1. In 2016, Cia. Hering executed key activities to navigate one of Brazil's biggest recessions, focusing on product and store strategic fronts.
2. Product improvements were made from High Summer onward in product lifecycle management and store refurbishment plans were implemented.
3. Looking ahead, Product and Store remain priorities, with initiatives to continue in 2017 related to both.
The Arezzo brand accounts for 60% of the Company’s gross revenue. It has developed since 1972 by making the right changes at the right time such as focusing on product innovation, improving store layouts, and expanding distribution channels. Recent initiatives to strengthen the brand include summer advertising campaigns, promoting the brand through fashion editorials, and loyalty programs to promote unique purchasing experiences.
The document outlines the schedule and agenda for Arezzo&Co's 2014 Investor Day. The day is split into two parts, with the first part focusing on presentations from the Arezzo, Schutz, Anacapri, and Alexandre Birman brands. The second part will cover topics like people, operational efficiency, CRM and e-commerce, and new business development. There will also be two Q&A sessions. The overall key message is that Arezzo&Co continues investing to improve its business model and drive sustainable growth through a focus on products and brands, organic multi-brand and multi-channel expansion, and strategic investments in people, processes and infrastructure.
Schutz brand presented strong growth over the past 2 years, doubling revenues. It expanded its monobrand stores with 46 openings since 2010. Changes in Schutz brand handbag strategy resulted in strong growth in that product segment, with handbags as a percentage of owned store revenues increasing from 5% to 9% between 2012 and 2013. The opening of a pilot store in New York enabled learning and continues to be an important laboratory for the brand internationally.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model focused on innovation, marketing, efficient supply chain, and nationwide multi-channel distribution. Arezzo&Co produces 7-9 collections per year through a flexible sourcing process and delivers consistent new designs through its integrated marketing strategy and store environments. The company has achieved strong growth and cash generation through its asset-light model and seasoned management team.
Primark is expanding into Canada by opening its first store at Yorkdale Mall in Toronto in Summer 2017. Primark originated in Ireland and operates 293 stores across Europe selling affordable fashion. It aims to target Canadian millennials through social media promotion and word of mouth while maintaining low prices through efficient operations. Primark will face competition from H&M, Zara and others but sees opportunity in the growing Canadian apparel market and increasing millennial population. It plans to establish brand awareness and gauge market response before potentially expanding further.
This document provides a summary of Augusto Franco's professional experience and qualifications. He has over 12 years of experience in marketing, trade marketing, and advertising across several industries including food, personal care, and home care products. He is currently the New Business Development Director at Team Foods in Colombia, leading innovation strategy. He is fully bilingual in English and Spanish and desires to work in Mexico.
Mahmoud Abou Alkhair is seeking a sales management position. He has over 20 years of experience in sales and brand management for companies in Egypt, Qatar, UAE, and KSA. His experience includes managing sales teams, developing marketing strategies, managing customer relationships, and achieving sales targets. He holds a Bachelor's degree in Commerce from Ain Shams University in Egypt.
The Arezzo brand accounts for 60% of the Company’s gross revenue. It has developed since 1972 by making the right changes at the right time such as focusing on product innovation, improving store layouts, and expanding distribution channels. Recent initiatives to strengthen the brand include summer advertising campaigns, promoting the brand through fashion editorials, and loyalty programs to promote unique purchasing experiences.
The document outlines the schedule and agenda for Arezzo&Co's 2014 Investor Day. The day is split into two parts, with the first part focusing on presentations from the Arezzo, Schutz, Anacapri, and Alexandre Birman brands. The second part will cover topics like people, operational efficiency, CRM and e-commerce, and new business development. There will also be two Q&A sessions. The overall key message is that Arezzo&Co continues investing to improve its business model and drive sustainable growth through a focus on products and brands, organic multi-brand and multi-channel expansion, and strategic investments in people, processes and infrastructure.
Schutz brand presented strong growth over the past 2 years, doubling revenues. It expanded its monobrand stores with 46 openings since 2010. Changes in Schutz brand handbag strategy resulted in strong growth in that product segment, with handbags as a percentage of owned store revenues increasing from 5% to 9% between 2012 and 2013. The opening of a pilot store in New York enabled learning and continues to be an important laboratory for the brand internationally.
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model focused on innovation, marketing, efficient supply chain, and nationwide multi-channel distribution. Arezzo&Co produces 7-9 collections per year through a flexible sourcing process and delivers consistent new designs through its integrated marketing strategy and store environments. The company has achieved strong growth and cash generation through its asset-light model and seasoned management team.
Primark is expanding into Canada by opening its first store at Yorkdale Mall in Toronto in Summer 2017. Primark originated in Ireland and operates 293 stores across Europe selling affordable fashion. It aims to target Canadian millennials through social media promotion and word of mouth while maintaining low prices through efficient operations. Primark will face competition from H&M, Zara and others but sees opportunity in the growing Canadian apparel market and increasing millennial population. It plans to establish brand awareness and gauge market response before potentially expanding further.
This document provides a summary of Augusto Franco's professional experience and qualifications. He has over 12 years of experience in marketing, trade marketing, and advertising across several industries including food, personal care, and home care products. He is currently the New Business Development Director at Team Foods in Colombia, leading innovation strategy. He is fully bilingual in English and Spanish and desires to work in Mexico.
Mahmoud Abou Alkhair is seeking a sales management position. He has over 20 years of experience in sales and brand management for companies in Egypt, Qatar, UAE, and KSA. His experience includes managing sales teams, developing marketing strategies, managing customer relationships, and achieving sales targets. He holds a Bachelor's degree in Commerce from Ain Shams University in Egypt.
This document provides a summary of Augusto Franco's professional experience and qualifications. He has over 12 years of experience in marketing, trade marketing, and advertising across several industries including food, personal care, and consumer products. He held leadership roles managing brands and businesses in Colombia, Bolivia, the United States, and Mexico. He is seeking new opportunities in marketing innovation and management in Mexico where he is in the process of obtaining a work visa.
This curriculum vitae summarizes Tim Metcalfe's career history working in brand marketing and sales roles across various consumer product categories. He has over 20 years of experience managing brands such as Animal and Amer Sports. His most recent role was as a marketing and retail consultant, where he provided services such as consumer research, branding, and photography.
Fernanda Perillo Faria is a Brazilian marketing professional with over 15 years of experience in marketing, product management, innovation, and branding at companies in FMCG, retail, and franchising. She has held roles such as Marketing Manager at Giraffas, Brand Manager and Product Manager at Santher, and Product Manager and Group Manager at Hypermarcas. Faria has expertise in areas such as marketing, product portfolio management, innovation, branding, digital marketing, and e-commerce.
Augusto Franco has over 12 years of experience in brand building, marketing, and new product development across Latin America and the United States. He holds an International MBA and has worked for companies like Unilever, General Mills, and Team Foods in roles focused on innovation, marketing strategy, and business development. Currently based in Querétaro, Mexico, he is seeking a new opportunity in marketing, innovation, or management.
Primark is a major clothing retailer that operates stores in Europe and the UK. It started in Ireland in 1969 and has since expanded across Europe. Primark sources its clothing from over 600 suppliers in 16 countries where costs are lower. It has experienced rapid growth and now has 253 stores. Primark offers affordable, on-trend fashion and is popular among young, budget-conscious customers. Its success is attributed to being able to design and source clothing quickly and sell it at very low prices.
The document summarizes two sources that describe the business growth and strategies of TOTTO, a Colombian bag and accessories company. TOTTO started in Colombia and developed a market for student, work and casual bags. It grew over 19 years through franchising and innovation. From 2000 onward, TOTTO used franchising to continue geographic expansion into Latin America. The company's focus on quality and service excellence through brand updates and a clear strategic focus helped it succeed in international expansion, including Europe.
Grupo Bimbo is the largest baking company in the world in terms of brand positioning, sales, and production volume. It has a presence in over 20 countries across North America, Latin America, Asia, and Europe. Grupo Bimbo is committed to being highly productive, people-oriented, innovative, competitive, and focused on total customer satisfaction. It distributes its products manufactured in 98 plants to over 1.8 million points of sale worldwide. Since its founding in 1945, Grupo Bimbo has prioritized quality in both its products and customer service.
This document presents a marketing plan for British clothing brand Reiss to enter the Dutch market. It proposes opening 3 stores in major cities like Amsterdam, Rotterdam, and The Hague within 3 years. The plan aims to increase international sales by 25% and achieve an 8% internal rate of return. It identifies Reiss' target customer as fashionable middle to high class individuals. A key strategy is an "Augmented Shopping Experience" using innovations like a personal shopper and events combining fashion and art. Contingency plans include expanding to Poland if the Dutch market proves incompatible or unprofitable due to high competition or economic downturn.
1. The document outlines the responsibilities and requirements for a sales and marketing role, including developing marketing opportunities and plans, implementing sales processes, managing staff, and ensuring customer needs are met while maximizing profits.
2. It describes the need to research customer needs to develop new products, establish sales and marketing strategies, and expand the customer base.
3. The role requires in-depth knowledge of sales, marketing, customer relationship management, and building successful sales teams, with the objective of growing the business.
This document proposes a brand extension called "Forever Couples" for the French Connection brand. It begins with an overview of French Connection as a brand and company. It then analyzes trends in consumer segmentation and behavior, noting a growing trend towards demonstrating romantic relationships through matching or coordinated outfits. The proposal suggests capitalizing on French Connection's existing men's and women's lines to launch a sub-brand focused on couples' clothing. The marketing strategy would hire a fashion designer to lead the line and use them to promote the concept and main brand through fashion shows and events. The goal is to attract younger consumers and reconnect with loyal customers by tapping into relationship and family values.
Carrefour is launching a transformation plan called "Carrefour 2022" to adapt its model and become the world leader in food transition. The plan has 4 pillars: 1) Simplify its organization and be more open to partnerships, 2) Achieve €2B in productivity gains and cost savings by 2020, 3) Invest €2.8B in digital to create an omnichannel shopping experience, 4) Overhaul its food offer to promote quality and sell €5B in organic products by 2022. The plan aims to improve competitiveness through cost cuts and drive growth in convenience stores, e-commerce, and private label products.
Emad Samaan Kandah is a senior manager with over 30 years of experience in sales, marketing, and business development. He has worked in leadership roles for major companies in Jordan and the GCC, including Coca-Cola and Al-Waseet International. He possesses strong communication, leadership, and analytical skills. His career highlights include exceeding sales targets and improving operational efficiencies.
The document provides an overview of Gap Inc., including its mission, objectives, history, milestones, trademarks, managerial analysis, marketing strategy, stores, suppliers, products, worldwide production, projected growth, expansion, supply chain management, and corporate social responsibility. The key points are that Gap Inc. aims to increase sales and brand identity through reliable inventory, new brands, an improved online presence, and stronger customer relationships. It was founded in 1969 and has since expanded globally through both company-operated stores and franchises. Its supply chain is global and utilizes fast fashion processes to rapidly adapt designs. Gap Inc. also has a corporate social responsibility program focused on its supply chain, environmental impact, and community investment.
P&G is a global consumer products company founded in 1837. It has over two dozen $1 billion brands including Pampers, Tide, Bounty, Folgers, Pringles, Charmin, Swiffer, and Crest. P&G uses customer-focused strategies like neglected customer needs, consistent brand development, product differentiation, and brand extension. It employs intensive, extensive, and specialty distribution. Promotion strategies include heavy advertising, celebrity endorsements, and coupons. P&G focuses on research and development, design innovation, and understanding customers to maintain strong brand images and market leadership across many categories.
Gap New Segmentation Integrated Marketing PlanQiang Zhang
Gap New Segmentation Integrated Marketing Plan for ADV 826. This proposal includes industry overview, competitors force, SWOT, Positioning, Target Audience, Advertising & Promotion Plan, Budget and Evaluation.
GAP is a brand-builder that aims to express personal style throughout life. Its vision is to solidify its brand and attract new customers online. In 1969, Don and Doris Fisher opened the first GAP store targeting late teens. By the 1970s, GAP introduced private labels to control its supply chain. Today, GAP has over 3,000 stores worldwide and is recognized for its classic clothing. However, GAP faces challenges including decreasing sales and attracting Generation Y customers.
Innovative integrated marketing solution for Gap, Inc. to increase brand loyalty, consumer engagement and purchases, as well as improve inventory management, profitability and consumer insight.
The document outlines the agenda for Cia. Hering's Day 2015 event. It discusses progress made since 2013, including organizational model evolution focused on brands, relaunching of collection basics, and new fronts. The agenda includes sessions on channels, products and brands, PHSAP2 project, and financial management. It provides details on initiatives for the store network, multibrand, e-commerce, and individual brand strategies for Hering, Children's Fashion, and Hering For You. The goal is to drive sales growth through improved product, store management, supply, and multichannel distribution.
The document outlines the agenda for Cia. Hering's Day 2015 event. It discusses progress made since 2013, including organizational model evolution focused on brands, relaunching of collection basics, and new fronts. The agenda includes sessions on channels, products and brands, PHSAP2 project, and financial management. It provides details on initiatives for the store network, multibrand, e-commerce, and individual brand strategies for Hering, Children's Fashion, and Hering For You. The goal is to drive sales growth through improved product, store management, supply, and multichannel distribution.
Marks & Spencer is a British retailer founded in 1884 that sells clothing, home products, and food. It has traditionally targeted middle to high income customers in major UK cities. However, the UK market is becoming saturated and M&S's expansion efforts have not kept up with its growing product range. To address this, M&S plans to expand globally and increase sales and profits through continued innovation, acquisitions, and improved supply chain management.
Today’s B2B landscape is facing a paradigm shift from business to business to human to human, leading to 5 key challenges for businesses to overcome. Vivaldi brand-building experts share winning approaches to tackle these challenges to unlock growth opportunities. If you're interested in learning more, please contact us at: hello[at]vivaldigroup.com
The document describes a consulting firm called Nelson CEE that provides various growth consulting services to companies. It offers strategic consulting, market research, branding and advertising services. The firm was founded in 2001 and has over 100 customers and offices in multiple countries. It helps companies with issues like increasing sales, attracting new clients, fighting commoditization, and discovering new growth opportunities.
This document provides a summary of Augusto Franco's professional experience and qualifications. He has over 12 years of experience in marketing, trade marketing, and advertising across several industries including food, personal care, and consumer products. He held leadership roles managing brands and businesses in Colombia, Bolivia, the United States, and Mexico. He is seeking new opportunities in marketing innovation and management in Mexico where he is in the process of obtaining a work visa.
This curriculum vitae summarizes Tim Metcalfe's career history working in brand marketing and sales roles across various consumer product categories. He has over 20 years of experience managing brands such as Animal and Amer Sports. His most recent role was as a marketing and retail consultant, where he provided services such as consumer research, branding, and photography.
Fernanda Perillo Faria is a Brazilian marketing professional with over 15 years of experience in marketing, product management, innovation, and branding at companies in FMCG, retail, and franchising. She has held roles such as Marketing Manager at Giraffas, Brand Manager and Product Manager at Santher, and Product Manager and Group Manager at Hypermarcas. Faria has expertise in areas such as marketing, product portfolio management, innovation, branding, digital marketing, and e-commerce.
Augusto Franco has over 12 years of experience in brand building, marketing, and new product development across Latin America and the United States. He holds an International MBA and has worked for companies like Unilever, General Mills, and Team Foods in roles focused on innovation, marketing strategy, and business development. Currently based in Querétaro, Mexico, he is seeking a new opportunity in marketing, innovation, or management.
Primark is a major clothing retailer that operates stores in Europe and the UK. It started in Ireland in 1969 and has since expanded across Europe. Primark sources its clothing from over 600 suppliers in 16 countries where costs are lower. It has experienced rapid growth and now has 253 stores. Primark offers affordable, on-trend fashion and is popular among young, budget-conscious customers. Its success is attributed to being able to design and source clothing quickly and sell it at very low prices.
The document summarizes two sources that describe the business growth and strategies of TOTTO, a Colombian bag and accessories company. TOTTO started in Colombia and developed a market for student, work and casual bags. It grew over 19 years through franchising and innovation. From 2000 onward, TOTTO used franchising to continue geographic expansion into Latin America. The company's focus on quality and service excellence through brand updates and a clear strategic focus helped it succeed in international expansion, including Europe.
Grupo Bimbo is the largest baking company in the world in terms of brand positioning, sales, and production volume. It has a presence in over 20 countries across North America, Latin America, Asia, and Europe. Grupo Bimbo is committed to being highly productive, people-oriented, innovative, competitive, and focused on total customer satisfaction. It distributes its products manufactured in 98 plants to over 1.8 million points of sale worldwide. Since its founding in 1945, Grupo Bimbo has prioritized quality in both its products and customer service.
This document presents a marketing plan for British clothing brand Reiss to enter the Dutch market. It proposes opening 3 stores in major cities like Amsterdam, Rotterdam, and The Hague within 3 years. The plan aims to increase international sales by 25% and achieve an 8% internal rate of return. It identifies Reiss' target customer as fashionable middle to high class individuals. A key strategy is an "Augmented Shopping Experience" using innovations like a personal shopper and events combining fashion and art. Contingency plans include expanding to Poland if the Dutch market proves incompatible or unprofitable due to high competition or economic downturn.
1. The document outlines the responsibilities and requirements for a sales and marketing role, including developing marketing opportunities and plans, implementing sales processes, managing staff, and ensuring customer needs are met while maximizing profits.
2. It describes the need to research customer needs to develop new products, establish sales and marketing strategies, and expand the customer base.
3. The role requires in-depth knowledge of sales, marketing, customer relationship management, and building successful sales teams, with the objective of growing the business.
This document proposes a brand extension called "Forever Couples" for the French Connection brand. It begins with an overview of French Connection as a brand and company. It then analyzes trends in consumer segmentation and behavior, noting a growing trend towards demonstrating romantic relationships through matching or coordinated outfits. The proposal suggests capitalizing on French Connection's existing men's and women's lines to launch a sub-brand focused on couples' clothing. The marketing strategy would hire a fashion designer to lead the line and use them to promote the concept and main brand through fashion shows and events. The goal is to attract younger consumers and reconnect with loyal customers by tapping into relationship and family values.
Carrefour is launching a transformation plan called "Carrefour 2022" to adapt its model and become the world leader in food transition. The plan has 4 pillars: 1) Simplify its organization and be more open to partnerships, 2) Achieve €2B in productivity gains and cost savings by 2020, 3) Invest €2.8B in digital to create an omnichannel shopping experience, 4) Overhaul its food offer to promote quality and sell €5B in organic products by 2022. The plan aims to improve competitiveness through cost cuts and drive growth in convenience stores, e-commerce, and private label products.
Emad Samaan Kandah is a senior manager with over 30 years of experience in sales, marketing, and business development. He has worked in leadership roles for major companies in Jordan and the GCC, including Coca-Cola and Al-Waseet International. He possesses strong communication, leadership, and analytical skills. His career highlights include exceeding sales targets and improving operational efficiencies.
The document provides an overview of Gap Inc., including its mission, objectives, history, milestones, trademarks, managerial analysis, marketing strategy, stores, suppliers, products, worldwide production, projected growth, expansion, supply chain management, and corporate social responsibility. The key points are that Gap Inc. aims to increase sales and brand identity through reliable inventory, new brands, an improved online presence, and stronger customer relationships. It was founded in 1969 and has since expanded globally through both company-operated stores and franchises. Its supply chain is global and utilizes fast fashion processes to rapidly adapt designs. Gap Inc. also has a corporate social responsibility program focused on its supply chain, environmental impact, and community investment.
P&G is a global consumer products company founded in 1837. It has over two dozen $1 billion brands including Pampers, Tide, Bounty, Folgers, Pringles, Charmin, Swiffer, and Crest. P&G uses customer-focused strategies like neglected customer needs, consistent brand development, product differentiation, and brand extension. It employs intensive, extensive, and specialty distribution. Promotion strategies include heavy advertising, celebrity endorsements, and coupons. P&G focuses on research and development, design innovation, and understanding customers to maintain strong brand images and market leadership across many categories.
Gap New Segmentation Integrated Marketing PlanQiang Zhang
Gap New Segmentation Integrated Marketing Plan for ADV 826. This proposal includes industry overview, competitors force, SWOT, Positioning, Target Audience, Advertising & Promotion Plan, Budget and Evaluation.
GAP is a brand-builder that aims to express personal style throughout life. Its vision is to solidify its brand and attract new customers online. In 1969, Don and Doris Fisher opened the first GAP store targeting late teens. By the 1970s, GAP introduced private labels to control its supply chain. Today, GAP has over 3,000 stores worldwide and is recognized for its classic clothing. However, GAP faces challenges including decreasing sales and attracting Generation Y customers.
Innovative integrated marketing solution for Gap, Inc. to increase brand loyalty, consumer engagement and purchases, as well as improve inventory management, profitability and consumer insight.
The document outlines the agenda for Cia. Hering's Day 2015 event. It discusses progress made since 2013, including organizational model evolution focused on brands, relaunching of collection basics, and new fronts. The agenda includes sessions on channels, products and brands, PHSAP2 project, and financial management. It provides details on initiatives for the store network, multibrand, e-commerce, and individual brand strategies for Hering, Children's Fashion, and Hering For You. The goal is to drive sales growth through improved product, store management, supply, and multichannel distribution.
The document outlines the agenda for Cia. Hering's Day 2015 event. It discusses progress made since 2013, including organizational model evolution focused on brands, relaunching of collection basics, and new fronts. The agenda includes sessions on channels, products and brands, PHSAP2 project, and financial management. It provides details on initiatives for the store network, multibrand, e-commerce, and individual brand strategies for Hering, Children's Fashion, and Hering For You. The goal is to drive sales growth through improved product, store management, supply, and multichannel distribution.
Marks & Spencer is a British retailer founded in 1884 that sells clothing, home products, and food. It has traditionally targeted middle to high income customers in major UK cities. However, the UK market is becoming saturated and M&S's expansion efforts have not kept up with its growing product range. To address this, M&S plans to expand globally and increase sales and profits through continued innovation, acquisitions, and improved supply chain management.
Today’s B2B landscape is facing a paradigm shift from business to business to human to human, leading to 5 key challenges for businesses to overcome. Vivaldi brand-building experts share winning approaches to tackle these challenges to unlock growth opportunities. If you're interested in learning more, please contact us at: hello[at]vivaldigroup.com
The document describes a consulting firm called Nelson CEE that provides various growth consulting services to companies. It offers strategic consulting, market research, branding and advertising services. The firm was founded in 2001 and has over 100 customers and offices in multiple countries. It helps companies with issues like increasing sales, attracting new clients, fighting commoditization, and discovering new growth opportunities.
Shelf savvy thinking vol xvi marketplace executionNormaAlcazar
The document discusses evolving Coca-Cola's marketing approach, called DNA 3.0, to take a more holistic view of marketplace execution. It focuses on simplifying language, providing a portfolio perspective, balancing art and science, and integrating bottlers and customers. It overhauls the marketplace execution process to no longer distinguish above and below the line marketing and focus on holistic retail activation and customer experiences. The new approach aims to inspire excellence across how consumers and shoppers experience brands everywhere through collaboration.
ROLE OF MARKETING AND INTERRELATION BETWEEN MARKETING STRATEGY AND THE ORGANI...lucascyrus
The marketing strategic planning is effective for the organisations to develop effective product line and improve service excellence in order to fulfil the demand and preferences of the customers in the market.
This document provides an overview of category management strategies used by various retailers. It discusses Tesco's category management structure, how they manage promotions, product introductions, and store assortments. It also summarizes strategies used by other retailers like Boots, Superdrug, and Marks & Spencer around product innovations, store layouts, and promotions. Key aspects of category management discussed include collaborative working between retailers and suppliers, use of promotions to drive sales, and challenges in implementing category management approaches.
1) The Parx brand owned by Raymond saw declining sales from 2012-2014 but then grew rapidly from 2015-2017 due to targeting millennials.
2) To attract millennials, Parx shifted to slimmer fits, casual styles, pop-up stores, and innovative supply models while closing unprofitable stores.
3) Parx also transitioned from traditional to digital marketing, launching college recruitment events and seasonal brand campaigns to engage millennials online.
Focused on the intersection of luxury consumer goods, transformation & digital technology. Proven track record of consistent profitable growth through innovation, unique value propositions and cost leveraging resulting in over $4.5 billion in revenue growth. Marriage of Art & Science of Retail, bringing together skills of a classically trained merchant, digital entrepreneur & full P&L general manager. Recognized as a builder of global brands, categories, teams, online communities, partnerships and corporate culture.
Maxhodges Marketing is an establishment with high quality performance of services with internal manufacturing to our clients; a company with a team of proficient in-house competent personnel's, pulled from Trade marketing, Signage, Print, Marketing, Trade Distribution and Events. www.maxhodges.co.ke
Allison Cupillari is a marketing manager with over 13 years of experience in brand management, product marketing, account management, and developing marketing strategies. She is currently a Senior Manager at Oldfields, where she helps develop the company's strategic plan and focuses on sales expertise. Previously, she spent six years in leadership roles at Sunbeam Corporation, gaining experience in brand management, product marketing, staff management, and new product development. She is highly skilled in creating and implementing strategies to deliver projects on time and within budget.
The document discusses various aspects of design management and retail merchandising. It defines key terms like window display and visual merchandising and explains their importance in retail. It discusses techniques used for window displays, in-store design, and effective advertising campaigns. It also covers topics like store planograms, merchandising philosophy, analysis for developing sales forecasts, and determining merchandise requirements. The overall document provides an overview of best practices and strategies for retail design, merchandising, and inventory planning.
The multibrand channel accounted for 27% of Arezzo&Co's revenues in 2012 and has grown by 28% per year for the last 4 years. Arezzo&Co's multibrand strategy has 4 dimensions: integrated studies to map cross-selling, validation of brand potential per city, unified commercial policies, and a defined support model. The new sell-in and support models aim to better adjust to new types of supply and optimize results by coordinating brand launch calendars and differentiating supply models. In 2014, Arezzo&Co plans to open 58 new stores total, maintaining its expansion pace, while converting 12 owned stores to franchises.
This is my final project for MBA marketing principles in PDF form , your comments are valuable to upgrade and improve it
Marketing plan for an existing product in the market of 1 year age and we need to boom the revenues of this product studying all the tactics and actions to be taken within the coming 2 years to boom the market share from 2 % to 10 % within 2 years time frame
Pop-up stores are seeing a renaissance in the retail world, and for good reason. Their flexibility and benefits are appealing to retailers and brands of all sizes, growth phases, and maturity. They can serve as solutions to some of retail's biggest challenges: entry into physical retail, expansion of existing physical retail, reaching new customers, and driving engagement and loyalty.
For more information on the considerations and critical success factors when developing a pop-up strategy, read the Boundaryless Commerce: POP-UP RETAIL Focus Report.
Kapost 50 learning from world-class marketersKapost
Back in December we announced the winners of the 2016 Kapost 50, and now we're ringing in the new year by bringing together a few of our favorites to share how they aligned, created, distributed, and analyzed their world-class B2B marketing campaigns through a webinar.
See the deck from it here!
This document discusses questions and objectives related to retail communication programs. It begins by listing 7 questions about building brand equity, communicating with customers, strengths and weaknesses of communication methods, integrated marketing programs, developing communication programs, budgets, and using communication elements. The objectives of communication programs are then given as long-term brand building and customer loyalty and short-term increases in traffic and sales. Brands and building brand equity through awareness, associations, reinforcement and emotional connections are also summarized. Finally, the document discusses developing communication programs through setting objectives, budgets, and allocating funds across communication elements.
Similar to Cia. Hering Investor's Day 2016_inglês (20)
Hering reported its 3Q17 results with the following highlights:
- Gross revenues increased 5.1% to R$433.7 million, influenced by own stores, webstores, and foreign market performance.
- EBITDA was R$63.8 million with 310 basis point margin expansion due to sales growth and gross margin increase.
- Net income decreased 9.8% to R$51.9 million due to a financial income gain in 3Q16 impacting comparisons.
- ROIC increased 130 basis points to 16.7% mainly due to recovery in operating results.
O documento apresenta os resultados financeiros da empresa no 3T17, com destaque para:
1) Receita bruta total de R$433,7 milhões, influenciada pelo desempenho de lojas próprias, webstores e mercado internacional.
2) Lucro líquido de R$51,9 milhões, impactado por menor receita financeira versus 3T16.
3) Geração de fluxo de caixa de R$27,9 milhões, similar ao 3T16, compensando maior investimento em capital de giro.
O documento apresenta os resultados financeiros da empresa no 2T17. Destaca o crescimento da receita bruta total de 8,3% em relação ao ano anterior, impulsionado pelo desempenho de multimarcas, lojas próprias e webstores. Apresenta também a melhora no EBITDA e lucro líquido, com expansão das margens, apesar da queda nas vendas nas lojas próprias. Por fim, discute as perspectivas conservadoras para o segundo semestre de 2017.
The document summarizes Cia. Hering's 2Q17 financial results. It reported gross revenues of R$481.4 million for the quarter, up 8.3% year-over-year. EBITDA was R$73.4 million, with a 190 basis point margin expansion. Net income increased 42.8% to R$88.0 million. The outlook notes that multibrand and franchisees orders for 3Q17 are more conservative, posing a challenge for revenue growth, but product and store initiatives remain priorities to support recovery over the year.
O documento apresenta os resultados financeiros da empresa no primeiro trimestre de 2017, com destaque para: crescimento de 3,4% na receita bruta total impulsionada pela recuperação das vendas nos canais multimarcas, lojas próprias e e-commerce; lucro líquido 29,2% maior devido à melhoria operacional e menor alíquota de imposto de renda; e geração de caixa de R$72,7 milhões.
This document summarizes Cia. Hering's 1Q17 earnings conference call. It reports that gross revenues were R$389 million, a 3.4% increase year-over-year. EBITDA was R$42.2 million, with a 130 basis point expansion in margin. Net income increased 29.2% to R$37.8 million. The company expects signs of economic recovery and improvements in products and stores to drive brand growth throughout 2017. The strategy focuses on evolving products and stores, including launching a new clothing line and updating store supply processes.
Cia Hering reported financial results for 4Q16 and full year 2016. Gross revenues declined 15.2% in 4Q16 and 8.1% for the full year. EBITDA declined 21% for the full year due to operational deleveraging and reversal of lawsuit gains. Net income declined 29.1% for the full year due to non-recurring tax effects recognized in 2015. The company expects a gradual economic recovery in 2017 but not yet materialized, and will focus on improving products, stores, e-commerce, and multibrand segments.
O documento apresenta os resultados financeiros da empresa no 4T16 e 2016. A receita bruta total foi de R$1,7 bilhão em 2016, influenciada negativamente pelo cenário macroeconômico. O lucro líquido foi de R$199,4 milhões em 2016, impactado por efeitos não recorrentes. A empresa gerou R$209,4 milhões de caixa livre no ano.
O documento descreve as atividades e estratégias da Cia. Hering ao longo de 2016, com foco nas marcas infantis PUC e Hering Kids, e na marca DZARM. As prioridades incluíram melhorias de produto, lojas e canais de venda, além de estudos sobre consumidores e segmentação do canal multimarcas.
O documento apresenta os resultados financeiros da empresa no 3T16. A receita bruta total foi de R$412,8 milhões, influenciada negativamente pelo desempenho do canal multimarcas. O EBITDA foi de R$48,8 milhões, em queda de 11,1%, e o lucro líquido foi de R$57,5 milhões, redução de 41,2%. As vendas nas lojas próprias tiveram queda de 10,7% e a empresa segue com seu plano de reforma de lojas.
The document summarizes Hering's 3Q16 financial results. Gross revenues were R$412.8 million, impacted by lower multibrand performance but partially offset by owned stores and webstore. EBITDA was R$48.8 million, down 11.1% due to operational deleveraging and expenses. Net income was R$57.5 million, down 41.2% due to non-recurring effects. For Q4, uncertainties in consumption could impact sales volatility but inventory normalization should help reduce markdowns. The company's priorities remain improving products, stores, supply chain management and inventories to boost profitability.
O documento apresenta os resultados financeiros da empresa no 2T16, com queda na receita bruta de 2,8% em relação ao ano anterior. Apresenta também as perspectivas para o ano, com foco nas frentes de produto e lojas para melhorar a experiência do cliente, apesar do cenário econômico desafiador.
The document summarizes the company's 2Q16 financial results. Gross revenue declined 2.8% to R$430.6 million due to weaker franchise and multibrand performance. EBITDA fell 7.8% to R$61.4 million due to lower sales and operational deleveraging. Net income was positively impacted by higher financial income and tax benefits. Cash flow increased significantly to R$85 million due to working capital reductions. For the outlook, challenges in revenue growth are expected in a recessionary economy, but economic recovery may help later in the year. Product and store initiatives aim to improve the shopping experience.
No primeiro trimestre de 2016, a empresa teve uma queda de 9,5% na receita bruta total em comparação com o mesmo período do ano anterior. O EBITDA caiu 22,6% devido ao aumento de despesas operacionais, principalmente indenizações trabalhistas. A geração de caixa livre foi de R$101,6 milhões, R$34,2 milhões a mais do que no primeiro trimestre de 2015, graças à menor necessidade de capital de giro.
The document summarizes 1Q16 financial results for Cia. Hering. Gross revenues were R$367 million, down 9.5% year-over-year. EBITDA was R$36.5 million, down 22.6%, impacted by severance payments. Net income declined due to lower operating income, partially offset by a lower tax rate. Cash flow was strong at R$101.6 million, up from the prior year. SAP implementation was completed on schedule. Outlook commentary discussed economic uncertainty, strategic initiatives, and protecting the balance sheet and earnings through cost controls and cash flow improvement.
O documento apresenta os resultados financeiros da empresa no 4T15 e no ano de 2015. A receita bruta total caiu 1,4% no 4T15 e 6% em 2015, influenciada pelo cenário macroeconômico desafiador. O lucro líquido caiu 42,5% em 2015, compensado parcialmente por melhor resultado financeiro e menor taxa de imposto de renda. A empresa também detalha seu plano de implementação do sistema SAP e perspectivas para 2016, com foco em retomada de crescimento de vendas.
Cia Hering reported financial results for 4Q15 and full year 2015. Revenues declined 1.4% in 4Q15 and 6% for the full year due to challenging economic conditions in Brazil. EBITDA fell 33.6% for the full year due to sales declines and higher promotional activity. The company will focus on revamping sales growth and refurbishing stores in 2016 while controlling expenses to protect margins and earnings in the difficult market environment.
O documento resume os resultados financeiros da empresa no 3T15, destacando uma queda na receita bruta devido ao ambiente macroeconômico desfavorável. Apresenta também as perspectivas da empresa para focar no crescimento de vendas e recuperação de margens através de melhorias no sortimento, abastecimento e controle de custos, sem perder o foco em novas frentes de crescimento.
Cia. Hering 3Q15 earnings presentation Cia Hering RI
The document summarizes Cia. Hering's 3Q15 results conference call. It discusses gross revenues which were influenced by retail channel retraction. EBITDA declined 26.6% due to operational deleveraging and additional selling expenses. Net income increased 37.9% due to a non-recurring tax gain. Cash flow declined due to lower EBITDA generation and working capital erosion, partially offset by lower taxes. Priorities going forward include sales growth through improved assortment, supply and products while recovering margins through reductions in inventory, imports and promotions. Expenses will also be controlled while building new growth fronts.
Cia. Hering Investor's Day 2015_portuguêsCia Hering RI
O documento apresenta a agenda da Cia. Hering Day 2015, que inclui apresentações sobre canais de venda, produto e marcas, projetos e gestão financeira. Também descreve a estrutura organizacional da Cia. Hering e sua visão estratégica centrada em estilo de produto, consumidor, distribuição multicanal e marcas casuais.
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Link de registro
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2. How we evolved in 2016
2
Execution of key activities in one of the biggest recessions in
country's history
Cia. Hering
Day 2015
PRODUCT
& STORE
strategic
fronts
(P&S)
Cia. Hering
Day 2016
Product
Collection
improvements,
mainly from
High Summer on
Product Lifecycle
Management
(PLM)
evolution
Store
Step-up in
Shopping
Experience
Hering Store
Refurbishment
plan
Supply and VM
improvements
DZARM.
franchise
launch
Operation
SAP System
Implementation
Changes in
Engineering
and R&D
Inventories
returning to
normal levels
Channel
Technological
upgrade and
sales stimulus at
webstore
multibrand
diagnosis closure
Company
Evolution in
Governance and
creation of
Strategy
Committee
5. Value proposition construction
5
Delivering consistency and updates in collections is key factor for
consumers and clients (trade)
Branding
Value proposition
Proprietary
style
Promotional
calendar
Shopping
experience
Communication
Mixandpricing
strategy
InnovationConsistency
6. Product Management
6
Product evolution through new development model - Product
Lifecycle Management (PLM)
Design
Follow market trends,
understand the
consumer and sell-out
data, assessing what
works in the store
Innovation and inputs
alternatives
Develop and bring innovation to the
process, introducing new fibers, knit,
generating differentiation and
competitiveness
Cost Efficiency
Look for alternatives in product construction
that make feasible what style requests
(quality, finish, modeling, etc.), ensuring
price and margin strategies
Value
for money
7. Product Management
Organization continues to evolve to better support brand
management structures
7
DZARM.
Rodrigo
Hering
Andrea
Children
Romael
Shared team - creates basis and
generates synergy between brands
Demand
planning
Áureo
Engineering
and purchase
DZARM. HeringChildren
R&D
2016evolutions
Brand
Management
Edson
Merchandising
Collection Planning
Style
Visual
Merchandising
Communication
and Marketing
Brand Management
Pillars
$$$
8. 8
Ongoing Programs
Product evolution through programs focusing on perceived
quality improvement
• Aims to enhance the perceived quality of products, an attribute
already recognized in all Company’s brands
• From the choice of inputs, suppliers training, production process
evaluation, through the delivery the product to final consumer
Study on the consumer profile evolution in partnership with SENAI
(Industrial Learning Center)
Goals:
• How to make products wear even better
• Consistency and standardization of measures
Increased conversion
Repurchase in webstore and in the traditional channel
9.
10. Kids market – Where are we?
10
Brands’ combined strategy yields good results
• Combined strategy in kids market by working with two brands of different and
complementary profiles and styles
• Approach allows brands to coexist, favoring market share gain in all channels
• In multiband, particulary, the strategy generates competitive advantage by offering
a broad portfolio for different occasions of use
Value proposition
To offer differentiated and colorful style for children of classes A and B
To offer casualwear for children of all social classes
11. Kids market - PUC
End of adjustments in value proposition and distribution network
with signs of stabilization
Adjustments promoted in the network distribution,
and store closing getting closer to the end. Renewals at
key POS.
Product evolutions,
aligned with brand’s lifestyle and positioning.
Signs of results stabilization
with better results since this year-end.
11
Launch of
Shop.
Morumbi
12. + 350%
(jan-nov/16)
Kids market - PUC
We will promote relevant actions to reinforce distinguished brand
positioning
Co-branding partnerships, such as Liberty
For the autumn 2017, one of the most traditional English brands
and pioneer in stamping, reinforcing the distinguished brand
positioning.
New partnerships in 2017
including renowned stylist signing collection.
Social media
12
Liberty
and
PUC
campaign
330k followers+ 113%
(jan-nov/16)
96k followers
~170 million impacts
in 2016
Communication
13. Kids market - Hering Kids
Sustained growth through value proposition and expansion
of the store network
13
Company’s best performance and positive SSS in
recent quarters
Good value proposition reflected in product
offering, store experience and communication
Next steps
Grow through combined strategy with PUC
Potential to open stores in the next years
Shop.
Morumbi
SP State
Shop.
Cidade
São Paulo
SP StateHigh
Summer
Collection
2016
14. 400k followers
118k followers
Activation
Children’s
Day
Kids market - Hering Kids
Focus on increasing awareness and connecting with
consumers in 2016
14
Communication and engagement
Marketing mix: Investments in printed media,
online and Pay-TV
~ 185 millions impacts
Activation
‘Mês do
Brincar’
Promotional calendar
Cartoon
Network
Run
SP and RJ
+ 240%
(jan-nov/16)
+ 260%
(jan-nov/16)
Social media
15.
16. Synergy among pillars ensures coherence, consistency
and integration in long-term
Long-term strategy with short-term impact:
Male line discontinued
Greater selectivity in the multibrand channel
Brand can come up with new processes, new business
model formats for Cia. Hering
Business plan of own stores focused on brand, product and channel
construction
BRAND
PEOPLE
PROCESSES
DZARM. | Business plan
PRODUTO
CHANNEL
PRODUCT
16
17. 17
DZARM. | Brand
DZARM. is for urban women who want to express all
their power and self-confidence in a Natural way.
We offer a complete portfolio for all occasions, which
reflects the latest trends in cosmopolitan style, with a
great value for money.
Curatorship of current and versatile fashion to keep up
with the intense life of modern women.
Target: young women, Class A/B from 25 to 35 years old.
17
18. DZARM. | Marketing and Communication
18
4 MEDIA PILLARS
Digital Magazines Influencers TRADE (POS)
STRONG GROWTH IN SOCIAL NETWORKS
+ 26% vs 2015.
(642k followers)
+ 128% vs 2015.
(140k followers)
Focus on Awareness + Differentiation + Conversion
Integrated Communication Plan
E-commerce as an important platform for the business
19. DZARM. | Product
19
Complete portfolio for all occasions of usage
with great value for money
Product mix more adjusted to the value proposition
Total Look – more than 300 products per collection
Portfolio Structure70:20:10
- Greater focus on key categories: T-shirts; Jeans and 3rd piece
Increase accessibility
Portfolio adjustment by increasing intermediate price ranges
Reinforcement of entry price
Products connected to commercial calendar
Average price of R$ 148.0 (sell-out)
Reduce time to market
- New development process for fast cycle items
- Capsule collection with prompt delivery
20. DZARM. | Channel – Multibrand
Significant drop in revenue due to multibrand closures and greater channel selectivity
20
High capillarity: presence in more than 3,000 points of sale (-20% customers vs. 2015)
Channel with complementary role: bring revenue without depreciating brand
Strategy
Channel Segmentation
Focus on Qualified Multibrands
Expand at Boutiques
Strengthen presence in POS and improve brand experience
More commercial and accessible portfolio
Dedicated commercial manager pilot to DZARM. in SP
21. DZARM. | Channel – Franchise Light
1st pilot store recently inaugurated in Alfenas - MG
21
Concept
Stores ~45 sq. meters, expansion focus in cities with less than
500,000 inhabitants
Lower set-up cost
Promising expansion potential
22.
23. We are HERING
We offer a contemporary casual style, with strong recognition in basic,
translated into our proprietary style, generating a unique value
proposition to our consumer.
23
Are we BASIC? Are we FASHION?
25. FOCO EM PRODUTO
• Value for Money
consistent in all categories
and price ranges
• Collections connected to
commercial strategy in
stores
• Product variety yielding
innovation
Collection Efficiency
PRODUCT FOCUS
25
26. PRODUCT FOCUS
• Product activation at the
point of sale, boosting
conversion
• Storytelling creation for
each moment of each
collection
Promotional Calendar
26
27. PRODUCT FOCUS
• Dedicated teams to men's
and women's collections,
mirrored structure at
development areas
• Specialization generating
consistency and efficiency
across several lines
Teams and processes reorganization
based on PLM model
27
28. Proprietary Style
• In-depth consumer study
• "Hering filter“ set-up
according to our proprietary
style, essentially casual
PRODUCT FOCUS
Nível de Moda regulado para
o estilo Hering,
essencialmente casual
28
31. Market Context
31
Economic difficulties in the last two years have exerted pressure on
the multibrand channel
Net loss of customers
Difficulty in opening new POS
Source: Monthly Trade Survey released by IBGE, sep/16
¹ Data referring to 'Fabrics, Clothing and Shoes’ group
Sales variation of apparel¹ in Brazil
(Brazilian Statistic Bureau – ‘IBGE’)
Source: http://onegociodovarejo.com.br/o-estrago-da-crise-
segundo-cnc-varejo-fechou-1669-mil-lojas-entre-2015-e-2016/
National Trade Confederation data
700k retail stores in the country, with at least
one employee
166.9k closed throughout 2015 and
in the first half of 2016
-5.2%
-6.1%
-8.7%
-11.3%
Nominal Sales Volume
32. Multibrand – Current scenario
Channel’s complexity demands company’s greater sophistication,
creating segmentation opportunities
Annual
sell-in sales
R$800+
million
Points of sale
~18,000
Sales
Representatives
~400
Showrooms
per collection
~150 Orders/year
300,000+
Cities
3,000+
States
27
Main challenges
Sales decline in the channel
Restricted knowledge of customers
Differentiated service-level
Set where to invest in POS execution
Map where to grow
Better serve Qualified Multibrand, avoiding conflicts
Increase showroom effectiveness and adherence to
collections
Evolve management of sales team
of company’s sales
~45%
32
Data referring to the fiscal year of 2015.
33. 2016 Segmentation Study
Different clients, distinct groups, specific policies
Focus in BasicFocus in Discount Regional Networks Qualified MultibrandTraditional Fashion Sophisticated Fashion
33
+ Concept+ Price
34. 2016 Segmentation Study
34
To meet the challenge, it was necessary to elaborate a
segmentation project using several parameters
City Size
Region
Typologies
Customer
Information
Cia. Hering Performance
Consumer profile
GAP Analysis
Segmentation
typologies
Visibilityand
Comprehension
35. 2016 Segmentation Study
35
Different customers, distinct groups, specific policies
- Strategic relevance to Cia Hering +
-Consumptionconcentration+
CitySize
Segment 7
Segment 5
Segment 6Segment 2
Segment 3Segment 1
Segment8
QualifiedMultibrand
Clusterand
classify
Focus in BasicFocus in Discount Regional Networks Qualified MultibrandTraditional Fashion Sophisticated Fashion
+ Concept+ Price
Segment 4
Visibilityand
Comprehension
36. 2016 Segmentation Study – Action plan
36
We shall implement over the next two years a new business model
to the channel, aiming to leverage sales
1. Who demands minimum inventory
2. Who we will invest in VM and
activations (banners, stickers, etc.)
3. Who will have differentiated service-
level
4. Where will we explore more cross-
selling opportunities across all brands
Segment X Y Z W ...
Qualified
Multibrand
Exclusive commercial policy ...
Service-level model ...
POS material ...
Serving priority ...
Immediate stock availability ...
Allocation priority ...
Illustrativeexample:
1.
2.
3.
4.
Action
plan
1. Who should have priority in supply
2. When will we have prompt delivery
3. How the participation in showroom will be
4. How to allocate better company resources
5.
6.
7.
8.
Visibilityand
Comprehension
Clusterand
classify
38. E-commerce – Our brands in the online channel
38
Hering.com.brDZARM.com.br PUC.com.br HeringKids.com.brOutletEspacoCiaHering.com.br
39. How did we get here?
39
Building a solid technology foundation
1998
E-commerce
launch
2008
Relaunch
2009
Launch
2010
Launch
2016
Launch
2012
New platform
2015
Unified platform
Latest
5 years
~ 260%
growth
in visits
~ 300%
growth in
unique visits
~ 200%
growth in
revenue
~ 140%
growth in
volume
Business
maturity
Robust and
flexible
platform
Brands’
digital
presence
Investments in
Digital MKT
Unique
communication
across the
channels
Channel with strong growth in recent years
40. How are we?
40
With the consolidated platform, in 2016 we started a new stage in
digital retail
Source: Google Analytics * Until 28th, Nov
Launch of Outlet Espaço Hering.
More investments in digital media,
resulting in traffic increase and revenue
growth.
1st Half 2016
2nd Half 2016
Visits New
Visitors
Recurring
Visitors
+17% +12% +21%
Implemented features:
• Products recommendation in virtual stores and via email
• Personalized campaigns of cart abandonment
• Total look purchase (lookbook)
• Responsive layout to desktop and mobile
• Inclusion of videos in product’s description
• Photos with dressed models
Indicators Jan-Nov/16*
41. E-commerce in 2017
41
Investments already approved must sustain/accelerate the good
sales moment of the channel
To increase
FLOW
• Investments in SEO (Search Engine Optimization) > Improve rank
• Higher investment in digital marketing
• APP Hering/mobile
• Create MKT campaigns by Geolocation
• Understand and integrate the cross-channel consumer behavior
• Investment to improve User experience and User Interface (CRO)
> increase conversion rate and consumer engagement
To increase
CONVERSION
To improve
CONSUMER EXPERIENCE
42. E-commerce: channel consolidation
42
9M15 9M16
1.7% 2.4%
E-commerce sales’ participation
To assure our position as one of the leading brands in Brazil's
e-commerce
+ 70 bp
Online traffic increase
Conversion rate improvement
Expansion of logistics
OmniChannel
as strategy to boost both channel’s and
B&M results
layout redesign for mobile
to meet new projects and channel
growth
advance in integration process
with other channels
Opportunity
5% of sales in the
coming years
45. 2016 Refurbishment Plan
Designed for a quick conversion of the main POS and revitalization
of the oldest ones
2015: 87 stores in the Evolution Project, 13% of total network
2016: Refurbishment Plan launch, estimated in ~100 stores
30-40% reduction in
investment
¼ of subsidy of the
amount invested
by franchisees
Financing ¾ of
total invested
Reduction in the ‘closed for
renovation’ days
45
Negotiation with suppliers
Savings on items that do not
impact customer
Project adjustments to faster
execution
To be granted upon store
reopening, totaling up to R$
10 mn. Booked in
'Sales Expenses'
Funded by the company,
recorded in balance sheet as
'Other Accounts Receivable'
49. 2016 Refurbishment Plan
Renovated stores: more examples
49
Pq. Dom
Pedro Sh.
Campinas
SP
Itapeti-
ninga
SP
Shop.
Boulevard
BH - MG
Shop.
Iguatemi
Florianóp.
SC
Barra
Shop.
RJ
Catuaí
Shop.
PR
50. 4
states
17
2016 Refurbishment Plan - Results
We executed 100 Hering Store renovations in 2016
Remodeled stores remained closed for
renovations, on average, days
Subsidy granted by the company (R$ mn)
* Estimated
50
3
states
4
states
64
stores
4
states
3
states
Renovation dispersion by state Re-openings per month
100 stores
18 states
8
stores
7
stores
3
stores
18
stores
1.2 1.6
6.0
8.8
1Q16 2Q16 3Q16 4Q16E*Feb Apr Aug Sep Oct DecMay
51. 2016 Refurbishment Plan – Hering Store
We prioritized the conversion of the main POS
In 2016 we executed the most ambitious refurbishment plan in company's
history, which included the renovation of the main points of sale.
We ended 2016 with ~30% of the base in the new project.
From now on, we enter in a normal cycle of renovations with no incentive
program.
51
52. Store Experience – Improvements in VM
The new project presents important evolutions in the
setting and VM
52
Presents trends and advises the consumer on the
look composition, collaborating to raise cross-
selling and average ticket
Greater use of tables, better location for activation and
exhibition of high turnover fashion merchandise.
Opportunity to increase volume and average ticket
Focal
point
Fashion
Enhancement
table
High turnover
53. Store Experience – Improvements in VM
The new project presents important evolutions in the setting
and store VM
53
Highlight in sales area, with high display capacity favoring
self-service. Frontal display addition
Dedicated area to enhance category, with curatorship,
allowing better visualization and interaction
with several variants
Focal
Point
jeans
Focal
point
Basics
55. Supply
55
Essential in creating better shopping experience
Promotes store
organization and mix
standardization
Increase the value
perception
Improves brand
image
Reduces shrinkage
56. Supply
Developments made in 2015 and 2016 supply model prevent
inventories accumulation in the network
56
2015: Inventory adjustment and
markdown strategy revision of past
season items
2016: change in the supply model
Assortment recommendation store by store
Emphasis on greater depth
Purchasing strategy per closet/fixture
Transitory collections = inventories adjustment
* Purchase valued at MSRP
Purchases and sales of Hering Store network
excl. outlets
Fall/16
Winter/16
Spring/16
Fall/16
Winter/16
Spring/16
+ fall leftovers
+ winter leftovers
-0.9%
Biweekly recommendation of basic’s
replenishment
Purchase* Sell-out
R$million
57. Supply
We will evolve in 2017 by evaluating product location in the store since
its conception and by improving basics supply management
57
Increase in the frequency of high-turnover basics replenishment
Resupply controlled by the company
Automated basics
replenishment
Adoption expansion by the network
It will cover from product planning to in-store application
Purchase evolution/
selection of network
assortment
58. Store management - evolutions
58
Supply initiatives combined to others that support franchisees to
manage their operation
Storemanagement
andsupport
Standardizes team and store processes
Records the visit
Scoring system
Management of improvement points
Generates action plans and monitors it
Generates understanding of best practices
Fast improvement of store
experience and VM in the pilot
carried out in the South region
Extended to all Brazil from
Feb 1st on
Example: Store – South region
Training in operation management:
• Live training about Store and
Financial Management to
franchisees and staff
• Development via Portal to store staff,
with around 20 thousand impacted
in 2016
New Business Intelligence - ‘BI’, to
franchisees and staff
Consultant's Electronic Inspection
Report ‘ ‘REV’
59. Outlets
A good alternative for managing past season items
59
7 stores operated by Cia.
Hering
~4% of network’s sell-out
Two-digit of SSS growth in
9M16
It will sell more than 1
million items in 2016
Catarina
Outlet
SP
Outlet
Plus
BH
60. Outlets
60
The space is shared among the Company’s brands, in a structure
with low operational cost
61. Outlets - strategy
The channel can gain even more relevance in the sale of past season
items
Best channel to sell past collections
Greater control in the point of sale experience
Good consumer acceptance. Improved experience (vs. traditional clearance channels)
Better margins for the Company
Channel growth, since current stores meet only 10-15% of the Company’s need
Improve Company’s profitability, with average sales margin increase of markdown items
61
Application
Benefits
Opportunities
62. Store network| Satisfaction Survey
High level of satisfaction of Cia. Hering franchisees network
Source: Instituto da Qualidade – Nov/2016
Research conducted with franchisees of Hering Store, Hering Kids and PUC networks.
62
Willingness to open another store (same
brand) if it were to invest in retail
Willingness to recommend to
whom might invest
Overall Satisfaction
Very
satisfied
Satisfied
Insatisfied
Neither
satisfied, nor
insatisfied
Very
insatisfied
Definitely yes
Definitely no
Probably no
Maybe yes,
maybe no
Definitely no
Definitely yes
Probably no
Maybe yes,
maybe no
Probably yes
Probably yes
63. Management and Operation of store Network
Key Messages
63
Improved store experience as a priority
Store network renovation in progress
Supply initiatives progresses
Support for the franchisee> continuous
investments in systems and training
Outlet presents a good opportunity
Healthy and confident franchisees’ network
65. Financial Management | Cash Flow
65
Strong cash flow generation this year due to improved working
capital and reduced CapEx
in R$ million
Reduction of R$ 76.8 million
in working capital and lower
investments favored cash
flow generation
Cash flow from
operations
66. Financial Management | Shareholder’s Return
66
Historically payout has grown in line with cash generation
in R$ million
Strong cash generation in 2016 tends to translate into higher payout in the year
Share Buybacks
67. Financial Management | Priorities
We will prioritize operating results normalization and cash
generation
Short-term scenario
4Q16 still presents difficulties in sales due to a difficult consumption environment
Higher invoiced volume of High Summer collection in 3Q16* generates sales
impacts to the channel in 4Q16
2017 Priorities
Sales growth resumption. Focus on Product & Store
• Markdowns reduction, positively affecting gross margin
• Cash generation and conservative capital structure
67
* As detailed in the 3Q16 release reported on 10/27/2016