (Aug, 2007) K
  • The Problem As We See It  [In Italian…] Contemporary $$ National & International Mono-Brand Stores National Department Stores First Tier “National” Specialty Boutiques (Celebrity Visibility) Neighborhood Specialty Boutiques Tabloid: “Mena Survari Shops Fred Segal!” (Aug, 2007) Mass-Market Brands + Huge Marketing Spending (Advertising & PR) + Giant Retail Foot Print In italian K
  • The Problem As We See It  [In Italian…] Contemporary $$ National & International Mono-Brand Stores National Department Stores First Tier “National” Specialty Boutiques (Celebrity Visibility) Neighborhood Specialty Boutiques Tabloid: “Mena Survari Shops Fred Segal!” (Aug, 2007) Trend Leadership (The Buyer’s Buyer… they pick an item and make it hot) In italian K
  • The Problem As We See It  [In Italian…] Contemporary $$ National & International Mono-Brand Stores National Department Stores First Tier “National” Specialty Boutiques (Celebrity Visibility) Tabloid: “Mena Survari Shops Fred Segal!” (Aug, 2007) Neighborhood Specialty Boutiques Customer Knowledge, Intimacy In italian K
  • The World and Our Place In It  [In Italian…] U.S. Apparel Market = $XXX Billion in [year] U.S. Women’s Apparel Market = $XXX Billion in [year], XX% U.S. Women’s “Contemporary” = $XXX Billion in [year], XX% “ Missy” Contemporary = $XXX Billion in [year], XX% of Contemporary “ Junior” Contemporary = $XXX Billion in [year], XX% of Contemporary “ Young” Contemporary = $XXX Billion in [year], XX% of Contemporary K
  • Correct Category? Young Contemporary  Primo: [italian here]? Contemporary (“Missy” Contemporary) Young Contemporary Juniors Styling Classic with a twist Super Trendy Classic with a twist Super Trendy Classic with a twist Super Trendy K
  • First: Correct Category?  Primo: [italian here]? Contemporary (“Missy” Contemporary) Young Contemporary Juniors Styling Retail Price Point Classic with a twist Super Trendy Classic with a twist Super Trendy Classic with a twist Super Trendy $0 (USD) $25 $50 $75 $100 $200 $300 $400 $500 $350 $250 $150 $450 C YC J Consumer Profile (Age) 10 15 20 25 30 35 40 45 K
  • First: Correct Category?  Primo: [italian here]? Contemporary (“Missy” Contemporary) Young Contemporary Juniors Styling Retail Price Point Classic with a twist Super Trendy Classic with a twist Super Trendy Classic with a twist Super Trendy $0 (USD) $25 $50 $75 $100 $200 $300 $400 $500 $350 $250 $150 $450 C YC J Consumer Profile (Age) 10 15 20 25 30 35 40 45 Ethnic Factor  Fattore Etnico Ethnic Factor: European immigrants (especially Russians in NYC area) + South Americans will wear more fashion-forward styles at higher ages [in italian here…] K
  • Defining the Competitive Field  Definire il Mercato Competitivo Contemporary (“Missy” Contemporary) Young Contemporary Juniors Styling Retail Price Point Classic with a twist Super Trendy Classic with a twist Super Trendy Classic with a twist Super Trendy $0 (USD) $25 $50 $75 $100 $200 $300 $400 $500 $350 $250 $150 $450 C YC J K    Quality Expectation    Consumer Profile (Age) 10 15 20 25 30 35 40 45
  • Who We Looked At…  [In Italian…]
    • Two Competitor Categories
    • 1. Major Mono-Brand Retailers
      • Why?
      • Huge consumer mind-share
      • They set the price:quality expectation for entire category (“Contemporary”)
    • 2. “Contemporary” and “Young Contemporary” vendors in $50K-$5M range
      • Why?
      • Direct competitors for wholesale buyer’s attention and $$ in “Specialty Boutique” category
    K
    • [in italian] Two Competitor Categories
    • 1. Major Mono-Brand Retailers
      • Why?
      • Huge consumer mind-share
      • They set the price:quality expectation for entire category (“Contemporary”)
    • 2. “Contemporary” and “Young Contemporary” vendors in $50K-$5M range
      • Why?
      • Direct competitors for wholesale buyer’s attention and $$ in “Specialty Boutique” category
  • Methodology  Metodologia 1: Actual $$ If Actual = Wholesale Then Calc Retail If Actual = Retail Then Calc Wholesale Rationalize the Pricing Data  [In Italian…] [In italian…] [In italian…] K
  • Methodology  Metodologia 1: Actual $$ 2: Formula factor = calc’d Retail or calc’d Wholesale K
  • Methodology  Metodologia 1: Actual $$ 2: Formula factor = calc’d Retail or calc’d Wholesale 3: = Averages K
  • Mono-Brand Retailer: BCBG Report Card  Pagella Sales / Vendite Manufacturing / Fabbricazione Styling / Stile Quality / Qualità Fit / Taglio Other / Altro ~130 branded stores (100+ in US, 30 in Canada, France, Japan) + upscale retail wholesale Mostly China (company’s HQ in LA) Hip, trendy; cleaner lines with less embellishment than RINA Cut larger than RINA Also sells branded shoes, purses, accessories, eyewear, swimwear 2006: ~$470M USD Wholesale competitor?    World-class supply chain controls They have RINA’s customer (young, tiny sizes, willing to spend on trendy fashion) Danger Rating  Valutazione Pericolo Consumer $$ & Mind-share competitor? Prezzo ‘Delta’ ~30-40% higher than Rinascimento Does sell to specialty boutiques but not found hanging with RINA A
  • Mono-Brand Retailer: Bebe Report Card  Pagella Sales / Vendite Manufacturing / Fabbricazione Styling / Stile Quality / Qualità Fit / Taglio Other / Altro Sold only through branded stores (276 stores in US, Virgin Islands, Puerto Rico and Canada) Mostly China (company’s HQ in San Francisco) Hip, trendy; similar to RINA but with less fabric variety Cut similar to RINA 2006 revenue = $500M+ (Publicly traded company) 2007 Fall/Winter 40’s (like RINA); blitz advertising with celebrity model Wholesale competitor?   World-class supply chain controls Danger Rating  Valutazione Pericolo Consumer $$ & Mind-share competitor? Prezzo ‘Delta’ Exact Pricing Match with Rinascimento No wholesale, so not hanging with RINA A They have RINA’s customer (young, tiny sizes, willing to spend on trendy fashion)
  • Mono-Brand Retailer: H&M Report Card  Pagella Sales / Vendite Manufacturing / Fabbricazione Styling / Stile Quality / Qualità Fit / Taglio Other / Altro Sold only through branded stores (1300+ stores in 29 countries; entered US in 2000 and now have 113 stores) 2nd & 3rd world sourcing: India, Rumania, China, Turkey, Bangladesh, etc More junior, less fashion-forward than RINA but still trendy; good, cheap basics Cut similar to RINA Also sells, accessories, lingerie, loungewear, kids, men. Mega-brand positioned against The Gap & Old Navy Wholesale competitor?    Excellent price/quality ratio Huge presence; head-to-head competitor on basics. Attracts fashion-forward tiny Asian customer Danger Rating  Valutazione Pericolo Consumer $$ & Mind-share competitor? Prezzo ‘Delta’ ~70-75% lower (pressure on RINA basics) Non-factor A
  • Mono-Brand Retailer: Mango Report Card  Pagella Sales / Vendite Manufacturing / Fabbricazione Styling / Stile Quality / Qualità Fit / Taglio Other / Altro “ Fashion for the young, urban woman” Sold only through 1000 stores in 89 countries. In US: 11 stores (WC, no NYC) Hong Kong, Morocco, China, Turkey Hip, trendy, Euro-styling like RINA Cut similar to RINA Also sells, accessories, shoes, purses. Wholesale competitor?   Excellent price/quality ratio Big presence in retail and PR: Penelope and Monica Cruz campaign Danger Rating  Valutazione Pericolo Consumer $$ & Mind-share competitor? Prezzo ‘Delta’ ~40-50% lower (pressure on Rinascimento high-fashion line) Not sold wholesale so will not be hanging with RINA A
  • Mono-Brand Retailer: Zara Report Card  Pagella Sales / Vendite Manufacturing / Fabbricazione Styling / Stile Quality / Qualità Fit / Taglio Other / Altro “… the latest trends in international fashion in thought-out designs…” Sold only through Zara 1062 stores in 69 countries. In US: 25 stores so far… Spain, China, Portugal, Morocco Hip, trendy but cleaner lines than RINA; less embellishment and sophistication than RINA. Cut similar to RINA >$4B in 2006; Also sells maternity, menswear, accessories, shoes Wholesale competitor?    Excellent price/quality ratio Ok retail presence and good online/media buzz but not heavily marketed Danger Rating  Valutazione Pericolo Consumer $$ & Mind-share competitor? Prezzo ‘Delta’ ~20-30% lower than Rinascimento Not sold wholesale so will not be hanging with RINA A
  • Recap / Retail Averages  [in italian] $50 $100 $200 $124 Rinascimento $154 $150 Mara Margo $196 BCBG $132 Bebe $31 H&M $64 Mango $92 Zara Woman A
  • Next Competitor Segment  [in italian]
    • Two Competitor Categories
    • 1. Major Mono-Brand Retailers
      • Why?
      • Huge consumer mind-share
      • They set the price:quality expectation for entire category (“Contemporary”)
    • 2. “Contemporary” and “Young Contemporary” vendors in $50K-$5M range
      • Why?
      • Direct competitors for wholesale buyer’s attention and $$ in “Specialty Boutique” category
    • [In italian] Two Competitor Categories
    • 1. Major Mono-Brand Retailers
      • Why?
      • Huge consumer mind-share
      • They set the price:quality expectation for entire category (“Contemporary”)
    • 2. “Contemporary” and “Young Contemporary” vendors in $50K-$5M range
      • Why?
      • Direct competitors for wholesale buyer’s attention and $$ in “Specialty Boutique” category
    A
  • Next Competitor Segment  [in italian]
    • This analysis: a little like trying to “boil the ocean…”
    • Many players, many types
    • Our sample set:
      • MAGIC competitors (including Asian “No Name” players)
      • Brands from Nuove Sales audit
      • Brands from NYC “hanging with” survey in stores
    • [in italian] This analysis: a little like trying to “boil the ocean…”
    • Many players, many types
    • Our sample set:
      • MAGIC competitors (including Asian “No Name” players)
      • Brands from Nuove Sales audit
      • Brands from NYC “hanging with” survey in stores
  • MAGIC in Las Vegas: Category Competitors  [in italian] Show: Seasonal Programmatic Sales (not “immediates” focus) MAGIC: XXXX Exhibitors Project Show: XXXX Exhibitors
    • Designers = XXX (XX%)
    • Contemporary = XXX (XX%)
    • Young Contemporary = XXX (XX%)
    • [Other categories…do whole typology)
    • Nuove Sales Study @ MAGIC
      • Acting as Buyer, reviewed all Contemporary and
      • Young Contemporary exhibitors
      • STYLE MATCH? Three meaningful competitors to Rinascimento
        • Mara Margo
        • Banana Lemon (NY neighbor)
        • Fumbling Foe
      • PRICE MATCH? Many…
    [stats coming from Anjali] A
  • MAGIC in Las Vegas: “Young Contemporary” Competitors  [in italian] 105 Companies in “Young Contemporary” Category Reviewed them all for first for style, then price comparison
  • MAGIC - Additional Young Contemporary Competitor Notes A
  • MAGIC Young Contemporary Styling Match: Mara Margo Report Card  Pagella Sales / Vendite Manufacturing / Fabbricazione Styling / Stile Quality / Qualità Fit / Taglio Other / Altro Programmatic sales to specialty boutique retailers Turkey (HQ is there) Hip, trendy, European look, similar to RINA. Unknown; not able to try on. Showroom in Los Angeles and Paris (not NYC) Unknown; samples good. Prezzo ‘Delta’ 10-20% Higher than Rinascimento ? ? ? ? A Wholesale competitor?    Not a major factor; newer brand with minimumal buzz Danger Rating  Valutazione Pericolo Consumer $$ & Mind-share competitor? Styling close but distribution limited
  • MAGIC - Additional Young Contemporary Styling & Pricing Matches Banana Lemon Sales / Vendite Manufacturing / Fabbricazione Styling / Stile Quality / Qualità Fit / Taglio Price / Prezzo Programmatic sales to specialty boutique retailers from NYC store (next door to Rinascimento) “ Made in Italy” Hip, trendy, European look, similar to RINA. Assuming European cut similar to RINA Similar to RINA: In store $39-$150 = Avg ~$90-95; At Magic $110-$200 = Avg ~$155 Wholesale competitor?    Samples & store visit looked good. Carry lots of small Italian labels and popular with buyers. Danger Rating  Valutazione Pericolo Consumer $$ & Mind-share competitor? Styling close and next door on W 37th. ? Fumbling Foe Sales / Vendite Manufacturing / Fabbricazione Styling / Stile Quality / Qualità Fit / Taglio Price / Prezzo Programmatic sales to specialty boutique retailers Asia via Los Angeles Hip, trendy, European look, similar to RINA but more “junior” Unknown; probably small. Similar to RINA, Jackets $26-70; Tops $20-50; Dresses $25-142 Wholesale competitor?    Unknown; samples good. Not a major factor; some e-comm and online auction selling Danger Rating  Valutazione Pericolo Consumer $$ & Mind-share competitor? Styling close but distribution limited ? ? ? ? A “ Made in Italy” Asian, strong styling
  • Hangs with Rinascimento  [in italian]
    • Automatically considered competitors on price, style
    • Very little cross-over between lists
    • [in italian] Automatically considered competitors on price, style
    • Very little cross-over between lists
    A
  • Young Contemporary Analysis: “Boiling the Ocean”  [in italian]
    • Competitive field in “Specialty Boutique / Young Contemporary”
      • Chaotic in terms of market entry and exit
      • But very focused in terms of niche offering (style + price)
      • Brand name lifecycle: 1 to 5 years
      • Companies: small-to-medium ($50K to $5M)
      • Natural evolution: hit $5M, move into “the majors”
    • [In italian] Competitive field in “Specialty Boutique / Young Contemporary”
      • Chaotic in terms of market entry and exit
      • But very focused in terms of niche offering (style + price)
      • Brand name lifecycle: 1 to 5 years
      • Companies: small-to-medium ($50K to $5M)
      • Natural evolution: hit $5M, move into “the majors”
    A
  • Product Positioning Formula  [in italian] Price Style Quality The formula that creates a product’s positioning Cannot provide counsel on price positioning without “quality” in the equation… [in italian] The formula that creates a product’s positioning Cannot provide counsel on price positioning without “quality” in the equation… K
  • Audit Results are In Agreement  [in italian] Rinascimento Team Audit K Nuove Sales Audit 400 Customers Rinascimento-focused Fewer Customers + Non-Customers + Reps Focused on store + market situation Results Summary #1: Sizing issues (too limited) #2: Quality problems #3: Account management for boutique protection #4: Styling mis-match with market #5: Pricing: too high Reps: 2 said quality “ok”; 1 said “quality needs to be fixed” Current Customers: “ Not made great and overpriced…” (2005 purchases = $14K; YTD 2007 = $1900) “ Quality is lower than a couple years ago and the price has gone up…” (2005 = $30K; YTD 2007 = $9K) “ Price is a problem…and I’ve had issues with quality too…” (2005=$11K; 2007=$4.5K) “ #1 issue they need to address: quality…” (YTD 2007=$15K)
  • Reality of Price / Positioning Issue  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Apparel available at every price point [in italian] K
  • Reality of Price / Positioning Issue  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Low Quality Manufacturing [in italian] K
  • Reality of Price / Positioning Issue  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Medium Quality Manufacturing [in italian] K
  • Reality of Price / Positioning Issue  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality High Quality Manufacturing [in italian] K
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Luxury, Hand-Made, “Bespoke” Quality Manufacturing [in italian] K
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Quality Measurement: not a straight linear equation like price… [In Italian…] K
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality At low end, price & quality track together [in italian] Quality Measurement: not a straight linear equation like price… [In Italian…] K
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Quality Measurement: not a straight linear equation like price… [In Italian…] Quality--as a measurement--flattens out at ~$50 and is a constant until you reach “bespoke” due to supply chain dynamics as dictated by major brands [in italian] K
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Quality Measurement: not a straight linear equation like price… [In Italian…] Major brands getting 3-star quality from their supply chain for all goods due to volume [in italian] K
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [Retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality [in italian] Quality Measurement: not a straight linear equation like price… [In Italian…] Consumer’s in U.S. used to very high, consistent quality in all garments above $50 Major players demand quality at higher price points and get higher quality at lower price points as a natural by-product of the high volume contracts [in italian] K
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [Retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Consumer’s in U.S. used to very high, consistent quality in all garments above $75 (retail) [in italian] Quality Measurement: not a straight linear equation like price… [In Italian…] K
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Quality Measurement: not a straight linear equation like price… [In Italian…] K World-class brands use the power of their brand + on-target styling to successfully sell at higher prices regardless of the ‘static’ quality level [in italian]
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Quality Measurement: not a straight linear equation like price… [In Italian…] K The “Won’t Sell” Zone Where Quality falls too far below Price
  • Reality of Price / Positioning Issue: Quality  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Quality Measurement: not a straight linear equation like price… [In Italian…] Client’s perception of Rinascimento quality (low) [in italian] K
  • Danger of Current Perception  [in italian] “… the quality is so low, my colleagues—other buyers here in New York—think that Rinascimento puts “Made in Italy” tags on the clothes that are actually made in China…” Customer whose annual Rinascimento purchases have fallen from ~$30k/year to ~$10k/year “… [in italian] the quality is so low, my colleagues—other buyers here in New York—think that Rinascimento puts “Made in Italy” tags on the clothes that are actually made in China…” [in italian] Customer whose annual Rinascimento purchases have fallen from ~$30k/year to ~$10k/year K
  • Reality of Price / Positioning Issue  [in italian] Retail Price / [retail?] Prezzo $0 $25 $50 $75 $100 $125 $150 $175 $200 $500 $1000 $2000+ Quality Quality Measurement: not a straight linear equation like price… [In Italian…] The gap between customer’s price and quality expectations, as set by the major brands, is eroding the Rinascimento brand and the power of the “Made in Italy” promise in the U.S. [in italian] K
  • Price, Position & Actions  Prezzo, Posizione & Azioni Low Medium High K Price Style (market fit) Quality Market Position $ $ $ $    Italy: Price Position Style:Price ratio so strong Quality is a non-factor
  • Price, Position & Actions  Prezzo, Posizione & Azioni Low Medium High K Price Style (market fit) Quality Market Position $ $ $ $    Italy: Price Position Style:Price ratio so strong Quality is a non-factor U.S. competitors very strong, effective on these 2 points… Price Style (market fit) Quality $ $ $ $    USA: Price Position Quality & Style problems make price an issue
  • Options: Pricing Changes & Issues  [in italian] Hold B If nothing else changes, continue to see declining sales [in italian] If nothing else changes, continue to see declining sales Further erode dwindling customer base [in italian] Further erode dwindling customer base Possible temporary increase in sales, but undermine margin, operating allowances [in italian] Possible temporary increase in sales, but undermine margin, operating allowances
  • Nuove Sales Basic Recommendation  [in italian] B Price: HOLD Sales Reality: give up pricing now and very hard to win it back [in italian] Sales Reality: give up pricing now and very hard to win it back Quality+ Serious TEDDY effort to fix this supply chain issue (more counsel in next presentation) [in italian] Serious TEDDY… Style Selection IRTW & TEDDY re-negotiate, re-invent this process (more counsel in next presentation) [in italian] IRTW & TEDDY re-negotiate…
  • Nuove Sales Next Presentation Agenda  [in italian]
    • Mission: Price Protection
    • Realistic Quality Strategy
    • Realistic Style Selection Strategy
    • Reinvention of Rinascimento/USA
      • Store Review
      • Merchandising
      • Product Positioning
      • Targeted Market Visibility
      • New Client Lead Generation
      • Active Account Management
      • Price Management
    • [in italian] Mission: Price Protection
    • Realistic Quality Strategy
    • Realistic Style Selection Strategy
    • Reinvention of Rinascimento/USA
      • Store Review
      • Merchandising
      • Product Positioning
      • Targeted Market Visibility
      • New Client Lead Generation
      • Active Account Management
      • Price Management
    B
  • Our Belief: Fix US operation and lessons from that process will strengthen TEDDY’s ability to adapt and grow globally. [in italian] Our Belief: Fix US operation and lessons from that process will strengthen TEDDY’s ability to adapt and grow globally.
  • Grazie