This case study examines Macy's current merchandising strategies and initiatives, their top competitors and suggested actionable points to increase their share of wallet of the Millennial target market.
We were to create an IMC plan in order to execute our strategies for H&M. We created a new campaign with a "home sweet home" theme in order to expand their H&M Home line in other major cities. We also made recommendations for H&M in terms of PR, media, advertising, and etc. This is a PDF version of our IMC plan that also includes designs of our H&M Home Loyalty program cards, advertisement, and screenshot examples of social media. Template/designs by Savannah Kuang and loyalty program design by Mekynzi Sotello.
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
We were to create an IMC plan in order to execute our strategies for H&M. We created a new campaign with a "home sweet home" theme in order to expand their H&M Home line in other major cities. We also made recommendations for H&M in terms of PR, media, advertising, and etc. This is a PDF version of our IMC plan that also includes designs of our H&M Home Loyalty program cards, advertisement, and screenshot examples of social media. Template/designs by Savannah Kuang and loyalty program design by Mekynzi Sotello.
ZARA's external and internal enviroment. This presentation covers the main characteristics of ZARA, a general view of fast fashion indystry, Porters' Five Forces Analysis, competitors' external environment as well as a complete internal analysis regarding:competences, capabilities, resources, competitive advantage,value chain and outsourcing.
Managing Luxury Fashion Brands in Global Markets - Supremejohn bourke
Objective - To identify the reference market, positioning and identity of a given mastige or luxury brand. With the aid of a strategic SWOT and other tools, we came up with ideas for the branding of Supreme going forward based various opportunities and challenges.
ASDA CASE STUDY – STRATEGIC BUSINESS ANALYSIS: DEVELOPING A PLAN FOR GROWTHPeachy Essay
The blog focuses on the different business aspects of the company ASDA in the current international market. To understand the notions of business and in order to identify the objective that is to be incorporated within an organization for the accumulation of maximum profit, the company has to locate the appropriate market and plan strategies to ensure success. The discussions that the paper presents show the exact goals of the company along with the analysis of the market though the marketing mix concept. A detailed analysis of the model will provide the reader with a sound and clear understanding of the goals and targets of the firm in question.
Students in teams of 3 or 4 select a brand/product/service/organization they believe they are the target of and build an integrated communications plan from the brands’ point-of-view.
Managing Luxury Fashion Brands in Global Markets - Supremejohn bourke
Objective - To identify the reference market, positioning and identity of a given mastige or luxury brand. With the aid of a strategic SWOT and other tools, we came up with ideas for the branding of Supreme going forward based various opportunities and challenges.
ASDA CASE STUDY – STRATEGIC BUSINESS ANALYSIS: DEVELOPING A PLAN FOR GROWTHPeachy Essay
The blog focuses on the different business aspects of the company ASDA in the current international market. To understand the notions of business and in order to identify the objective that is to be incorporated within an organization for the accumulation of maximum profit, the company has to locate the appropriate market and plan strategies to ensure success. The discussions that the paper presents show the exact goals of the company along with the analysis of the market though the marketing mix concept. A detailed analysis of the model will provide the reader with a sound and clear understanding of the goals and targets of the firm in question.
Students in teams of 3 or 4 select a brand/product/service/organization they believe they are the target of and build an integrated communications plan from the brands’ point-of-view.
Competitive Analysis
Company Highlights
Direct Competitors:
Company Highlights
Lovers and Friends
Raissa Gerona, and Mitch
Moseley launched the fashion
brand, Lovers and Friends, in
2010. Since then, the brand
has become a blogger
favorite. The brand prides itself
in its origins, and strives to
create content and product
that reflect it.
Competitive Advantage:
Lovers and Friends’
competitive advantage is
attached to the fact that they
are very much connected to
their L.A. origins. This pride,
which reflects in their brands’
image as a whole, has allowed
them to attract and develop
an L.A.-loving cult that is
devoted to sporting their
goods.
Shrimps
Shrimps is a fashion label
created by London-based
designer, Hannah Weiland. It
was launched in 2013, and has
grown immensely since then.
Originally gaining widespread
recognition as a result of the
faux fur coat, the label has
now also become
distinguished for its
accessories.
Competitive Advantage:
Shrimps’ competitive
advantage is the fact that it
has become known for leading
the conversation on
cruelty-free fashion. As a
result of this, they have gained
a niche and special market
that only they can cater to.
Indirect Competitors:
Company Highlights
Nasty Gal
Nasty Gal was founded in
2006 by Sophia Amoruso in
San Francisco, California. It is
an L.A. based brand that
began by selling vintage
pieces on Ebay, and thirteen
years later has grown into an
appealing fashion brand
directed at young adults; it
now sells clothing, shoes, and
accessories under its own
label.
Competitive Advantage:
Nasty Gal’s competitive
advantage lies in the fact that
it was founded by a person
whose story has inspired its
customers, and which has
created a loyal and special
following for the brand.
Asos
Asos is a British online fashion
retailer. The company was
founded in June of 2000, and
is directed at young adult
consumers. The brand sells its
own line of goods, and also
carries other brands.
Competitive Advantage:
Asos has a competitive
advantage in that it provides
the customer with various
options in regards to brands
and styles. Not only that, but
the brand is inclusive of all
shapes and sizes, and makes it
evident through their website
and content.
Market Information
Shrimps
Target Market:
★ Ages 25-45
★ Includes various ethnicities
★ Mature female professionals
★ Income: $90,000-$120,000
★ Location: City
★ Lead a sophisticated, luxurious lifestyle
★ Aware of the impact of their purchases
Direct Competitors:
Market Information
Market Share:
Since its emergence in 2013, it is evident that Shrimps has gained
immense market share, and continues to do so. This is evident
through the brand’s faux fur specialty, which has created a unique
set of customers for the brand that only they appeal to.
Marketing Strategy:
As for their marketing strategy, like other newer brands, it seems t.
Competitive Analysis
Company Highlights
Direct Competitors:
Company Highlights
Lovers and Friends
Raissa Gerona, and Mitch
Moseley launched the fashion
brand, Lovers and Friends, in
2010. Since then, the brand
has become a blogger
favorite. The brand prides itself
in its origins, and strives to
create content and product
that reflect it.
Competitive Advantage:
Lovers and Friends’
competitive advantage is
attached to the fact that they
are very much connected to
their L.A. origins. This pride,
which reflects in their brands’
image as a whole, has allowed
them to attract and develop
an L.A.-loving cult that is
devoted to sporting their
goods.
Shrimps
Shrimps is a fashion label
created by London-based
designer, Hannah Weiland. It
was launched in 2013, and has
grown immensely since then.
Originally gaining widespread
recognition as a result of the
faux fur coat, the label has
now also become
distinguished for its
accessories.
Competitive Advantage:
Shrimps’ competitive
advantage is the fact that it
has become known for leading
the conversation on
cruelty-free fashion. As a
result of this, they have gained
a niche and special market
that only they can cater to.
Indirect Competitors:
Company Highlights
Nasty Gal
Nasty Gal was founded in
2006 by Sophia Amoruso in
San Francisco, California. It is
an L.A. based brand that
began by selling vintage
pieces on Ebay, and thirteen
years later has grown into an
appealing fashion brand
directed at young adults; it
now sells clothing, shoes, and
accessories under its own
label.
Competitive Advantage:
Nasty Gal’s competitive
advantage lies in the fact that
it was founded by a person
whose story has inspired its
customers, and which has
created a loyal and special
following for the brand.
Asos
Asos is a British online fashion
retailer. The company was
founded in June of 2000, and
is directed at young adult
consumers. The brand sells its
own line of goods, and also
carries other brands.
Competitive Advantage:
Asos has a competitive
advantage in that it provides
the customer with various
options in regards to brands
and styles. Not only that, but
the brand is inclusive of all
shapes and sizes, and makes it
evident through their website
and content.
Market Information
Shrimps
Target Market:
★ Ages 25-45
★ Includes various ethnicities
★ Mature female professionals
★ Income: $90,000-$120,000
★ Location: City
★ Lead a sophisticated, luxurious lifestyle
★ Aware of the impact of their purchases
Direct Competitors:
Market Information
Market Share:
Since its emergence in 2013, it is evident that Shrimps has gained
immense market share, and continues to do so. This is evident
through the brand’s faux fur specialty, which has created a unique
set of customers for the brand that only they appeal to.
Marketing Strategy:
As for their marketing strategy, like other newer brands, it seems t ...
A brief analysis presenting Victoria's Secret history as brand and the use of its sub-brand PINK to keep the company HIP and help it expand in a bigger market share.
THE ASOS STRATEGY : THE AMAZING GROWTH OF ONLINE FAST FASHIONJoseph Man
THE ASOS STRATEGY : THE AMAZING GROWTH OF ONLINE FAST FASHION
Study on ASOS.com and the Fashion Industry, about the strategy behind the success of this UK online fashion retailer.
How to Make Your Jewelry Shop POP! 7 Steps to Extraordinary Retail SuccessPamela Danziger
Small is the next big story in retail—small as in independently owned businesses that often make America’s ‘Main Streets’ their home. This trend will reshape the retail landscape for the next decade, fueled by the desire of the highest- spending customers for new shopping experiences that they can’t find at the mall, in the national chains or in big box stores.
The most successful among these specialty retailers will be those who have shops that POP! Their secret: Success in retailing today is LESS about what you sell, and MORE about how your sell it.
It’s this understanding that shops that POP! use to create extraordinary shopping experience for the customers. Rather than just a store set up to sell stuff, it becomes a stage on which the shop owner tells their special story to and for the customer. It combines a unique vision with carefully curated products and services delivered in a personal and personalized way to people who are not just customers, but true friends. Main Street retailers must play to their number-one competitive advantage: their personal touch.
In this presentation, Danziger delves into the opportunities and challenges for jewelry stores to create extraordinary shopping experiences by drawing upon examples in Danziger’s new book, Shops that POP! 7 Steps to Extraordinary Retail Success. For jewelry store owners and jewelry marketers to help their businesses grow.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
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➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
2. Macy’s is one of America’s oldest department stores, and has established itself as an
iconic American brand since 1858. (Hoovers.com) Financially, Macy’shas had a bumpy
ride over the past century, specifically over the past decade. Due to the downturn of the
economy resulting in the worst recession since the 1920’s, Macy’s, along with many other
retailers suffered. By repositioning themselves and their initiatives, Macy’s was able to not
only survive but regain some of the market share they had lost. Earning $27.7 Billion in
fiscal sales in 2012, Macy’s has credited much of that success to their M.O.M. retailing
strategy. The acronym stands for My Macy’s, Omni-channel, and M.A.G.I.C. selling.
(MacysInc.com)
My Macy’s is the stance to reposition each location to provide more localized
merchandise reflecting each store’s unique location. By offering more personalized
merchandise catering to different demographics has become Macy’s attempt to further
engage and delight their customer. This has proven to be a successful angle for Macy’s, in
addition to the other two branches of this strategy.
Omni-channel retailing entails creating a seamless and uniform experience for the
customer across all channels: in store, online and mobile device, and catalog. The true
telling of an Omni-channel retailer is the ability to run their business under one inventory.
Macy’s has made large investments to achieve this status and is making headway in
creating a uniform experience for the customer.
The third initiative in the M.O.M. strategy is M.A.G.I.C. selling which stands for: Meet
and make a connection, Ask questions and listen, Give options/give advice, and Celebrate
the purchase. This is the key in creating a sustainable competitive advantage, which has
3. positioned Macy’s to focus on the customer, who at the end of the day is the only thing that
really matters.
The M.O.M. strategy has proven to be successful for Macy’s over the past three years.
However, as of the beginning of the 2013 fiscal year, Macy’s has implemented a slightly
different initiative, focusing their priority towards the Millennial customer. The Millennial
market segment total 73.3 million in the U.S., range in age from 13-31 and are the next
largest generation next to the Baby Boomers. (U.S. Census, 2010) The Millennial’s are
more racially diverse than previous generations, are more technologically savvy, and are
more environmentally conscious. (Pew Research Center, 2010)
Looking at Macy’s current merchandise assortment it is clear that this channel is
aiming to offer exclusive merchandise. As of 2013, about 45% of merchandise sold at
Macy’s was exclusive or in limited distribution. Currently, according to their online channel
and in store merchandise, 26% of their assortment account for Macy’s own private labels.
This reflects the approximate 20% of their sales that is solely private label.
(Macy’sInc.com)
Looking at the future, Macy’s must fully understand their Millennial customer in
order to fully satisfy and gain their share of wallet. Today’s Millennials are constantly
connected. Macy’s has addressed this with creating a multi-channel experience including a
m-commerce channel. The Millennials are also very keen on fast fashion. Vertical Retailers
such as Zara, H&M, and Forever 21 have shown rapid expansion over the past five years.
Looking at these competitors, Macy’s has continued to expand their brand portfolio with
4. new private labels reaching to increase the Millennials share of wallet and lift their spend
level.
Macy’s current merchandise assortment coincides directly with what their sales
figures show, and will continue to focus a significant percent on private label merchandise.
Macy’s has announced the release of two new private label brands for next year with hope
to stir excitement and draw in customers. However, with the abundance of ‘sameness’ that
is overwhelming the market today, careful planning ought to be in order for Macy’s to stand
out. By using vertical retailing as a strategy to control quality and cost while offering an
exclusive product Macy’s is able to compete with retailers such as Zara, Forever 21, H&M,
and Abercrombie & Fitch.
Using this strategy, Macy’s should continue to offer select and exclusive
merchandise. They should increase their exclusive merchandise by an approximately 15%,
using only their most successful labels. By continuing to launch new brands, Macy’s is
diluting what they currently carry with similar merchandise. Macy’s should therefore
choose fewer more successful and desired brands as their primary focus, rather than
continuing to saturate their stores with too much of the same merchandise. This requires
strategic marketing and research of the most current trends to engage and delight their fast
fashion customer. Offering over half of their merchandise as exclusive or private labels,
60%, will help gain a strategic competitive advantage against the competition.
The remaining 40% of Macy’s assortment should also be closely tailored to only the
most desirable and sought after brands. Macy’s store locations have been known to be
overly saturated with excessive merchandise. By eliminating items that are not selling and
5. taking up inventory it will reduce cost and make room for more attractive and desirable
merchandise.
Current Assortment Future Assortment
Exclusive/Private Labels 45% 60%
National Brands 55% 40%
Today’s Millennials are an extremely challenging market segment to impress.
Constantly connected, they are always looking for the next new and exciting thing. They
live in an era of instant gratification, and in order to compete with fast fashion retailers,
Macy’s must create new and exciting ways to engage and delight their customers. One way
to reach out their customer would be the use of a celebrity spokesperson. Recently H&M
launched their Spring/Summer 13 campaign with Beyonce. This gained massive
recognition as Beyonce carries a very positive and exciting brand image that many of the
Millennials aspire too.
The most effective way to push a private label would be the use of a highly sought
after celebrity as a spokesperson to create a buzz. For example, Macy’s newest brand to be
launched, Maison Jules, takes inspiration from Parisian street style and will be
incorporating the classic style into chic basics to create a tailored, effortless look. Looking
to create a ‘cool factor’ buzz, Macy’s could aim for an ‘American Girl in Paris’ take on
launching the brand. Using stylish celebrities such as Blake Lively and Leighten Meister
from the popular show Gossip Girl would give Macy’s Millennial customer a relatable
spokesperson to build the brands equity.
6. In order for Macy’s to reposition their retail strategy towards Millennials, they must
first understand their competition. Because Macy’s is looking to compete with the big fast
fashion retailers the most relevant competitors to asses would be Zara and H&M.
Zara is a global retail brand using vertical retailing and has established one of the
fastest supply chains in the business today, giving the brand a massive sustainable
competitive advantage. Zara has announced the upcoming plans for their newest flagship
store on 5th Ave in NYC and is continuing to build brand equity by offering the latest styles
with the one of the fastest inventory turnover in the industry. (Hoover.com) Zara provides
their customers with J.I.T. merchandise and offers a variety in their assortment, including
women’s apparel and accessories, men’s apparel, children’s apparel and home goods.
7. Zara has been able to maintain a seamless and continuous brand image throughout
each category of merchandise. Zara offers stylish merchandise at prices that are marginally
higher than other fast fashion retailers, yet lower than designer market. Zara uses their
brand equity to create a more desirable product, therefore justifying the price
differentiation. Price points for apparel range from $30-$120, where price points for
accessories range from $25-$79. In their store-fronts, women’s apparel and accessories
dominate the merchandise assortment with approximately 70% of the total merchandise
mix. Men’s apparel accounts for about 20% and the remaining 10% for children’s. Zara
Home has not been launched in the U.S., and their online channels reflect this merchandise
assortment as well.
8. In comparison to ‘Impulse’ of Macy’s, Zara carries only privately designed and
manufactured merchandise. Focusing on the women’s department, accessories include
jewelry, neckwear, eyewear, shoes and some handbags. The ratio for apparel to
accessories is approximately 3:1. Zara does not carry any beauty or cosmetic products.
Zara’s overall experience for their customer is consistent with their brand image.
The store is well lit, well organized and well presented which reflects their significantly
higher price point than other fast fashion retailers. Their online presence does not offer a
lot of engagement with their customer. The online channel is organized and easily
accessible, however with a very limited selection in assortment. Their customer service is
not entirely consistent throughout the staff, where upon some visits the customer may
experience good customer service, where during other visits may experience poor
customer service.
H&M, a Swedish, vertically integrated global retailer offers a variety in their
merchandise assortment as well. Carrying women’s apparel, men’s apparel, children’s as
well as accessories, H&M has gown to be one of the largest fast-fashion retailers in addition
to Zara. (Hoovers.com) H&M tailors their brand directly to the Millennials, promoting a hip
and edgy lifestyle with affordable merchandise to be worn for every occasion.
As previously mentioned, H&M utilizes celebrity endorsements to create high brand
awareness. Using celebrities such as Beyonce and David Beckham H&M create a ‘cool
factor’ that drives customer loyalty and C.L.V. This POD sets H&M apart from competitive
brands by creating an exciting and desirable image for the brand and their products.H&M
9. uses direct and indirect, as well as online and offline communication techniques for the
Millennial customer through their ad campaigns.
10. H&M has a slightly different assortment, with women’s accounting for
approximately 55%, men’s 35% and children’s the remaining 10%. H&M is still behind the
curve in terms of multi and Omni-retailing due to their lack on online presence in the U.S. If
they continue to miss the opportunity of e-commerce they will undoubtedly fall behind and
continue to loose market share.
Looking at the women’s merchandise mix, H&M carries women’s accessories that
include neckwear, handbags, jewelry, headwear, and shoes. Apparel accounts for the
majority of the merchandise mix, with the ratio of apparel to accessories of 4:1. Similar to
Zara, H&M carries only vertically integrated merchandise. H&M specializes in staple
merchandise, where a large majority of the assortment consist of basic t-shirts and tank
tops. Overall H&M carry a lower to moderate price point on average per apparel SKU,
ranging from $10-$30. For accessories, price points range from $8-$20. H&M does not
carry beauty or cosmetic products.
Assessing H&M’s overall presentation as a brand, their store’s are not completely
consistent with their online presence. H&M’s website offers many interactive
communications with their own blog, Pintrest, Facebook, Twitter and Instagram. However,
there is no online store where the customer is able to purchase in the U.S. H&M’s stores are
moderately organized, but they do not create an engaging environment for the customer
and does not provide stand out customer service.
11. Macy’s ‘Impulse’ Zara H&M
Apparel to
Accessory Ratio
1:1 3:1 4:1
Price Points $20-$150 $30-$120 $10-$30
Beauty/Cosmetics Yes No No
As Macy’s continues to reach out to the Millennial customer, store experience will be
a very important element in creating a sustainable competitive advantage. Zara and H&M
offer an assortment of merchandise for their customer to create an entire outfit with one
stop. Macy’s has separate departments where the customer must seek out each category in
separate areas. Macy’s would benefit by creating a smaller store experience, offering their
customer a desirable assortment of apparel, accessories and cosmetics. This would
encourage the customer to lift their spend level per visit. By offering a beauty/cosmetics
area within the ‘Impulse’ department Macy’s would employ a significant POD in
comparison to Zara and H&M, creating a new and exciting shopping experience for their
customer.
In summary, Macy’s Millennial initiative has positioned Macy’s to reach out to the
Millennial customer. Macy’s has chosen to modify the Millennial departments to create a
more desirable environment by offering a variety of brands, including a significant
percentage of private label brands. Zara and H&M both offer a selection of accessories
along side their apparel assortment. Macy’s should focus on their successful private label
and work towards building brand equity within each brand, for example the launch of their
12. newest brand Maison Jules and using celebrity spokespersons such as Blake Lively and
Leighten Meister. Macy’s should adjust the departments to appeal to the Millennial
customer as well. By offering a select amount of accessories, beauty and cosmetics
products within the ‘Implulse’ department, Macy’s would gain a significant POD against
their competitors.
Macy’s carries about 25% of private label merchandise as well as 45% of exclusive
products available only at Macy’s. Focusing on the Union Square Macy’s in downtown San
Francisco, the ‘Impulse’ department offers a clean layout that is designed in a racetrack
layout. Upon entering the department, the customer is greeted with work wear for the new
professional woman. Private label brands such as Alfani and I.N.C. are intermixed with well
known national brands. The assortment shows a majority of business dresses (25%), dress
skirts (15%), blouses (45%) and dress pants (15%). Further into the department are more
causal and fashion forward styles, with brand stores within the department such as a Free
People section. The assortment shows a majority of tops (55%) and dresses (30%), with a
15% of the merchandise being skirts. A classic and very strong theme for the merchandise
is using the summer holiday with a large portion of American styles and lots of red,
whiteand blue.
13. At the end of the casual wear, there is a separate department dedicated entirely for
denim. Well known national brands dominate this area including 7 for All Mankind, A.G.,
True Religion, Hudson, Rich and Skinny, and Citizens for Humanity.
Three actionable points Macy’s should use to address the Millennial customer and
create a sustainable competitive advantage are: 1) Make merchandise modifications, with
both their assortment as well as their brands. 2) Use more effective communication tactics
with the Millennial customer. And 3) Create a more engaging store experience, both online
and in bricks and mortar.
First, Macy’s should be to invest in offering a more desirable product than their
competitors. This would entail Macy’s to evaluate which of their private labels are most
successful and position those towards the Millennial market segment. This would provide
their customer with exclusive and desirable products, while still providing desirable
national brands as well. Macy’s should increase their private label merchandise by 15% by
14. utilizing the most successful and desirable brands and merchandise assortment. This
would require investment in trend forecasting and design production to ensure an
assortment of on trend merchandise.
In addition to offering more desirable private label product, Macy’s should evaluate
the national brands carried in their store, and assess which ones are successful and look to
possible update with more current and relevant brands. This would reduce the saturation
of too much sameness throughout the store. The idea would be to excel with fewer brands
and products, rather than stay mediocre with a multitude of brands.
Secondly, Macy’s should utilize the advancements in technology and invest in
communication techniques to engage their customer. As previously stated, Millennials are
constantly connected, whether it is through mobile device or laptop computers, there is
great opportunity to create a connection through social media outlets including Instagram,
Facebook, Twitter and Tumblr blogs. ‘Impulse’ should create a brand image of their own
and offer interactive tactics such as an Instagram contest, where customers engage in
wearing clothing purchased at ‘Impulse’ and posting stylish and creative images. The
‘Impulse’ department could also create their own blog that offers styling tips, pop culture
news, advise columns, and lifestyle topics that engage with the customer. By using more
interactive techniques Macy’s, more specifically ‘Impulse’ would create a community with
their customer’s, which would result in building brand equity.
Macy’s should also use celebrity spokespersons to promote their private labels.
Macy’s has taken the stance to offer a good selection of private label merchandise, and
using a pop culture celebrity that would connect the brand to their customer would
15. drastically increase brand awareness. As previously mentioned, using the stars from the
hit show Gossip Girl Blake Lively and Leighten Meister. This ‘American Girl in Paris’ angle
would increase brand awareness and attract Millennial customers.
16. Thirdly, Macy’s should create an attractive store environment and keep consistency
throughout all locations. From researching the Union Square location and comparing it to
the Stoneridge Mall location in Pleasanton, the San Francisco location has a far superior
store environment and presentation. Macy’s should create a full store experience for the
Millennialcustomer by offering accessories and beauty products within the same
department. Macy’s has attempted this with the ‘MyStyleLab’ department by placing a
M.A.C. counter adjacent to the apparel section. However, this would make far better sense
in the older Millennial department of ‘Impulse’. More specifically, Macy’s ‘Impulse’ should
17. carry a merchandise assortment with 45% apparel, 20% shoes and handbags, 20% jewelry,
and 15% cosmetics and beauty.
To summarize, Macy’s has been a dominant presence in the retail industry for more
than 150 years. Macy’s has been on a roller coaster ride over the past decade in attempt to
stay current and in demand during and after the recession. Looking to gain back market
share they have decided to take initiative to focus their ‘Impulse’ and ‘MyStyleLab’
departments towards the Millennials, the most up and coming generation. In order to gain
and sustain a competitive advantage Macy’s must re-evaluate their retail strategies through
these three actionable points: 1) Adjusting their merchandise assortment. Macy’s should
exclusively offer only high quality, on trend products with a limited number of brands,
private labels accounting for 30% of the merchandise. 2) Invest in technology and
advertising through social media. By utilizing the media outlets that the Millennial
generation are connected to Macy’s will create a stronger presence within the online
Millennial community. Macy’s should also utilize celebrity endorsements and partnerships
to create higher brand equity and awareness for their own private brands. 3) By adjusting
their store layout and the store experience. By offering apparel, accessories and cosmetics
in one hip and cool atmosphere Macy’s will have the competitive advantage to life the
spend level and create a C.L.V. with the Millennial generation.
18. Works Sited:
Biesada, Alexandra. Hoovers; a D & B Company. Hoovers Inc., 2013. Web. 17 June 2013.
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2013. Web. 15 June 2013.
"Impulse Contemporary Brands."Contemporary Clothing for Women at Macy's.Macy's.com,
n.d. Web. 17 June 2013.
"MillennialsBy The Numbers." The Doneger Group. N.p., Dec. 2012. Web.
"Woman | ZARA United States." N.p., 2013. Web. 17 June 2013.