Forever 21 opens New York's largest clothing store. The document discusses Forever 21's rapid growth from its founding in 1984 to opening over 450 stores worldwide by 2010. It provides details on the company's vertical integration model and ability to deliver new fashion trends to stores within 6 weeks. However, the company has also faced issues including lawsuits over alleged copying of designers' work and poor working conditions at supplier factories.
Boardroom Eco Apparel is a clothing manufacturing company that wants to launch a new online business casual line for men. Currently, Boardroom produces promotional clothing but lacks understanding of the business casual market and e-commerce. The marketing plan aims to launch the new line in January 2015 and generate $1 million in sales within a year through strategies targeting website visits, sales conversions, and customer satisfaction.
Forever 21 was founded in 1984 in Los Angeles by Korean immigrants Do Won and Jin Sook Chang. They opened their first store, originally called Fashion 21, to sell trendy Korean designs at affordable prices to the local Korean American community. The store was successful, making $700,000 in its first year. Over the next few years the Changs opened more locations and renamed the business Forever 21. Forever 21 grew to become a major fashion retailer known for offering the latest trends at low prices to customers aged 15-40. The company's mission is to provide an unprecedented selection of today's fashions at affordable prices.
The document discusses the rise of "pulse brands" that bridge high fashion and high street retail. It analyzes Mango, a Spanish fashion brand, and proposes creating a premium sub-brand under Mango called "mí by Mango" targeted at young adults aged 18-24. The sub-brand would focus on unique designs, celebrity partnerships, and social media promotion to differentiate itself in the growing premium womenswear market.
This document provides an overview of the marketing mix strategies used by Forever 21. It discusses the company's products, which include clothing, accessories, and beauty items targeted towards teenagers and young adults. It analyzes Forever 21's promotion strategies on social media platforms like Facebook, Twitter, YouTube, and through influencer marketing. It also examines Forever 21's competitive pricing approach, with most items priced between $2-$100 to make fashion affordable and attract a wide customer base.
- Zara is a major clothing brand owned by Spanish company Inditex that operates a unique fast fashion business model. Unlike other brands, Zara produces small quantities of clothing and replenishes stores frequently based on real-time customer feedback.
- Zara maintains control over its entire supply chain from design to manufacturing to distribution. This vertical integration allows it to produce and deliver new designs to stores within 2 weeks.
- For the US market, Zara should start with an aggressive online presence to test demand before opening physical stores focused on major coastal cities. An initial online-focused strategy allows it to learn customer preferences at lower cost and risk.
This document provides information about two lingerie brands, Zivame and Clovia. It discusses their visions, product assortments, pricing strategies, distribution, return policies, loyalty programs, visual merchandising, packaging, blogs/magazines, online promotions including influencer collaborations and segmentation, targeting, and positioning. For online promotions, it describes Zivame's strategy of using Facebook ads and retargeting customers. It also discusses a Clovia Instagram campaign and branded video with Ixigo. The SWOT analyses highlight strengths like offers for Clovia and variety for Zivame, and weaknesses such as delivery issues.
Forever 21 is an American fast fashion retailer founded in 1984 in California that sells affordable clothing, accessories, and beauty products for men, women, and kids. It operates over 700 stores worldwide and has over $4 billion in annual sales. Forever 21 targets young customers ages 13-30 by offering the latest trends at low prices both in stores and online. It uses various marketing strategies like social media, promotions, and psychological pricing to attract its target audience.
Boardroom Eco Apparel is a clothing manufacturing company that wants to launch a new online business casual line for men. Currently, Boardroom produces promotional clothing but lacks understanding of the business casual market and e-commerce. The marketing plan aims to launch the new line in January 2015 and generate $1 million in sales within a year through strategies targeting website visits, sales conversions, and customer satisfaction.
Forever 21 was founded in 1984 in Los Angeles by Korean immigrants Do Won and Jin Sook Chang. They opened their first store, originally called Fashion 21, to sell trendy Korean designs at affordable prices to the local Korean American community. The store was successful, making $700,000 in its first year. Over the next few years the Changs opened more locations and renamed the business Forever 21. Forever 21 grew to become a major fashion retailer known for offering the latest trends at low prices to customers aged 15-40. The company's mission is to provide an unprecedented selection of today's fashions at affordable prices.
The document discusses the rise of "pulse brands" that bridge high fashion and high street retail. It analyzes Mango, a Spanish fashion brand, and proposes creating a premium sub-brand under Mango called "mí by Mango" targeted at young adults aged 18-24. The sub-brand would focus on unique designs, celebrity partnerships, and social media promotion to differentiate itself in the growing premium womenswear market.
This document provides an overview of the marketing mix strategies used by Forever 21. It discusses the company's products, which include clothing, accessories, and beauty items targeted towards teenagers and young adults. It analyzes Forever 21's promotion strategies on social media platforms like Facebook, Twitter, YouTube, and through influencer marketing. It also examines Forever 21's competitive pricing approach, with most items priced between $2-$100 to make fashion affordable and attract a wide customer base.
- Zara is a major clothing brand owned by Spanish company Inditex that operates a unique fast fashion business model. Unlike other brands, Zara produces small quantities of clothing and replenishes stores frequently based on real-time customer feedback.
- Zara maintains control over its entire supply chain from design to manufacturing to distribution. This vertical integration allows it to produce and deliver new designs to stores within 2 weeks.
- For the US market, Zara should start with an aggressive online presence to test demand before opening physical stores focused on major coastal cities. An initial online-focused strategy allows it to learn customer preferences at lower cost and risk.
This document provides information about two lingerie brands, Zivame and Clovia. It discusses their visions, product assortments, pricing strategies, distribution, return policies, loyalty programs, visual merchandising, packaging, blogs/magazines, online promotions including influencer collaborations and segmentation, targeting, and positioning. For online promotions, it describes Zivame's strategy of using Facebook ads and retargeting customers. It also discusses a Clovia Instagram campaign and branded video with Ixigo. The SWOT analyses highlight strengths like offers for Clovia and variety for Zivame, and weaknesses such as delivery issues.
Forever 21 is an American fast fashion retailer founded in 1984 in California that sells affordable clothing, accessories, and beauty products for men, women, and kids. It operates over 700 stores worldwide and has over $4 billion in annual sales. Forever 21 targets young customers ages 13-30 by offering the latest trends at low prices both in stores and online. It uses various marketing strategies like social media, promotions, and psychological pricing to attract its target audience.
Forever 21 is an American fast fashion retailer founded in Los Angeles in 1984 by Korean immigrants Don and Jin Sook Chang. It began as a small 900 square foot store and has since expanded to over 600 stores worldwide generating $3.7 billion in annual revenue. Forever 21 is known for trendy clothing and accessory offerings at affordable prices, sourcing over 60% of its apparel from China. It has faced some controversies over labor practices and copyright infringement accusations.
Zara is a Spanish clothing retailer known for fast fashion. It segments its market based on demographics like women and men aged 15-45 with mid-range incomes, and psychographics like those interested in fashion trends. Zara targets fashion conscious, educated middle-class customers interested in latest trends. It positions itself as more fashionable than competitors by moving trends from runway to stores within a week at low prices. Zara uses a multi-segment targeting strategy to focus on different strategies for its segments.
Mango is a Spanish fast fashion brand founded in 1984 that designs, manufactures, and markets women's, men's, and children's clothing. It has over 2,700 points of sales in 108 countries worldwide. While Mango has experienced success with its fast fashion model and international expansion, its summary identifies opportunities to improve brand image, social media presence, and supply chain management to better compete in the challenging retail environment.
Forever 21 is an American fast fashion retail brand founded in 1984 that has grown to over 700 stores globally. They are known for quickly moving designs from catwalks to consumers. Forever 21 offers apparel, bags, belts, shoes, jewelry and other accessories for men, women and kids. Their target market includes casual and formal wear, as well as accessories. They aim to provide an unprecedented selection of today's fashions at affordable prices. Forever 21 utilizes various marketing strategies including social media, sales promotions, public relations, pricing strategies and store ambiance to engage customers.
Presentation to add preteen girls range in vero modaManvi Deshwal
This document discusses the opportunity for a new clothing line for preteen girls in India. It notes several needs in the market, as most brands currently focus on missy or children's fashion, leaving preteen girls' styles underserved. A literature review found the preteen market is emerging in India. The document scans competitors like Vero Moda and analyzes potential product categories and target customers like 12-year-old Tammana Malhotra. Mood boards and forecasts are mentioned to help guide the new line's aesthetic.
Carrine Kezia Aulia presented a final project on Zara, a global fashion retailer owned by Inditex Group. The 3-sentence summary is:
Zara was founded in 1975 in La Coruna, Spain and has grown to over 1,700 stores in 82 countries, known for its ability to spot trends and quickly design and produce fashionable clothing at affordable prices. The presentation outlined Zara's company profile, operations in Spain and commitment to corporate social responsibility, as well as its strategic plan to expand further in Asia through improving its online presence and social media engagement. Competitors including H&M, Gap, and Uniqlo were also discussed.
Assortment Planning - United Colors of BenettonDelwin Arikatt
This document summarizes a graduation project report for developing an assortment plan for United Colors of Benetton outlets in Delhi, India. The report analyzes sales data from Spring/Summer 2012 and 2013 seasons to understand consumer preferences. It also studies competitors' product offerings and Spring/Summer 2014 fashion trends. Based on this research, the report proposes assortment plans tailored for five Benetton stores in Delhi, with the goal of increasing sales by 30% for the Spring/Summer 2014 season. Key activities included a literature review on assortment planning, analyzing past sales data, competitor assessments, and developing store-specific merchandise budgets and product recommendations.
This document provides an overview and analysis of the Spanish clothing retailer Zara. It discusses:
1) Zara was founded in 1975 in Spain and is now one of the world's largest retailers, known for quick production cycles and trendy designs.
2) Zara's business model focuses on frequent new product introductions, short production cycles, over 1,000 suppliers, and fast delivery to over 6,000 stores worldwide.
3) Zara's target market is fashion-conscious consumers aged 15-45, with a focus on women's and men's clothing. The analysis identifies opportunities in the growing plus-size segment.
In this project, I worked with a group to create a buying plan for the shoes department of Zara. We analyzed up and coming trends for footwear and looked to see how those trends could further expand the ZARA shoe market.
The case describes the beginning and growth of a social enterprise ‘Okhai’, started to help women artisans from rural areas with no income and a poor social background. It helped
women by promoting their handicraft and making it popular in the domestic and international market. As the organisation grows, it faces challenges of operations, procurement and supply chain, quality, retailing, branding, etc. The case evaluates the feasibility of the ambitious targets set by Okhai. It thus delineates the issues faced in scaling
a small organization.
1) The document discusses how to create a time and action (TNA) plan for processing a garment order from receiving the letter of credit to shipment.
2) Key steps in making a TNA plan include identifying all required tasks, production capacities, lead times, and the shipment date to create a schedule in a calendar format.
3) An example TNA plan is provided for an order of 10,000 t-shirts with a production deadline of December 1st and key activities like sampling, fabric sourcing, and production are outlined.
Zara Online product & operational AnalysisJing Huang
Jan,2014 , helped them to analyse their digital online market base in China and improve their online traffic & social media offering and provided recommended digital online operation strategies
This document provides an overview of the clothing retailer H&M. It discusses that H&M was founded in Sweden in 1947 and is now the second largest global clothing retailer. It offers a range of men's, women's, and children's fashion across various brands and price points. The document then discusses H&M's marketing strategies, which include TV advertisements, YouTube videos, digital marketing, and promotional discounts. It also describes some of H&M's in-house brands like Divided and Conscious, which offer trendy and sustainable products respectively. Finally, the document analyzes H&M's visual merchandising techniques, like using closed, island, and elevated window displays to showcase its latest collections and attract customers
This document provides information about the fashion brand Zara, including:
1) Zara is owned by Inditex, one of the largest fashion retailers in the world, which operates over 6,000 stores globally and several other brands.
2) Zara prides itself on having the latest fashion trends at affordable prices and short production cycles to constantly refresh stores.
3) Financial information is presented showing Inditex's increasing sales and profits from 2010-2014, with Zara being the leading brand.
The Spanish company Mango produces clothing and accessories for fashionable women. It opened its first store in 1984 in Barcelona and expanded to over 100 stores in Spain by the early 1990s. Mango then began international expansion, opening stores first in Portugal in 1992 and continuing to grow across 100+ countries. Today it operates over 700 owned stores and 1000 franchise stores worldwide, using a franchise model in some markets. The brand is known for offering on-trend fashion through its Casual, Suit-Evening, and Sport-MNGJeans lines to suit different styles.
This document provides a layout plan for a denim jeans manufacturing plant with a capacity of 2000 pieces per day on a site area of 60m x 40m. The 3-floor plant includes production areas like cutting, sewing, finishing, and packaging on the ground and first floors. The second floor houses merchandising, sampling, CAD and administration departments. Material flows vertically between floors using lifts and a connecting ramp. The layout aims to optimize material flow and efficiency with consideration for employee ergonomics, safety, natural lighting and environmental sustainability.
This document outlines a digital marketing strategy for Zara clothing to increase brand awareness among young adults and teenagers. The strategy focuses on social media platforms like Facebook, Twitter, Instagram and Pinterest to promote new arrivals, styles and contests. It also discusses search engine optimization, Google Adwords and analytics to drive traffic to Zara's website and mobile app. The total budget allocated for the one-year digital marketing plan is $9 million, with the largest portions going towards social media and mobile strategies.
The presentation proposes a new idea for a Zara line extension: Zara for women, a line designed for real women that embraces various body shapes.
The project was done by combining marketing and buying behavior information. Keep in mind that this is a fictitious line. However, actual data about the company and the industry were used to design the marketing plan.
Forever 21 is a clothing company known for selling the latest fashion trends at affordable prices. It targets young men and women aged 13 to 30 but attracts customers of all ages. Forever 21 constantly adapts to changing styles and uses social media like Facebook and Twitter to reach more potential customers. The company wants to expand its customer base and brand by offering more styles. It could improve its social media presence by creating an optimized video blog, mobile shopping app, and using social bookmarking sites to show popular styles.
The document provides information about a company called Forever 21 including:
- It is based in California and founded by Don Chang offering affordable fashion for teens and young women.
- Its target market is fashion-conscious consumers ages 16-30 who are technology savvy.
- A SWOT analysis identifies strengths like viral marketing, simplicity and word-of-mouth, as well as weaknesses like failing to reach its full audience and lack of creativity.
- The document then discusses the "Forever Fit" campaign targeting active 18-25 year old women through promotional efforts including magazine ads, in-store promotions, social media, and a mobile app.
Forever 21 is an American fast fashion retailer founded in Los Angeles in 1984 by Korean immigrants Don and Jin Sook Chang. It began as a small 900 square foot store and has since expanded to over 600 stores worldwide generating $3.7 billion in annual revenue. Forever 21 is known for trendy clothing and accessory offerings at affordable prices, sourcing over 60% of its apparel from China. It has faced some controversies over labor practices and copyright infringement accusations.
Zara is a Spanish clothing retailer known for fast fashion. It segments its market based on demographics like women and men aged 15-45 with mid-range incomes, and psychographics like those interested in fashion trends. Zara targets fashion conscious, educated middle-class customers interested in latest trends. It positions itself as more fashionable than competitors by moving trends from runway to stores within a week at low prices. Zara uses a multi-segment targeting strategy to focus on different strategies for its segments.
Mango is a Spanish fast fashion brand founded in 1984 that designs, manufactures, and markets women's, men's, and children's clothing. It has over 2,700 points of sales in 108 countries worldwide. While Mango has experienced success with its fast fashion model and international expansion, its summary identifies opportunities to improve brand image, social media presence, and supply chain management to better compete in the challenging retail environment.
Forever 21 is an American fast fashion retail brand founded in 1984 that has grown to over 700 stores globally. They are known for quickly moving designs from catwalks to consumers. Forever 21 offers apparel, bags, belts, shoes, jewelry and other accessories for men, women and kids. Their target market includes casual and formal wear, as well as accessories. They aim to provide an unprecedented selection of today's fashions at affordable prices. Forever 21 utilizes various marketing strategies including social media, sales promotions, public relations, pricing strategies and store ambiance to engage customers.
Presentation to add preteen girls range in vero modaManvi Deshwal
This document discusses the opportunity for a new clothing line for preteen girls in India. It notes several needs in the market, as most brands currently focus on missy or children's fashion, leaving preteen girls' styles underserved. A literature review found the preteen market is emerging in India. The document scans competitors like Vero Moda and analyzes potential product categories and target customers like 12-year-old Tammana Malhotra. Mood boards and forecasts are mentioned to help guide the new line's aesthetic.
Carrine Kezia Aulia presented a final project on Zara, a global fashion retailer owned by Inditex Group. The 3-sentence summary is:
Zara was founded in 1975 in La Coruna, Spain and has grown to over 1,700 stores in 82 countries, known for its ability to spot trends and quickly design and produce fashionable clothing at affordable prices. The presentation outlined Zara's company profile, operations in Spain and commitment to corporate social responsibility, as well as its strategic plan to expand further in Asia through improving its online presence and social media engagement. Competitors including H&M, Gap, and Uniqlo were also discussed.
Assortment Planning - United Colors of BenettonDelwin Arikatt
This document summarizes a graduation project report for developing an assortment plan for United Colors of Benetton outlets in Delhi, India. The report analyzes sales data from Spring/Summer 2012 and 2013 seasons to understand consumer preferences. It also studies competitors' product offerings and Spring/Summer 2014 fashion trends. Based on this research, the report proposes assortment plans tailored for five Benetton stores in Delhi, with the goal of increasing sales by 30% for the Spring/Summer 2014 season. Key activities included a literature review on assortment planning, analyzing past sales data, competitor assessments, and developing store-specific merchandise budgets and product recommendations.
This document provides an overview and analysis of the Spanish clothing retailer Zara. It discusses:
1) Zara was founded in 1975 in Spain and is now one of the world's largest retailers, known for quick production cycles and trendy designs.
2) Zara's business model focuses on frequent new product introductions, short production cycles, over 1,000 suppliers, and fast delivery to over 6,000 stores worldwide.
3) Zara's target market is fashion-conscious consumers aged 15-45, with a focus on women's and men's clothing. The analysis identifies opportunities in the growing plus-size segment.
In this project, I worked with a group to create a buying plan for the shoes department of Zara. We analyzed up and coming trends for footwear and looked to see how those trends could further expand the ZARA shoe market.
The case describes the beginning and growth of a social enterprise ‘Okhai’, started to help women artisans from rural areas with no income and a poor social background. It helped
women by promoting their handicraft and making it popular in the domestic and international market. As the organisation grows, it faces challenges of operations, procurement and supply chain, quality, retailing, branding, etc. The case evaluates the feasibility of the ambitious targets set by Okhai. It thus delineates the issues faced in scaling
a small organization.
1) The document discusses how to create a time and action (TNA) plan for processing a garment order from receiving the letter of credit to shipment.
2) Key steps in making a TNA plan include identifying all required tasks, production capacities, lead times, and the shipment date to create a schedule in a calendar format.
3) An example TNA plan is provided for an order of 10,000 t-shirts with a production deadline of December 1st and key activities like sampling, fabric sourcing, and production are outlined.
Zara Online product & operational AnalysisJing Huang
Jan,2014 , helped them to analyse their digital online market base in China and improve their online traffic & social media offering and provided recommended digital online operation strategies
This document provides an overview of the clothing retailer H&M. It discusses that H&M was founded in Sweden in 1947 and is now the second largest global clothing retailer. It offers a range of men's, women's, and children's fashion across various brands and price points. The document then discusses H&M's marketing strategies, which include TV advertisements, YouTube videos, digital marketing, and promotional discounts. It also describes some of H&M's in-house brands like Divided and Conscious, which offer trendy and sustainable products respectively. Finally, the document analyzes H&M's visual merchandising techniques, like using closed, island, and elevated window displays to showcase its latest collections and attract customers
This document provides information about the fashion brand Zara, including:
1) Zara is owned by Inditex, one of the largest fashion retailers in the world, which operates over 6,000 stores globally and several other brands.
2) Zara prides itself on having the latest fashion trends at affordable prices and short production cycles to constantly refresh stores.
3) Financial information is presented showing Inditex's increasing sales and profits from 2010-2014, with Zara being the leading brand.
The Spanish company Mango produces clothing and accessories for fashionable women. It opened its first store in 1984 in Barcelona and expanded to over 100 stores in Spain by the early 1990s. Mango then began international expansion, opening stores first in Portugal in 1992 and continuing to grow across 100+ countries. Today it operates over 700 owned stores and 1000 franchise stores worldwide, using a franchise model in some markets. The brand is known for offering on-trend fashion through its Casual, Suit-Evening, and Sport-MNGJeans lines to suit different styles.
This document provides a layout plan for a denim jeans manufacturing plant with a capacity of 2000 pieces per day on a site area of 60m x 40m. The 3-floor plant includes production areas like cutting, sewing, finishing, and packaging on the ground and first floors. The second floor houses merchandising, sampling, CAD and administration departments. Material flows vertically between floors using lifts and a connecting ramp. The layout aims to optimize material flow and efficiency with consideration for employee ergonomics, safety, natural lighting and environmental sustainability.
This document outlines a digital marketing strategy for Zara clothing to increase brand awareness among young adults and teenagers. The strategy focuses on social media platforms like Facebook, Twitter, Instagram and Pinterest to promote new arrivals, styles and contests. It also discusses search engine optimization, Google Adwords and analytics to drive traffic to Zara's website and mobile app. The total budget allocated for the one-year digital marketing plan is $9 million, with the largest portions going towards social media and mobile strategies.
The presentation proposes a new idea for a Zara line extension: Zara for women, a line designed for real women that embraces various body shapes.
The project was done by combining marketing and buying behavior information. Keep in mind that this is a fictitious line. However, actual data about the company and the industry were used to design the marketing plan.
Forever 21 is a clothing company known for selling the latest fashion trends at affordable prices. It targets young men and women aged 13 to 30 but attracts customers of all ages. Forever 21 constantly adapts to changing styles and uses social media like Facebook and Twitter to reach more potential customers. The company wants to expand its customer base and brand by offering more styles. It could improve its social media presence by creating an optimized video blog, mobile shopping app, and using social bookmarking sites to show popular styles.
The document provides information about a company called Forever 21 including:
- It is based in California and founded by Don Chang offering affordable fashion for teens and young women.
- Its target market is fashion-conscious consumers ages 16-30 who are technology savvy.
- A SWOT analysis identifies strengths like viral marketing, simplicity and word-of-mouth, as well as weaknesses like failing to reach its full audience and lack of creativity.
- The document then discusses the "Forever Fit" campaign targeting active 18-25 year old women through promotional efforts including magazine ads, in-store promotions, social media, and a mobile app.
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo en 2020. A medida que se implementaron las vacunas en 2021, la mayoría de las economías comenzaron a recuperarse, aunque los efectos a largo plazo en los mercados laborales y sectores específicos aún no están claros.
Forever 21 needs to update its branding and marketing strategies to remain competitive. The document proposes targeting females ages 15-24 and emphasizing Forever 21's inexpensive styles over its reputation for copying designs. It suggests launching a mobile app for consumers to rate items, improving social media presence, updating keyword targeting, and allocating most of the budget to the new app. The goal is to gain consumer insights, engage customers, and measure campaign effectiveness through analytics to help Forever 21 evolve with changing media landscapes.
This document outlines a digital strategy for Forever 21 to engage customers aged 12-25 on social media. It proposes using hashtags like #21in2k13 and creating short promotional videos for Instagram and Vine. Surveys would offer discounts to gather customer feedback. Most of the $1.5 million budget would go towards Google AdWords with goals of developing awareness of Forever 21 through social platforms like Facebook, Twitter, and a new mobile app.
Forever 21's marketing strategy focuses on encouraging customers to constantly replace old items with new ones. The presentation proposes a campaign called "Exchange Old for the New" where customers can trade in 4 old Forever 21 items to receive a new one. Key performance indicators like social media engagement will be measured. The campaign budget is $1,150,000 to be spent over 6 months on social media, internet marketing, mobile app development, Google AdWords and search engine optimization with the goal of increasing long term profits despite an initial lack of profitability.
Zara is a large Spanish clothing retailer known for its rapid fashion production model. It changes designs every 2 weeks compared to competitors' 2 months. Zara uses agents to scout trends and sends sketches to factories within 6 hours for production. Its infrastructure allows finishing goods to reach stores in 4-5 weeks. This rapid supply chain and production flexibility allows Zara to meet constantly changing fashion demands.
Zara's value chain is highly integrated and controlled. It sources materials and produces about half of products in Spain and Europe to allow for quick design changes. Products are shipped to stores within 24 hours in Europe. Store managers have autonomy to make replenishment orders based on sales data. Zara uses minimal marketing and focuses on window displays. Its competitive advantage lies in its ability to design, produce, and deliver fashion trends rapidly and at scale through its vertically integrated system.
Zara is a clothing retailer that uses modern technology in its marketing research and supply chain to quickly deliver fashionable designs at lower prices. It collects frequent customer feedback and uses IT to closely monitor trends. This allows Zara to make production decisions quickly and produce small quantities of many styles. As a result, Zara is able to deliver new fashion designs about twice a month while competitors take 3-5 months. This rapid turnover keeps customers engaged with frequent store visits and purchases.
Zara is a large international fashion company known for its rapid response to new fashion trends. It focuses on understanding customer demand and delivering desired items quickly through efficient production and distribution. Zara releases about 11,000 new designs each year, holding only 6 days of inventory compared to weeks for competitors. This allows it to provide on-trend fashion at affordable prices through a unique and vertically integrated business model.
This document discusses Zara's supply chain and how it contributes to the company's success. It provides details on Zara's vertically integrated supply chain model, which allows it to bring designs to stores in just 2-3 weeks compared to the industry average of 6-9 months. Key aspects of Zara's supply chain include local sourcing, fast production times, mass customization, and using IT to share information. This vertical integration model helps Zara increase revenue through more fashionable and scarce products, while decreasing costs through factors like lower transportation and inventory costs.
Zara is a Spanish clothing retailer known for its rapid production of new designs to match emerging fashion trends. It operates over 1,700 stores worldwide and launches around 10,000 new designs each year, getting products to stores in just two weeks compared to the industry average of six months. Zara's supply chain and production model allows it to be more responsive to trends and offer a wider variety of fashionable products at affordable prices. It has experienced rapid international expansion and growth over the past few decades to become one of the largest and most profitable clothing retailers globally.
The product life cycle progresses through four stages: introduction, growth, maturity, and decline. In the introduction stage, firms focus on building awareness, branding, and distribution. In the growth stage, firms build preference and market share while maintaining quality. In the maturity stage, competition increases as firms defend market share through differentiation and pricing. In the decline stage, firms may rejuvenate, harvest, or discontinue the product.
Forever 21 comenzó en 1984 en Los Ángeles, California por Do Won Chang y Jin-Sook. Empezaron con una inversión de $35,000 y vendieron $700,000 en su primer año. Actualmente tienen más de 500 tiendas y emplean a 30,000 personas. El éxito de Forever 21 se debe a ofrecer ropa de moda a precios accesibles.
To increase efficiency and revenue by selling more products online, Forever 21 aims to target fashion-conscious young people aged 18-30 with stylish, colorful, and cheap clothing and accessories available on their website. They plan to use giveaways on social media and SEO plugins to promote the online store and make it more visible over two months with a budget of $12,500 per month, less than half of other consultants' monthly rates.
UK Online Fashion UX Benchmarking slidesarthurmoan
The document summarizes an online fashion UX benchmarking study conducted by UserZoom comparing four major online retailers. The study involved tasks such as finding a specific pair of jeans, browsing for a top, and locating delivery options to compare user experiences. Key findings included that search was preferred over navigation, size selection needs improvement, delivery transparency is important, and one retailer was not appealing to young female users. The presentation provided an overview of the methodology used, benchmarks for tasks across retailers, and opportunities for improvement identified in the research.
The anti-corporate momentum builds as recognised brands balance the safety of recognition and loyalty with the excitement of individual assortments, personal enhancements and store environments that look like they come off the back of a lorry rather than the end of the corporate conveyer belt. Pull & Bear, from the biggest brand house about, have a new store, urban and improvised, re-stressed and distressed.
The United Nations declared 2011 as the International Year of Forests to raise awareness about sustainable forest management. Forests provide wood for fuel and industries, and bamboo is used for construction. Deforestation is caused by factors like shifting cultivation, commercial logging, population growth, and poverty. Deforestation leads to soil erosion, desertification, reduced rainfall, loss of biodiversity, and increased carbon dioxide and air pollution contributing to global warming.
Fashion Jewellery Trends 2016-2017 and Jewelry buying habits from Italina (Ho...Shirley Yau
Jewelry fashion report for the year 2016 and 2017 consists of basic minimalism, different minerals, light and heavy materials, oversized jewellery, enamel to add a sense of luxury, beading and casual opulence, floral, hoops, rebellious pearls, rough luxe, hair accessories, statement necklaces, over sized earrings and double rings.
Group project for Basics of Fashion Business.
Create a new brand or a line for an existing brand, do market research and analysis. Branding, promotion and communication.
Marketing Strategy in Action Abercrombie & Fitch As you stro.docxmccullaghjackelyn
Marketing Strategy in Action
Abercrombie & Fitch
As you stroll into the store, you are greeted by blaring music, racy photos, and a cooler-than-cool “sales force” that doesn’t actually try to sell you anything. And if you’re over 25, there is a decent chance you are the oldest person in the place. To borrow a phrase from another company’s marketing compaign, Abercrombie & Fitch is definitely not your father’s clothing store—although, interest- ingly, it may have been your grandfather’s.
A&F is one of a handful of retail chains that has done a masterful job of appealing to fashion-conscious teens and college students. The challenge for A&F, The Gap, J. Crew, and others is how to remain relevant to the notoriously fickle youth subculture.
Founded in 1892, A&F was originally an outlet for camping gear. Early in its history, in fact, it outfitted former U.S. president Theodore Roosevelt’s African safaris. Later it established a niche selling conser- vative menswear to an older clientele, but eventually sales plummeted and A&F filed for bankruptcy. The Limited purchased the chain in 1988 and four years later hired Michael Jeffries to oversee A&F operations. Jeffries wanted to shift the company’s focus away from, as he describes it, the “70 to death” demographic toward a much younger and faster-growing group: consumers between ages 14 and 24. The tweed suits came off the racks, replaced by jeans and T-shirts. It worked. By the time The Limited spun off A&F in 1998, the company was already a hit. Sales exploded from $165 million in 1994 to $1.6 billion in 2002. The number of stores jumped from 36 in 1992 to 340 in 2003 (plus 167 Abercrombie stores and 112 Hollister Com- pany stores). A 1999 survey showed A&F to be the sixth coolest brand in the world among kids, outranking Levi’s and Nintendo. In the summer of 1999, A&F’s spot in the pantheon of youth culture was solidified in a hit pop song by the group LFO, who sang about how much they liked girls who “look like Abercrombie and Fitch.”
A&F and its direct competitors are appealing to the so-called echo boom generation—people born between 1977 and 1994. It is estimated that by 2010, the United States will have 34 million people between ages 12 and 19. And, unlike previous generations, most of these youths have money to spend. In 1998 the average teen earned almost $80 per week, and because most live at home and have few financial responsibilities, much of that money goes toward clothing.
At an A&F store, there is no such thing as a minor detail. Accord- ing to an analyst at Goldman, Sachs, & Co, “they are very single- minded and very driven. Everything they do is directed to making sure they are truly representative of the lifestyle of their core college- age consumer.” A&F unabashedly admits it hires employees based less on skill than on how they look and act. In fact, because A&F believes young people don’t like being told what to buy, the sales
staff doesn’t actually offer sales help. Thei ...
Sample Essay On Career Choice. Online assignment writing service.Tanya Collins
Here are a few key reasons why college athletes should not have unrestricted freedom of speech on social media:
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Forever 21 was founded in 1984 in Los Angeles by Korean immigrants Do Won Chang and Jin Sook Chang. It grew to over 700 stores worldwide by 2011, though filed for bankruptcy in 2019 and closed over 300 stores. Originally targeting the Korean American community, it expanded to men's and plus sizes clothing sold in stores and online. However, it faced numerous lawsuits over alleged copyright infringement and criticisms over some of its clothing slogans. Workplace safety issues and underpayment of suppliers were also controversies faced by the company.
Forever 21 was founded in 1984 in Los Angeles by Korean immigrants Do Won Chang and Jin Sook Chang. It grew to over 700 stores worldwide by 2011, though filed for bankruptcy in 2019 and closed over 300 stores. Originally targeting the LA Korean community, it expanded to mens and plus sizes. However, it faced over 50 lawsuits for alleged copyright infringement and has faced controversies over safety issues and working conditions.
Forever 21 was founded in 1984 in Los Angeles by Korean immigrants. It grew to operate over 700 stores worldwide by 2011, selling fast fashion clothing targeted at young consumers. However, it faced numerous lawsuits for alleged copyright infringement and other controversies. In September 2019, it filed for Chapter 11 bankruptcy protection and announced it would close over 300 stores, including 178 in the United States, as part of its restructuring.
Paragraph 1: Large corporations such as Apple, Microsoft, and others outsource much of their production to factories in China where there have been reports of worker exploitation. These factories have hazardous working conditions and even deaths, yet the corporations obtain large profits by taking advantage of low wages. The corporations ultimately control production quotas and wages.
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This document provides context about clothing, fashion, and society. It discusses how symbolism in artifacts from 40,000 years ago indicated abstract thinking and artistic appreciation. Rules of dress are consciously used to assert status, identity, and values. Clothing should be differentiated into dress for everyday use, uniforms for ceremonies, and costumes for rituals. Fashion refers specifically to modern manifestations of clothing influenced by changes in society and commerce.
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The document discusses two works - The Metamorphosis by Franz Kafka and the film It's a Wonderful Life - that initially seem unrelated but share themes of unhappiness, transformation, and the importance of family support. Both stories feature main characters who are unhappy with their lives and experience a transformation that shows them what life would be like without their presence or support. The characters are then shown to be self-sacrificing and feel unappreciated in their jobs, longing to break out of a cycle of unfulfilling work, before major problems arise that they receive help addressing from their families.
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This session will aim to comprehensively review the current state of artificial intelligence techniques for emotional recognition and their potential applications in optimizing digital advertising strategies. Key studies developing AI models for multimodal emotion recognition from videos, images, and neurophysiological signals were analyzed to build content for this session. The session delves deeper into the current challenges, opportunities to help realize the full benefits of emotion AI for personalized digital marketing.
In this dynamic session titled "Future-Proof Like Beyoncé: Syncing Email and Social Media for Iconic Brand Longevity," Carlos Gil, U.S. Brand Evangelist for GetResponse, unveils how to safeguard and elevate your digital marketing strategy. Explore how integrating email marketing with social media can not only increase your brand's reach but also secure its future in the ever-changing digital landscape. Carlos will share invaluable insights on developing a robust email list, leveraging data integration for targeted campaigns, and implementing AI tools to enhance cross-platform engagement. Attendees will learn how to maintain a consistent brand voice across all channels and adapt to platform changes proactively. This session is essential for marketers aiming to diversify their online presence and minimize dependence on any single platform. Join Carlos to discover how to turn social media followers into loyal email subscribers and ultimately, drive sustainable growth and revenue for your brand. By harnessing the best practices and innovative strategies discussed, you will be equipped to navigate the challenges of the digital age, ensuring your brand remains relevant and resonant with your audience, no matter the platform. Don’t miss this opportunity to transform your approach and achieve iconic brand longevity akin to Beyoncé's enduring influence in the entertainment industry.
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Digital Marketing is a latest method of Marketing techniques widely used across the Globe. Digital Marketing is an online marketing technique and methods used for all products and services through Search Engine and Social media advertisements. Previously the marketing techniques were used without using the internet via direct and indirect marketing strategies such as advertising through Telemarketing,Newspapers,Televisions,Posters etc.
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5. Campaigns
Importance | Need of Digital Marketing (Online Promotions) :
1. Quick Promotions through Online
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We will explore the transformative journey of American Bath Group as they transitioned from a traditional monolithic CMS to a dynamic, composable martech framework using Kontent.ai. Discover the strategic decisions, challenges, and key benefits realized through adopting a headless CMS approach. Learn how composable business models empower marketers with flexibility, speed, and integration capabilities, ultimately enhancing digital experiences and operational efficiency. This session is essential for marketers looking to understand the practical impacts and advantages of composable technology in today's digital landscape. Join us to gain valuable insights and actionable takeaways from a real-world implementation that redefines the boundaries of marketing technology.
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Myself Gokila digital marketing consultant located in Coimbatore other various types of digital marketing services such as SEM
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Digital Marketing Services | Techvolt Software :
Digital Marketing is a latest method of Marketing techniques widely used across the Globe. Digital Marketing is an online marketing technique and methods used for all products and services through Search Engine and Social media advertisements. Previously the marketing techniques were used without using the internet via direct and indirect marketing strategies such as advertising through Telemarketing,Newspapers,Televisions,Posters etc.
List of Services offered in Digital Marketing |Techvolt Software :
Techvolt Software offers best Digital Marketing services for promoting your products and services through online platform on the below methods of Digital marketing
1. Search Engine Optimization (SEO)
2. Search Engine Marketing (SEM)
3. Social Media Optimization (SMO)
4. Social Media Marketing (SMM)
5. Campaigns
Importance | Need of Digital Marketing (Online Promotions) :
1. Quick Promotions through Online
2. Generation of More leads and Business Enquiries via Search Engine and Social Media Platform
3. Latest Technology development vs Business promotions
4. Creation of Social Branding
5. Promotion with less investment
Benefits Digital Marketing Services at Techvolt software :
1. Services offered with Affordable cost
2. Free Content writing
3. Free Dynamic Website design*
4. Best combo offers on website Hosting,design along with digital marketing services
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6. Online Maintenance Support
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Techvolt Software offers Free website design for all customer and clients who is availing the digital marketing services for a minimum period of 6 months.
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Capstone Project: Luxury Handloom Saree Brand
As part of my college project, I applied my learning in brand strategy to create a comprehensive project for a luxury handloom saree brand. Key aspects of this project included:
- *Competitor Analysis:* Conducted in-depth competitor analysis to identify market position and differentiation opportunities.
- *Target Audience:* Defined and segmented the target audience to tailor brand messages effectively.
- *Brand Strategy:* Developed a detailed brand strategy to enhance market presence and appeal.
- *Brand Perception:* Analyzed and shaped the brand perception to align with luxury and heritage values.
- *Brand Ladder:* Created a brand ladder to outline the brand's core values, benefits, and attributes.
- *Brand Architecture:* Established a cohesive brand architecture to ensure consistency across all brand touchpoints.
This project helped me gain practical experience in brand strategy, from research and analysis to strategic planning and implementation.
1. 1
사례연구☞ 발표자 뇌우령 석사 2 학기 패션 마케팅 전공
SPA(Specialty Store Retailer of Private Label Apparel)
“ 기획 , 생산 , ”유통 프로세스의 수직적 통합을 바탕으로 매우 빠르고 효율적인 생산과 판매를 특징이다 .Fast Fashion 은 기본적으로 희소성이나 고가격보다는 폭넓은 시장과 중저가를 추구한다
2. 2
TypeType Private
FoundedFounded 1984, LA.California
HeadquarterHeadquarter LA.California
FounderFounder
Do Won Chang( 장도원 )/Jin Sook
CEOCEO Do Won Chang( 장도원 )
ProductsProducts Clothing, Accessories
EmployeesEmployees 6000(2008)
Forever 21,Inc
History Brief The chain, originally known as Fashion 21, was intended at first mostly for middle-aged
women.Trendy designs seen in South Korea were sold and targeted to the Los Angeles Korean Amer
ican community. However, people from many other ethnics and nationalities began noticing the trend-setting
fashion designs and the store became increasingly popular.Fashion 21 eventually expanded at the rate of a
new store every six months and changed the Fashion 21 brand name to its current name, Forever 21.
3. 3
stores
(松坂屋銀座店内)
1984.April Los Angeles,California
↓
1989. 11th. Panorama City ,California
↓
1995.Miami,Florida
↓
1997. 40 stores
↓
2010.1.7900m2. Cerritos,California. Flagship Store
2010.11. UK 2010.11. Ireland
➜
Belgium France
Europe
Asia
India Philippines Japan
Korea
New York
4. 4
Mark,Label
●This original and primary store carries women’s and junior’s clothing, accessories, swimwear, lingerie,
handbags, and shoes. Imitating both Korean and American fashion trends.
●This is another version of Forever 21, but instead of having clothes and accessories, this store
carries only accessories. They sell bags, shoes, hair accessories, jewelry, scarves, make up, and
so much more.
●Formerly named Faith 21, this store carries women’s clothing in extended sizes. Love 21: This
is a contemporary line for women. Their style of clothing is more suited for older teenagers and
young adults.
●Exclusive, limited-edition collections, with new themes launched every 4-6 weeks. Collections so far
include Cirque 21, Twist of Punk, Ballet - Tutu Cute, Disco 21, Tres Paris, Rocker Babes, Twisted
Wonderland, All Dolled p, I Love Nerds, Street Chic, and Boy Meets Girl.
●Formerly known as HTG81, this is a kid formatted version equivalent to the Forever 21 adult line. Their style is
more suitable for younger kids/pre-teens.
●This store is a male version of Forever 21. It offers the same trendy fashion styles, but only for men.
Forever 21
Heritage 1981
For Love21
Forever21+
Forever Twist
Forever 21 Girls
21Men
5. 5
About the Forever 21’s founder/CEO- Do Won Chang 장도원
Grew up in S. Korea at 18 ,1981 California
1984 Fashion 21
2010.(457)
2011 포브스 (Forbes)
Story ofIn Seoul, Mr. Chang had started the first coffee and natural juice delivery service. Mrs. Chang had been a hairdresser. They wanted to run their own business in Los Angeles, and while subsisting on wages from
menial labor (he pumped gas and worked as a janitor), they managed to open a 900-square-foot clothing store. It was on a low-rent street close to the garment district, and they called it Fashion 21. he
Changs filled the store with cheaply made, skimpy clothes for teens, all produced by Korean-American manufacturers and all selected by Mrs. Chang. She proved to have a sharp eye for easy-to-copy
trends and an even sharper instinct for negotiation. "My mother is an incredible buyer," says Linda.
The Changs, who are born-again Christians, think they had some other help, too. Mrs. Chang tells people that when they were starting out, she went to the top of a mountain in Los Angeles to pray. God told her
she should open a store and that she would be successful. "Every decision that they made has been with thoughtful prayer," says Linda. Mr. and Mrs. Chang attend a daily 5:30 a.m. prayer meeting at the
Ttokamsa Mission Church when they're in town; he also leads Bible study, and she's a deacon. "I think they get a lot of business ideas and insight during early morning prayer time,"
They learned that what's new has to be up front, and it has to change daily. Most retailers stay with dead inventory too long. Forever 21 is all about movement in the store." According to Roth Capital's Pierce, a
typical Forever 21 store might turn over 20 percent of its merchandise in a week, which could be twice as much as most apparel retailers. Changs also figured out that if they order small enough batches of each
style, shoppers will learn to buy what they like when they first see it. Next week it might be gone. "Most retailers put out tons of their hot items," says Metchek.
The family credits its accomplishments to hard work, faith, and frugality, though Forever 21 has not prospered without controversy. The company has been accused many times of not just following the trends but
selling copies of clothes created by trendy designers.
Many of whom are part of a tight-knit Korean-American community of manufacturers and vendors that dominate the garment industry in Los Angeles, have been accused of underpaying their workers.
5
6. 6
The Distribution
fast;[1]While it takes a designer like Marc Jacobs or Michael Kors several months to get clothes into stores after their debut on the
runwayss, Forever 21 delivers interpretations of the same looks within six weeks.[2] Forever 21 store might turn over 20 percent of its
merchandise in a week, which could be twice as much as most apparel retailers.
trendy;The chain says it employs no designers, “just very savvy designer merchants,” Ms. Boisset said. Although these merchants’ skills
are at the heart of Forever 21’s success in offering shoppers faithful adaptations of runway hits, the company declined to make them available
for an interview.
chip;From their fluid cut and noodle straps to the floral panel running down their fronts, the dresses were almost identical. The Foley &
Corinna dress sells for more than $400, the copy for about $40.
7. 7
화제거리 &. 사회 여론
2007,Documentary
Made in L.A. is a 2007 documentary film that tells the story of three
Latina immigrants as they wage a battle against their employer, a Los
Angeles garment factory. And is an Emmy award-winning feature
documentary (70 min) that follows the remarkable story of three Latina
immigrants working in Los Angeles garment sweatshops as they
embark on a three-year odyssey to win basic labor protections from
trendy clothing retailer Forever 21. In intimate observational style,
Made in L.A. reveals the impact of the struggle on each woman’s life as
they are gradually transformed by the experience. Compelling,
humorous, deeply human, Made in L.A. is a story about immigration,
the power of unity, and the courage it takes to find your voice.
These three women, along with other immigrant workers, come together at L.A.'s
Garment Worker Center to take a stand for their rights. Against all odds, these
seemingly defenseless workers launch a very public challenge (a lawsuit and a
boycott) to one of the city's flagship clothiers, calling attention to the dark side of low-
wage labor north of the U.S.-Mexico border and revealing the social fault lines of the
new globalization.
As seen through the eyes of María, Maura, and Lupe, the workers' struggle for basic
economic justice and personal dignity yields hope and growth, but it is also fraught
with disappointments and dangers. As the campaign drags on through three long
years, meetings at the Garment Worker Center become more contentious and the
women undergo dramatic moments of conflict and discouragement. But then the
story takes a surprising turn, and the three women find the strength and resources to
continue their struggle.
For Lupe, Maura and María, the long campaign is a turning point from victimization
to empowerment, and each makes life-changing decisions that they never could
have envisioned. Overlooking the city of Hong Kong, where she has traveled after
she's hired as an organizer, Lupe reflects on her journey: The more I learn, the
lonelier I feel. Ignorance somehow protects you. But then I say, I've come this far,
and nothing can take that away from me. http:www.madeinla.com/about
In September 2001, the Asian Pacific American Legal Center and the newly createdIn September 2001, the Asian Pacific American Legal Center and the newly created
Garment Worker Center filed suit against Forever 21 on behalf of 19 workers, allegingGarment Worker Center filed suit against Forever 21 on behalf of 19 workers, alleging
unfair business practices and wage violations. The workers were sewing at sevenunfair business practices and wage violations. The workers were sewing at seven
different small factories--they called them sweatshops--that had all been contracted todifferent small factories--they called them sweatshops--that had all been contracted to
produce garments for Forever 21. This was just a few years after some 70 Thaiproduce garments for Forever 21. This was just a few years after some 70 Thai
garment workers had been freed from near-slave conditions in El Monte, Calif. Juliegarment workers had been freed from near-slave conditions in El Monte, Calif. Julie
Su, the lawyer who won the women a $4 million settlement and legal status (and laterSu, the lawyer who won the women a $4 million settlement and legal status (and later
a MacArthur "genius" award for herself), was the lead attorney in the case againsta MacArthur "genius" award for herself), was the lead attorney in the case against
Forever 21.Forever 21.
In 2004, under pressure from PETA, Forever 21 agreed
to stop selling clothing made with animal fur.
…그래서 여기까지 제
제질문이구요 . 트랜디
하면서도 크레이티브
한 의상과 액세서리들
은 어떻게 평균 값은
한국돈 2 만원 밖에 안
해 판매할 수 있을까 ?
그의 회사의 경쟁력이
무엇인가 ?
8. 8
-Forever 21 Opens New York’s Largest Clothing Store
-Forever 21 Opens New York’s Largest Clothing Store
-Forever 21 Opens New York’s Largest Clothing Store
-Forever 21 Opens New York’s Largest Clothing Store
-Forever 21 Opens New York’s Largest Clothing Store
While.......
-The End-
9. 9
Issues
designers and brands copyright lawsuits
Twelve by Twelve Line Discontinued (knockoff luxury)
worker rights issues in California,Movie Made in LA complaints
from shoppers(Bible Passage)
13. 13
ALL About Forever 21.
1981
(year)
American Dream
1984
Fashion 21
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1999
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Forever21
2009
Globe
2010
456!
2011
Forbes
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54
14. 14
Targets
by Executive Vice Present Larry Meyer
Core:
young
consumers,pr
edominantly
teenage girls
and women
below 25
age
✔ Wide Target
Demographic
✔ Wide Product Range
(8 different brands)
✔ Varying Tastes
16. 16
bible passage John 3:16
중교극단자
문제점
fake and hypercritical
①
②
Shopping Bag
religion in business
People Who Make Hiring Decisions
Based on Someone’s Belief
18. 18
Brian Lichtenberg 2010 Aug.
Petro Zillia 2011
Rory Beca 2011 March Nov.
$5.8~$32.8!!
Marketing
Strategy collaboration
with
designers
The 12-style Collection
Alex & Chole 2011 Dec.
12 -piece jewelry collection
Holiday Hello Kitty
Courtesy Forever 21
19. 19
Hollywood Fave
Brian Lichtenberg
LA Style
The 12-style Collection:
graphic t-shirts and tanks
Best Known For Caution-Tape Outfit
in Lady Gaga’s “telephone”
22. 22
Rory Beca
Hello Kitty
Key Words:
Laid-back Aesthetic
the most expensive item is just
$27.80
inspired by Studio 54’s
disco glam moment
QuickTime™ and a
mpeg4 decompressor
are needed to see this picture.
25. 25
Marketing
Strategy One for One 착한 소비문화
QuickTime™ and a
mpeg4 decompressor
are needed to see this picture.
아이를 돕기 위한 BBBS tee 를 사실 때 $1 기부하는 자선 사업입니다 .StarLight 아동 교육 자금 설립 기구입니다 .동물보호을 위해서 설립하는 자금
27. 27
SWOT
Strength
eye-popping Price Varying/Deep
Merchandises
Speed
⚇ with Internet technology supply
chain reduced
Trendy
Wide Demographic Multi Channel
❘ ❘ ❘ ❘
❘ ❘ ❘ Store VMD
❘
❘
방문횟수증가
One-Stop Shopping system
QuickTime™ and a
mpeg4 decompressor
are needed to see this picture.
빠른 제품주기
저렴한 가격
28. 28
cheap price
using sweatshops,large quantity,
varying and deep assortments
currently 7 mark
labels,men,women,kids,shoes,accessories
wide customer targets
men,women,kids,from under 18,18-25,over25
speed fast
reduce the supply process by using Internet
Technology(within 45days)
trendy
fashion collection and designers’
knockoffs,conpentory fashion
multi-channel promotions
SNS interactions,blogs and Internet malls(all time
sale)
store visual display
increase the hedonic of shopping experience,remarkable brand
identity(also saving money from other advertising )
SWOT
Strength
7
29. 29
SWOT
Weakness
sweat factory
image
religion
business issue
design
copyright
The challenge of pulling
off its credibly.
bottom price maximum profit
(who are
degrading
overworking
underpaying)
company image/credibly
Low Quality
Forever 21’s merchandises are
cheap but don’t expect them to
last forever..
Teeny (Small)
☓
products
lifecycle’s
short
착취 적자권위반
30. 30
Promotion Free Shipping on orders over $21
Yellow Tag Deals
E-Commerce Sale
One plus One
Daily Special
31. 31
sweat factory
image
more ethic
in turn
fair trade
design
copyright
Hire designers and
collaborate with
designers
as #1 goal
Good Quality
Low Quality
improve Product’s lifecycle
come under scrutiny from designers for copying their styles
改改 전략제언