Jay Jays is an Australian casual clothing brand that targets teenagers and young adults between 12-30 years old. It appeals to customers seeking affordable yet fashionable clothing. Jay Jays proposes a t-shirt design competition to promote the brand and engage customers. The competition aims to generate buzz on social media and reward creativity. It must obtain gambling permits from state authorities and ensure the competition follows legal and ethical guidelines.
SHEIN is an online fashion retailer headquartered in Singapore that sells women's, men's and children's clothing and accessories. It was founded in 2008 in China by Chris Xu and focuses on trendy yet affordable styles. SHEIN ships to over 220 countries worldwide from globally positioned warehouses and has grown significantly in popularity, with total website visits increasing from June to November 2020. Reasons for SHEIN's success include its recognizable brand, trendy items at rock-bottom prices, variety of styles, easy payment options and return policy.
Zara, the leading clothing and accessories brand based in Spain, is ruling the fashion market for more than 40 years now. Zara now has become synonymous to fast and affordable fashion items.
Nike is the largest seller of athletic footwear and apparel in the world. It designs products for consumers and athletes in categories like running, basketball, soccer, and other sports. Nike sells its products to over 18,000 retail accounts globally through subsidiaries and distributors. While Nike has strong brand recognition and market share in athletic shoes, it faces threats from competition and economic challenges. Its SWOT analysis identified opportunities to expand into growing international markets and increase online and social media marketing to engage younger consumers.
Nike's core competency is creating heroes by choosing athletes who have overcome adversity. This provides inspiration but risks weaknesses if athletes face scandals. Some tips include thoroughly vetting athletes, continuing innovation for all athletes, and focusing on regular individuals' heroism. Competitors could exploit vulnerabilities by targeting markets where Nike lacks presence or innovating in areas of weaker market share.
Nike is a major sportswear and equipment company founded in 1964. It is headquartered in Oregon and has annual revenue over $19 billion. Nike designs and distributes shoes, apparel, and sports equipment and has a slogan of "Just Do It!". It has over 34,000 employees and operates factories around the world. Nike President and CEO Mark Parker leads the company which owns brands like Converse and Hurley.
A Study on Nike (Portfolio, SBU Analysis, Marketing Mix, Strategic Alliance)Mohiur Rahman Adnan
Nike is a leading sports brand that uses sports to inspire people and drive innovation. It has footwear, sportswear, equipment, and accessories divisions. It sells products through authorized retailers and showrooms in countries like the US and India. Nike sees opportunities to grow through new product development, expanding into new markets and regions like North America, strategic alliances for products, promotions, logistics and pricing, and bringing inspiration to all athletes worldwide.
1. Nike has consistently strengthened its leadership position in the athletic footwear and apparel industries through pioneering innovation.
2. The company focuses on connecting with consumers through new technologies and experiences both online and offline.
3. Nike's deep innovation pipeline has resulted in products like Flyknit, FuelBand, Lunar foam, Flywire, Nike+, Nike Free, and advances in golf equipment and shoe air cushioning. This drives the company's continued growth and leadership.
1. Nike is an American company that designs, manufactures and markets athletic footwear, apparel, equipment and accessories. It employs over 44,000 people globally.
2. Nike focuses on strong human resource management practices like recruiting and developing talent, building an inclusive culture of innovation, and ensuring legal compliance and fair compensation.
3. Historically, Nike faced issues like lack of employee motivation, occupational hazards and poor work-life quality at some supplier factories. However, Nike addressed these issues by implementing initiatives to improve wages, benefits, safety standards and overall working conditions.
SHEIN is an online fashion retailer headquartered in Singapore that sells women's, men's and children's clothing and accessories. It was founded in 2008 in China by Chris Xu and focuses on trendy yet affordable styles. SHEIN ships to over 220 countries worldwide from globally positioned warehouses and has grown significantly in popularity, with total website visits increasing from June to November 2020. Reasons for SHEIN's success include its recognizable brand, trendy items at rock-bottom prices, variety of styles, easy payment options and return policy.
Zara, the leading clothing and accessories brand based in Spain, is ruling the fashion market for more than 40 years now. Zara now has become synonymous to fast and affordable fashion items.
Nike is the largest seller of athletic footwear and apparel in the world. It designs products for consumers and athletes in categories like running, basketball, soccer, and other sports. Nike sells its products to over 18,000 retail accounts globally through subsidiaries and distributors. While Nike has strong brand recognition and market share in athletic shoes, it faces threats from competition and economic challenges. Its SWOT analysis identified opportunities to expand into growing international markets and increase online and social media marketing to engage younger consumers.
Nike's core competency is creating heroes by choosing athletes who have overcome adversity. This provides inspiration but risks weaknesses if athletes face scandals. Some tips include thoroughly vetting athletes, continuing innovation for all athletes, and focusing on regular individuals' heroism. Competitors could exploit vulnerabilities by targeting markets where Nike lacks presence or innovating in areas of weaker market share.
Nike is a major sportswear and equipment company founded in 1964. It is headquartered in Oregon and has annual revenue over $19 billion. Nike designs and distributes shoes, apparel, and sports equipment and has a slogan of "Just Do It!". It has over 34,000 employees and operates factories around the world. Nike President and CEO Mark Parker leads the company which owns brands like Converse and Hurley.
A Study on Nike (Portfolio, SBU Analysis, Marketing Mix, Strategic Alliance)Mohiur Rahman Adnan
Nike is a leading sports brand that uses sports to inspire people and drive innovation. It has footwear, sportswear, equipment, and accessories divisions. It sells products through authorized retailers and showrooms in countries like the US and India. Nike sees opportunities to grow through new product development, expanding into new markets and regions like North America, strategic alliances for products, promotions, logistics and pricing, and bringing inspiration to all athletes worldwide.
1. Nike has consistently strengthened its leadership position in the athletic footwear and apparel industries through pioneering innovation.
2. The company focuses on connecting with consumers through new technologies and experiences both online and offline.
3. Nike's deep innovation pipeline has resulted in products like Flyknit, FuelBand, Lunar foam, Flywire, Nike+, Nike Free, and advances in golf equipment and shoe air cushioning. This drives the company's continued growth and leadership.
1. Nike is an American company that designs, manufactures and markets athletic footwear, apparel, equipment and accessories. It employs over 44,000 people globally.
2. Nike focuses on strong human resource management practices like recruiting and developing talent, building an inclusive culture of innovation, and ensuring legal compliance and fair compensation.
3. Historically, Nike faced issues like lack of employee motivation, occupational hazards and poor work-life quality at some supplier factories. However, Nike addressed these issues by implementing initiatives to improve wages, benefits, safety standards and overall working conditions.
Case Study on Toys "R" US goes to japan
1. Introducton
2. Company Background
3. Comapny Strategy
4. Japanes Toy Market
5. Barriers to Entry
6. Market Penetration
7. Media Advertising Strategy
8. Localization
9. Threats
10. Challenges
Nike produced strong Q1 EPS growth of 23% and revenue growth of 5% overall and 14% on a currency-neutral basis. Future orders grew 17% on a currency-neutral basis across key geographies and categories. The analyst maintains a Buy rating on Nike with a December 2016 price target of $140, believing Nike's brand equity and growth opportunities justify its valuation.
Nike dominates the global athletic footwear and apparel markets, holding approximately 31% of the footwear market share in 2007. While Nike faces competition from companies like Adidas and Puma, it maintains significant advantages through massive economies of scale, innovative technologies like Nike Air cushioning, and iconic athlete endorsements. However, Nike also faces challenges as a large corporation such as risks from disruptions to its IT systems and pressures to improve sustainability and reduce environmental impacts throughout its global supply chain. Overall, Nike has established itself as the clear market leader through a strategic focus on performance innovation, brand marketing, and organizational strengths.
The document discusses Dell's direct sales model and competitive strategy. It summarizes Dell's history and growth founded on direct sales to customers. It analyzes Dell's competitors who struggled to copy the direct model. The document also reviews Dell's market share, competitive strengths, and provides recommendations to expand products, markets, and diversify through acquisitions for long-term growth.
This document analyzes Zara's social media presence. It finds that Zara has over 16 million Facebook fans and posts various content categories. However, Zara could be more reactive to fans and improve customer service through social media. The document recommends that Zara hire a community manager team, diversify its social media content, communicate more about its brand through social topics, and better engage its community.
GAP is a brand-builder that aims to express personal style throughout life. Its vision is to solidify its brand and attract new customers online. In 1969, Don and Doris Fisher opened the first GAP store targeting late teens. By the 1970s, GAP introduced private labels to control its supply chain. Today, GAP has over 3,000 stores worldwide and is recognized for its classic clothing. However, GAP faces challenges including decreasing sales and attracting Generation Y customers.
Laura Ashley Integrated Marketing Communications Plan (Class Project) WOW Connections
This is a speculative campaign for educational purposes only. Created as a coursework for an advertising class. I do not own the rights for the use of Laura Ashley, Inc. for lucrative purposes. No copyright infringement intended.
Nike began as a partnership between Bill Bowerman and Phil Knight to design and sell running shoes. It is now the world's largest seller of athletic footwear and apparel. Nike outsources manufacturing to contractors in countries with lower costs. This allows Nike to focus on design while reducing production expenses. Nike uses technology and lean practices to closely integrate its outsourced supply chain and meet consumer demand through just-in-time inventory strategies.
- De Beers was once a monopoly that controlled over 80% of diamond production and sales. However, its monopoly began to decline due to government oversight, synthetic diamonds, and other producers.
- To address these challenges, De Beers shifted from a supply-driven model to a demand-driven model focused on branding and marketing diamonds directly to consumers. It also moved from a public to private company.
- Now, De Beers is entering the lab-grown diamond market with its new Lightbox brand, likely aiming to both suppress competitors and control the growing synthetic diamond market.
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.
This document provides a report on a proposed billboard advertisement for the United Colors of Benetton brand. It begins with an introduction to the brand and its history of provocative advertising campaigns. It then outlines the report contents and provides background on Benetton's core values, history, situation analysis including market research, competitors, and opportunities to improve its brand image. The report proposes developing a new billboard campaign with a different approach than past controversial ads to help boost the brand's awareness and sales.
H&M has experienced tremendous success transforming from a single store in Sweden to a global fast fashion leader with over 3,700 stores. However, key competitors like Zara have challenged H&M's position by rapidly expanding, particularly in emerging markets. While H&M plans to open 400 new stores in 2015, some analysts question whether its high fashion at low prices formula can be sustained in the face of margin erosion and increasing competition. The case examines how H&M can maintain its competitive advantage against challenges to its unique business model and resources.
This document provides an analysis of the sports footwear and apparel industry, with a focus on Nike Corporation. It defines the industry as operating within sports footwear and apparel and discusses Nike's expansion beyond running shoes into a wide range of sports and leisure wear. The document also examines Nike's largest competitor Adidas Group, industry structure factors like threats of new entrants and substitutes, and how the industry and Nike are impacted by economic, social, and technological changes.
Success report on_marketing_strategy_for_nike_incNeenad Mba
Nike has grown from a small importer of Japanese shoes into the world's largest athletic shoe and apparel company. It achieved this success through sponsoring high-profile athletes, developing innovative products, and investing heavily in marketing with slogans like "Just Do It". While Nike dominates the footwear market, it faces threats from increasing competition and counterfeiting. It also struggles with issues around labor conditions in its overseas factories. To maintain its leading position, Nike must address these labor issues, stay ahead of competitors through product development, and leverage opportunities in new online markets.
This was an assignment in which we had to research L'Oreal and recommend new products and new markets that would be best to expand into based on our findings.
International Marketing Strategy of Nike Inc.Ananya Jain
The Nike ethos is characterised by an emphasis on the role of internationalisation as an entrenched component of their business strategy. This is reflected by their mission statement, which aims to “bring inspiration and innovation to every athlete* in the world” with the caveat that “*if you have a body, you are an athlete” (Nike.com, 2017). Significantly this emphasises a global outlook, that transcends the elementary definition of international marketing - “the marketing of goods, services and information across political boundaries” (Albaum et al., 2005). Many firms take mercantile approaches to marketing that “satisfy customer requirements profitably” (Marketing and the 7Ps, 2015). Nike, however, follows more holistic principles - “11 maxims” (Farfan, 2017) - that allow it to achieve its fundamental premise - to inspire its global consumer base, albeit in a financially rewarding manner. Armed with a global marketing orientation, Nike caters to a range of customers that have a plethora of demands, which vary along demographic, geographic, and cultural lines. Thus, their marketing model is predicated upon nuanced strategies that consider domestic market variables (domestic and foreign controllables & uncontrollables) (Ghauri & Cateora, 2014). Consequently, and because of the large role that internationalisation has played in Nike’s success story, this paper evaluates its marketing strategy; with a focus on micro, macro, and task analysis.
This document provides an analysis of Nike, Inc. for 2009. It includes sections on Nike's history, vision and mission statements, external and internal assessments, financial statements and ratios for 2009, and strategic recommendations. Key points analyzed include Nike's strong brand name, marketing campaigns, research and development capabilities, portfolio diversity and financial position as strengths, and high product pricing, revenue dependence on footwear, and manufacturing issues as weaknesses. Opportunities discussed are expanding into new markets and recycled materials, while threats include high competition and negative public perceptions. Overall recommendations are made to further promote a fashion image, expand into new markets and customer groups, and strengthen alliances regarding social responsibility.
DMEF Collegiate ECHO Challenge 2013 'Snip to be Cool with dELIA*sJessica Dunning
The document proposes a marketing campaign for retailer dELiA*s to target 'tween' girls aged 12-14. The campaign would involve a cut-out model that girls can dress using dELiA*s catalog items. Girls enter the dressed model in a contest for prizes. The campaign aims to increase sales among existing customers and expand to tweens through direct mail, social media, print ads, and TV commercials over 8 weeks. The majority of the $500,000 budget would fund TV spots on networks like Fox and CW.
The document provides an analysis of the target market, competitors, and marketing strategies for a proposed women's boutique. It analyzes the demographics, behaviors, and interests of the target market of women ages 35-50 in middle to upper-middle income brackets. Three main competitors are identified: Dillard's, Target, and a local boutique. Dillard's and Target have a larger customer base due to their national presence but carry a broader range of products. The local boutique has a loyal following but relies more on word-of-mouth. Marketing strategies analyzed include promotions, social media, and branding. A SWOT analysis compares the strengths, weaknesses, opportunities and threats faced by each competitor.
Case Study on Toys "R" US goes to japan
1. Introducton
2. Company Background
3. Comapny Strategy
4. Japanes Toy Market
5. Barriers to Entry
6. Market Penetration
7. Media Advertising Strategy
8. Localization
9. Threats
10. Challenges
Nike produced strong Q1 EPS growth of 23% and revenue growth of 5% overall and 14% on a currency-neutral basis. Future orders grew 17% on a currency-neutral basis across key geographies and categories. The analyst maintains a Buy rating on Nike with a December 2016 price target of $140, believing Nike's brand equity and growth opportunities justify its valuation.
Nike dominates the global athletic footwear and apparel markets, holding approximately 31% of the footwear market share in 2007. While Nike faces competition from companies like Adidas and Puma, it maintains significant advantages through massive economies of scale, innovative technologies like Nike Air cushioning, and iconic athlete endorsements. However, Nike also faces challenges as a large corporation such as risks from disruptions to its IT systems and pressures to improve sustainability and reduce environmental impacts throughout its global supply chain. Overall, Nike has established itself as the clear market leader through a strategic focus on performance innovation, brand marketing, and organizational strengths.
The document discusses Dell's direct sales model and competitive strategy. It summarizes Dell's history and growth founded on direct sales to customers. It analyzes Dell's competitors who struggled to copy the direct model. The document also reviews Dell's market share, competitive strengths, and provides recommendations to expand products, markets, and diversify through acquisitions for long-term growth.
This document analyzes Zara's social media presence. It finds that Zara has over 16 million Facebook fans and posts various content categories. However, Zara could be more reactive to fans and improve customer service through social media. The document recommends that Zara hire a community manager team, diversify its social media content, communicate more about its brand through social topics, and better engage its community.
GAP is a brand-builder that aims to express personal style throughout life. Its vision is to solidify its brand and attract new customers online. In 1969, Don and Doris Fisher opened the first GAP store targeting late teens. By the 1970s, GAP introduced private labels to control its supply chain. Today, GAP has over 3,000 stores worldwide and is recognized for its classic clothing. However, GAP faces challenges including decreasing sales and attracting Generation Y customers.
Laura Ashley Integrated Marketing Communications Plan (Class Project) WOW Connections
This is a speculative campaign for educational purposes only. Created as a coursework for an advertising class. I do not own the rights for the use of Laura Ashley, Inc. for lucrative purposes. No copyright infringement intended.
Nike began as a partnership between Bill Bowerman and Phil Knight to design and sell running shoes. It is now the world's largest seller of athletic footwear and apparel. Nike outsources manufacturing to contractors in countries with lower costs. This allows Nike to focus on design while reducing production expenses. Nike uses technology and lean practices to closely integrate its outsourced supply chain and meet consumer demand through just-in-time inventory strategies.
- De Beers was once a monopoly that controlled over 80% of diamond production and sales. However, its monopoly began to decline due to government oversight, synthetic diamonds, and other producers.
- To address these challenges, De Beers shifted from a supply-driven model to a demand-driven model focused on branding and marketing diamonds directly to consumers. It also moved from a public to private company.
- Now, De Beers is entering the lab-grown diamond market with its new Lightbox brand, likely aiming to both suppress competitors and control the growing synthetic diamond market.
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.
This document provides a report on a proposed billboard advertisement for the United Colors of Benetton brand. It begins with an introduction to the brand and its history of provocative advertising campaigns. It then outlines the report contents and provides background on Benetton's core values, history, situation analysis including market research, competitors, and opportunities to improve its brand image. The report proposes developing a new billboard campaign with a different approach than past controversial ads to help boost the brand's awareness and sales.
H&M has experienced tremendous success transforming from a single store in Sweden to a global fast fashion leader with over 3,700 stores. However, key competitors like Zara have challenged H&M's position by rapidly expanding, particularly in emerging markets. While H&M plans to open 400 new stores in 2015, some analysts question whether its high fashion at low prices formula can be sustained in the face of margin erosion and increasing competition. The case examines how H&M can maintain its competitive advantage against challenges to its unique business model and resources.
This document provides an analysis of the sports footwear and apparel industry, with a focus on Nike Corporation. It defines the industry as operating within sports footwear and apparel and discusses Nike's expansion beyond running shoes into a wide range of sports and leisure wear. The document also examines Nike's largest competitor Adidas Group, industry structure factors like threats of new entrants and substitutes, and how the industry and Nike are impacted by economic, social, and technological changes.
Success report on_marketing_strategy_for_nike_incNeenad Mba
Nike has grown from a small importer of Japanese shoes into the world's largest athletic shoe and apparel company. It achieved this success through sponsoring high-profile athletes, developing innovative products, and investing heavily in marketing with slogans like "Just Do It". While Nike dominates the footwear market, it faces threats from increasing competition and counterfeiting. It also struggles with issues around labor conditions in its overseas factories. To maintain its leading position, Nike must address these labor issues, stay ahead of competitors through product development, and leverage opportunities in new online markets.
This was an assignment in which we had to research L'Oreal and recommend new products and new markets that would be best to expand into based on our findings.
International Marketing Strategy of Nike Inc.Ananya Jain
The Nike ethos is characterised by an emphasis on the role of internationalisation as an entrenched component of their business strategy. This is reflected by their mission statement, which aims to “bring inspiration and innovation to every athlete* in the world” with the caveat that “*if you have a body, you are an athlete” (Nike.com, 2017). Significantly this emphasises a global outlook, that transcends the elementary definition of international marketing - “the marketing of goods, services and information across political boundaries” (Albaum et al., 2005). Many firms take mercantile approaches to marketing that “satisfy customer requirements profitably” (Marketing and the 7Ps, 2015). Nike, however, follows more holistic principles - “11 maxims” (Farfan, 2017) - that allow it to achieve its fundamental premise - to inspire its global consumer base, albeit in a financially rewarding manner. Armed with a global marketing orientation, Nike caters to a range of customers that have a plethora of demands, which vary along demographic, geographic, and cultural lines. Thus, their marketing model is predicated upon nuanced strategies that consider domestic market variables (domestic and foreign controllables & uncontrollables) (Ghauri & Cateora, 2014). Consequently, and because of the large role that internationalisation has played in Nike’s success story, this paper evaluates its marketing strategy; with a focus on micro, macro, and task analysis.
This document provides an analysis of Nike, Inc. for 2009. It includes sections on Nike's history, vision and mission statements, external and internal assessments, financial statements and ratios for 2009, and strategic recommendations. Key points analyzed include Nike's strong brand name, marketing campaigns, research and development capabilities, portfolio diversity and financial position as strengths, and high product pricing, revenue dependence on footwear, and manufacturing issues as weaknesses. Opportunities discussed are expanding into new markets and recycled materials, while threats include high competition and negative public perceptions. Overall recommendations are made to further promote a fashion image, expand into new markets and customer groups, and strengthen alliances regarding social responsibility.
DMEF Collegiate ECHO Challenge 2013 'Snip to be Cool with dELIA*sJessica Dunning
The document proposes a marketing campaign for retailer dELiA*s to target 'tween' girls aged 12-14. The campaign would involve a cut-out model that girls can dress using dELiA*s catalog items. Girls enter the dressed model in a contest for prizes. The campaign aims to increase sales among existing customers and expand to tweens through direct mail, social media, print ads, and TV commercials over 8 weeks. The majority of the $500,000 budget would fund TV spots on networks like Fox and CW.
The document provides an analysis of the target market, competitors, and marketing strategies for a proposed women's boutique. It analyzes the demographics, behaviors, and interests of the target market of women ages 35-50 in middle to upper-middle income brackets. Three main competitors are identified: Dillard's, Target, and a local boutique. Dillard's and Target have a larger customer base due to their national presence but carry a broader range of products. The local boutique has a loyal following but relies more on word-of-mouth. Marketing strategies analyzed include promotions, social media, and branding. A SWOT analysis compares the strengths, weaknesses, opportunities and threats faced by each competitor.
This document outlines a marketing strategy for Betsey Johnson's new swimwear line called "Bets-tea Party Swim" for Spring/Summer 2013. The strategy involves heavily marketing the line on social media through a contest and targeted ads, as well as in-store promotions. The target customer is females aged 16-34 who are young at heart and break from normal fashion trends. The line will feature one and two piece bathing suits with retro tea party inspired prints made from high quality materials. The goal is to position the brand as lady-like yet wildly creative.
Gap struggled in the late 1970s and early 1980s as competitors emerged. In 1983, Gap repositioned itself by focusing on basic, comfortable, and casual American style clothing at reasonable prices. However, in the early 2000s Gap moved away from this strategy by chasing teenage trends, which caused it to lose its brand identity. The document discusses recommendations for Gap to refocus on its original core values of quality basics and personal style, rather than following fashion trends, in order to differentiate itself from competitors again.
Running head CLOTHING STORE 1CLOTHING STORE 2.docxtodd271
Running head: CLOTHING STORE 1
CLOTHING STORE 21
MKT 321
Professor: Arthur Allaway
Meiqi Liu
Oct 25th, 2018
Clothing Store
A clothing store could be a good choice epecially an all men wear store. This is in line with the location of the university of pennyslavia nearby at Chestnut street and New York law school near the locations and giving consideration to the male students who study there would be a good divergence because in comparison to women clothing lines the mens wear stores are fewer. Consideration may also be given to people that work around there or live in this street, however, for most of the working class male individuals they will be likely to shop at My Suit store or Men’s Wearhouse on chestnut street in philadelphia and the numerous men stores in NewYork like Franklin St clothing store. So, the kind of clothes that would be stocked will be mainly for the young generation of males who live, work or go to the high school and universities. Considering their age bracket, they will consist of mostly teenagers and young adults so the stock will consist of:
Sportwear and athletic clothing: the targeted population is likely to venture into sporting activities so the store will have a section for sportwear for all kinds of sporting activities like football, hockey, netball, handball,rugby, legball, baseball, karate and judo wear, ballet dancing suits, ice skating suits, cheerleading costumes for both the male cheerleaders and the manicans. Accessories in this section may include balls, bats and other required materials for the games.
Swimwear for men: the swimwear section will consist of outfits that will be worn to the pool or beach by the men and they will come in different textures and designs to suit their preferences for both sporting and pleasurable swimming. Other accessories may be included in this section like plastic balls and other swim playing items.
Casual clothing for men: this will include shirts, t-shirts and slacks and jeans which is expected the daily dress code for the target population. These will be a must have and will be changed according to the seasons and brands that are trending but must be there at all times. Accessories here may include hats and men’s jewellery.
Coats, jackets and vests: this section will include all items that will help keep the population warm from jackets of different textures and designs to coats both fur and normal to vests and other accessories like scarfs, marvins .
Shoes: this section will cover all the shoes that are required for all occassions by the population from sneakers to official shoes, to custom made shoes, to rubbershoes, to open shoes and even boots. Accessories here include socks.
Undergarments will also be included in the store to complete the other outfits.
The supplies for these will be made from the industries that manufacture these clothes in the United States and beyond through online orders and deliveries and physical co.
The document outlines a branding campaign for Abercrombie & Fitch. The campaign aims to reposition the brand by emphasizing its roots in outdoor adventure. It will highlight qualities of family, friendship, self-discovery and lasting quality. Research found target audiences appreciate outdoor activities and fashionable clothing. The campaign features social media, video ads, and magazine placements depicting diverse models enjoying nature. Testing showed the new message appeals to outdoorsy teens seeking comfortable yet stylish clothes for school and adventure.
The document outlines a branding campaign for Abercrombie & Fitch. The campaign aims to reposition the brand by emphasizing its roots in outdoor adventure. Research found that target audiences appreciate quality, comfort, and the ability to be active in clothing. The campaign features ads and social media content showing diverse models engaged in outdoor activities to promote the refreshed brand image. Message testing revealed the new positioning appeals to those seeking fashionable yet durable apparel for an active lifestyle.
The document discusses a planned collaboration between Abercrombie & Fitch (A&F) and Ralph Lauren to launch a new menswear collection. The 10-piece collection will launch between June and July 2016 in A&F's 275 stores worldwide. The objective is to attract Millennial customers aged 20-29 years old and reboot A&F's brand image. A&F has struggled with sales recently as customers are less interested in its logo-heavy clothing. The collaboration leverages Ralph Lauren's classic American style to draw customers back. Marketing will target Millennials through social media promotions and launch events. The collection will be sold at A&F stores in the US and 22 international flagship stores.
The document discusses a planned collaboration between Abercrombie & Fitch (A&F) and Ralph Lauren to launch a new menswear collection. The 10-piece collection will launch between June and July 2016 in A&F's 275 stores worldwide. The objective is to attract Millennial customers aged 20-29 years old and reboot A&F's brand image. A&F has struggled with sales recently as customers are less interested in its logo-heavy clothing. The collaboration leverages Ralph Lauren's classic American style to draw customers back. Marketing will target Millennials through social media promotions and launch events. The collection will be sold at A&F stores in the US and 22 international flagship stores.
Moosejaw is an outdoor apparel and gear retailer founded in 1992. They have physical stores located in Michigan and several other states, as well as an online store. Their target demographic is a younger, tech-savvy audience interested in outdoor activities. Moosejaw engages customers through social media promotions like "Moosejaw Madness" and giving away prizes. Their top-selling items are men's sweaters, pullovers, and knits made of synthetic fibers. While they resell major brands, Moosejaw also sells their own label. Their main competitors are Dick's Sporting Goods, REI, and The North Face, though Moosejaw has a stronger social media presence
Steve Madden began in 1990 designing chunky platform shoes. It has since expanded its brands to target various age groups, including Madden Girl for ages 15-20 and Steven for ages 25-40. The company distributes products through retailers nationwide as well as internationally. Founder Steve Madden started his career in the shoe industry in 1974 and drew inspiration from street styles. While Madden was imprisoned for securities fraud from 2001-2005, the company launched its Steven line. Today, Steve Madden remains innovative in design and quick to market, helping it compete successfully against other brands. The target market includes men and women ages 21-34 who are fashion-conscious professionals.
Youth Trends 2010 (Tri-State Camp Conference)Mark Graham
The document discusses emerging youth trends for 2010 related to camp merchandise and branding. It identifies celebrity influences like Justin Timberlake and Jay-Z that shape teens' perceptions. Popular trends include slogan tees, hip hop styles, retro inspiration, mixing skate/surf/street styles. It recommends leveraging trends through artwork on classic pieces and utilizing online stores and social media to promote merchandise programs. Camps should understand camper culture, keep up with trends, get campers involved, and not be intimidated by trends but enhance their culture through current styles.
Generation Y, also known as Echo Boomers or the Millennial Generation, consists of over 60 million Americans born between 1979-1994. They are a more racially diverse generation than Baby Boomers, having grown up in a media-saturated world. Many popular brands that were successful marketing to Baby Boomers, like Nike and Levi's, are struggling to connect with Generation Y. To attract this new generation of consumers, companies need to meet them on their terms through more grassroots, personalized marketing approaches like sponsoring local events and using social media, rather than traditional national advertising campaigns. Generation Y expects brands to understand their interests and be authentic in order to earn their loyalty.
Forever 21 is a major American fast fashion retailer known for providing trendy styles at affordable prices. It currently operates over 500 stores worldwide. This document outlines Forever 21's history, brand identity, target customers, competitors, cultural and fashion trends, and proposed plans to launch an activewear line. The line aims to attract young customers on a budget by delivering trendy, affordable, and functional activewear inspired by current styles blending athletic and casual looks. A six-month buying plan and assortment plan by size are also presented.
This document discusses marketing strategies targeted at Generation Y females for Kohl's department store. It provides background on Gen Y demographic trends and shopping preferences. It then analyzes Kohl's existing strategies and proposes three new marketing suggestions: celebrity-endorsed ads targeting Gen Y, in-store services for Gen Y customers, and creating a Kohl's style blog. Research was conducted surveying 30 Gen Y women, finding the highest support for the style blog idea. A mock-up of a potential Kohl's blog is presented, along with sources cited.
This document provides an overview of activities, interests, and trends among young adults in the United States. It describes popular activities like going to concerts and bars, interests in various celebrities and sports teams, cultural trends among college students and young professionals, and trends in social media, fashion, beauty, and advertising.
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1. Danielle O’Donnell
SN: 00154787T
The feature image on the first page of Jay Jays website
Consumer Behaviour
Assessment Two : Written Report
Jay Jays ( part of the Just Group)
2. Consumer Behaviour : Assessment Two. D.E. O’Donnell
1
A.The company and its market segment
Jay Jays is an Australian casual clothing brand established in 1993 ( Wikipedia, Jay Jays). It is
a member of the Just group which also owns brand stores like Just Jeans and Jacqui E. At
finder.com.au, the introduction to Jay Jays states: “Stylish and affordable Jay Jays has a large
range of clothing and accessories for men and women”( finder.com.au,2016).This apparel
company appears to be particularly effective at segmentation marketing.
Demographic
The demographic profile of Jay Jays is broad with an obvious appeal to teenagers, from twelve
to eighteen year olds in particular and their parents. They are not an exclusive brand but have
established a personality with broad appeal,marketing to middle to low income earners,
appealing to suburban and regional families in the pricing of their products, and to teenagers in
the promotion of their products.
Psychographic
Their psychographic appeal is to those who want comfortable but fashionable apparel. The
company appears to fill a market segment in which teenagers are happy to wear clothes that
are affordable with funds from their part-time jobs.The brand appeals to those who may want to
look fashionable on the weekend, at school or on casual clothes days but cannot pay for
designer brands. Jay Jays distinct fun and cool personality appears to satisfy a desire for peer-
group acceptable clothing without the expense of an exclusive fashion brand. Their appeal is
casual: ripped and distressed jeans, shorts and skirts, flats, hats, belts, cool tees and fashion
shirts. Marketing a range of distinctive print tees with pop culture references is strategic.
3. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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Girls printed Tees : http://www.jayjays.com.au/
Geographic
Jay Jays has stores Australia wide, and this has been part of establishing themselves as a
popular retailer to the consumer of mid-priced casual clothing with their saturation approach to
distribution. In Victoria alone they have forty stores, in areas that range in size from 10,000 to a
million people. Overall across the six states and territories they have a total of 200 stores, and
favour malls and large shopping centres where there storefronts, playing music loud enough to
be heard and with bargain racks and tables outside the main entrance, attract fashion bargain
shoppers.
Behavioural
Usually Jay Jays locate their stores where there is foot traffic by the door, and they can create
the Von Restorff effect(Webb, 2009 CB). When you look into a Jay Jays store you see well-
stocked racks of clothing. Jay Jay’s stores are set up to provide strong initial exposure to the
4. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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idea that they have plenty to choose from. They want the consumer to interpret them as a
treasure trove of relaxed casual looks, that provide great value for money. Customers are
prompted to return again and again for their value deals: two pairs of Jeans for $60, two
jumpers for $40, and two printed tees for $25-30. Jay Jays wants to promote consumer loyalty
by being a trusted provider offering value in trendy casual clothing(Kotler,1996).
B. How Jay Jays appeals to its segment of customers
A type of perception is strategised to take place on the Jay Jays website. You see a group of
young people, dressed in casual gear, and a bright yellow headmast, along with plenty of tabs,
letting you know that there is a great deal to choose from and there is enough information to
show that showing on this site will be a simple, good value experience.
The clear picture created on the initial page of http://www.jayjays.com.au/ promotes an
instantaneous cognitive and affective interpretation. We know that it is about clothing, we are
impressed that it is bright and fun, and our friends will like it. The consumer would be inclined to
explore the site further, and buy some product ( Poulos, 2007). Judging by the success of Jay
Jay’s it appears the encoded message, is being decoded as desired (Webb, 2009, CB).
5. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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Motivation theory relevant to Jay Jays’ would include the drive-reduction model. If a pair of
fashion jeans and a printed tee were an essential part of the clothing required to feel
comfortable with a group of friends on Saturday, then a customer would be highly motivated to
make a purchase at Jay Jays. The knowledge that they have the “right” clothing without
spending a huge amount of money would lower tension and anxiety,providing an intrinsic
reward (Webb,2009).It appears the quality of Jay Jays clothing is comparable to other Just
Group product like that sold at Just Jeans. The value given by this good quality keeps
customers returning for bargain prices and a consistent look. Monica, the Ballarat store
manager commented that head office often uses Jay Jays to move “left over” product from the
company’s other stores(2016).
While clothing is essential to every consumer in the physical sense, there is also a need for
clothing that provides social acceptance or belonging: for example to a subculture of Game of
Thrones aficionados who buy t-shirts at Jay Jays. Buying clothing for social acceptance is an
example of meeting the second need in McClelland’s trio of needs, the need for
affiliation(Webb, 2009, CB). Referring again to the initial photo on Jay Jay’s website, we can see
the image implies that the whole “gang” will find their preferred casual look at Jay Jays.
Monica pointed out to me Jay Jays are known for their print tees(2016), this conditioned
stimulus leads to a conditioned response ( Webb, 2009) when seeing the Jay Jays sign, and
entering the store. There the additional stimulus of the various value deals : 2 for $40 for
instance, leads to an additional clothing purchase. This type of experience can be linked to
operant conditioning, as the shopper is rewarded with a lower price per item for taking away
additional garments from the store. This works well for Jay Jays as it increases the likelihood of
the customer wearing the merchandise, and mentioning that they got it as a bargain at the store.
As we learnt in consumer learning, “a repeat purchase usually follows a satisfactory earlier
purchase”(Webb,2009).
Jay Jays provides a wide range of casual clothing and accessories,
with an emphasis on jeans and t-shirts which means that parents
between thirty and forty favouring casual wear could also shop there.
Their range of print tees reference recent childhood nostalgia with
popular disney prints, and current media with their Game of Thrones
6. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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and Ghostbuster shirts, for example.
Pop culture reference tees :http://www.jayjays.com.au/
Jay Jays is "all about having a good time and not taking life too seriously. We turn the music up loud
and live life in your favourite tees, tanks and sweats, paired back with denim and essentials that
every wardrobe needs.
Whether you're on a road trip to the beach, huddled around a campfire, headed to a festival or just
chillin' with friends, save your pennies on an outfit because we've got you sorted with the best ever
range of denim, the raddest print tees, the cutest dresses, basics to throw on and the perfect
accessories"(“Style”, Jay Jays, Wikipedia).
Their models are attractive, but are not airbrushed in high fashion style, and their male models
feature tattoos, which while trendy are not emphasised in the Just group’s other fashion brands. The
following example shows a lot more tattoo than the average consumer sees in advertising, outside of
a music video. The depiction of a tattoo on a Jay Jays model is significant in terms of their market
segmentation : There are only two states in Australia, New South Wales and Queensland, where it is
legal to get a tattoo under the age of 18(Lawstuff, 2014).
7. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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http://www.jayjays.com.au/
JayJays has a twitter account @jayjays_au, and they tell stories on their instagram stories blog.
The blog content includes a story on a film featured on their squad t-shirts “Suicide Squad”, and
the inspiring stories of a female photographer campaigning about body image, and a young man
with autism who has achieved great things. This type of contact with their public continues the
perception of them as cool, fun and down to earth. Their facebook page includes pictures of
models in their clothing, humorous sayings, and the Jay Jays bright yellow online logo.
According to Campaignbrief.com, Jay Jays conducted a major advertising campaign in 2012
entitled ‘Multiply the colour’, and featuring US pop sensation, Cody Simpson, a celebrity referent
associating the brand with the type of success that appeals to their market segment,using
colour, music and a celebrity referent. I have never viewed any form of digital advertising for Jay
Jays other than the content at their website. Ten years ago, they produced print advertising for
mailbox delivery. These days they rely on word of mouth,the attractiveness of their website, and
their Facebook and Twitter pages(Jay Jays 1993-2016). They are a long established brand.
8. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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Taking a closer look at Jay Jay’s appeal to their public prompted me to visit their two Ballarat
Stores. There is one in the Bridge Mall in Central Ballarat, and one in a Stockland shopping
centre on the western fringe of the city. They both feature the Jay Jay’s sign, well-stocked
stores, and the signature accent colours: yellow and orange.
Left: the shop at 16 Bridge Mall, Ballarat Right: the shop front in the Stockland Centre,Wendouree*
Monica, the manager of the Bridge Mall store commented that she understood that Jay Jays
were known and marketed for their print tees but in fact jeans were the biggest seller in all the
stores that she had worked. “People remark about how soft and stretchy they are. All our jean
fabrics contain some stretch.” She commented that most of their customers were young adults
aged between 16 and 20 years(2016).
Mel, an assistant from the Stockland store commented that the licensed tees were very popular,
and that people around 16 years old were their most common customers. “The print tees are
very popular with older primary school age kids, but we don’t have the sizing. The sizes start
just way too big for these younger customers”, she commented(2016).
These comments made me even more aware of how Jay Jay’s markets, especially when
compared with Just Jeans, another Just Group company. The Just Jeans store features
children’s sizes, right up to large adult sizes at three times the prices seen at Jay Jays. It caters
to a different socio-economic group who are happy to pay more for designer features, without a
licensed tee in sight, and dress their children at the same time.
*The Wendouree store front achieves the Von Restorff effect in this particular row of shops.
9. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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C. A promotion for Jay Jays that suits them without negative legal, ethical, or financial
consequences
I suggest Jay Jays promotes their brand by running a competition for print tee design, promoted
at jayjays.com.au, and their Twitter, Facebook and Instagram accounts. Each store will receive
a promotional poster, and print entry forms with the terms and conditions, and design
submission guidelines. It is hoped that the competition will create a buzz on social media, and
create word of mouth advertising building on their current reputation for licensed t-shirts, and
their word of mouth and online promotion.
Jay Jays would select a national winner and a runner up in each state. The prizes will be a $500
clothing voucher for the winner, with a dozen t-shirts with the winning design on them. The
runners up will each receive a $200 voucher, and six t-shirts with the winning design on them.
The seven finalists will be flown to a rewards ceremony in Sydney. This will involve flights and a
night’s accommodation for fourteen people.
1.Each design must feature Jay Jay’s signature colours of blue, yellow and orange.
2. Each winning design must be judged as “rad”, cool or fun promoting Jay Jay’s
personality.
3.The design must be the original work of the entrant and not feature any logos, symbols
or characters that are licensed.
4.The competition will run from the 1st April 2017 and the last entry must be submitted
by 1st September 2017.
5.The winner and runners up will be notified by 5pm on the 25th of September 2017, and
will receive return flights to Sydney as part of the prize.The prize includes flights and
accommodation for an accompanying adult. Each pair will spend the night of the
ceremony at the Shelbourne Hotel, Sydney in twin rooms. The winner and runners up
will be announced at an awards ceremony on the 2nd October at the Shelbourne Hotel,
Sydney at 7pm.
6. Meals and incidental expenses are the responsibility of the winner and their guests.
7. The winner and runners up agree that their designs become the sole property of Jay
Jays (The Just Group) and that they forfeit all rights over the same.
8. The winner and runners up also agree that t-shirts with their designs will form part of
Jay Jays product and promotion for Christmas 2017.
10. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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9. Jay Jays are not obligated to print more than the prize winner’s quota of the prize
winning design t-shirt.
Ethical concerns about the competition include:
Ensuring the designs submitted are the work of the competition entrant/s.
Ensuring entrants understand exactly what reward they will get for creating their designs
Ensuring the design and reward both reflect well on the brand, encouraging entrants.
Ensuring any slogans promoted in designs from the competition are decoded as neutral, or
anti-bullying and exclusion.
Legally, Jay Jays does require a permit from the gambling regulatory authority of each state.
Although their contest is one of skill and the winners will be decided by a panel of ten made up
from their team of Australian managers and the prize pool is valued at approximately $10,000,
a permit is needed because they will be promoting and running the competition predominantly
online. This is the reason Jay Jays require a permit to run their competition, otherwise this law
would not apply to them.
“A trade promotion lottery is defined as a lottery run by a business, community or charitable
organisation where they: offer prizes to promote their product, services or community or
charitable purpose, and the process of choosing a winner includes an element of chance”
( Justice Connect, 2013). As Jay Jays competition is national they will need to apply to each
state authority to find out the permit costs and requirements.
ACT - http://www.gamblingandracing.act.gov.au/
NSW -http://www.olgr.nsw.gov.au/promos_trade_promos.asp
NT - http://www.nt.gov.au/justice/licenreg/
QLD - http://www.olgr.qld.gov.au/
SA - http://www.olgc.sa.gov.au/
TAS - http://www.treasury.tas.gov.au/
WA - http://www.rgl.wa.gov.au
11. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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Each state requires them to provide the following information in their competition terms and
conditions :
“ The terms and conditions must include the following information:
1. How to enter
2. Conditions of entry
3. Start and closing dates
4. When and where the lottery will be drawn (date, time and location)
5. Details and values of all prizes
6. How winners will be notified
7. Details of newspaper/journal in which winner’s names will be announced (if required)
8. Details of any additional purpose that the personal information collected from participants will
be used for” ( Justice Connect,2013). The company must provide a privacy statement, and
keep entrants’ contact details confidential, other than for the purposes of administering the
competition.
While Jay Jays is not required to state at what time the competition will be decided exactly as in
a game of chance, they are ethically required to state who the judges are and on what date and
where the competition will be announced.
Jay Jays is basing their promotion on the human desire to be rewarded for effort. They want to
promote a positive image of young people, and their ability to create. They find that their target
market want to engage in activities that are purposeful and rewarding. Many of them have
concerns about the world and want to promote their political and social ideals(Greater
Good,2016). Jay Jays feel that these factors will draw many entries to the competition, and
while they achieve strong promotion, their customers will enjoy a creative experience. They
consider that the positive feelings generated for the brand is a form of operant conditioning that
will lead to repeat purchases and word of mouth promotion of the brand. In terms of the trait
theory of personality Jay Jays has an outgoing and humorous personality which many of their
customers wish to identify with. In terms of self-concept theory, it appeals to the human
tendency to look for and create positive versions of the image of the ideal self, and social
self( Webb,2009). The competition idea taps into many traits of their target market and should
prove a positive form of marketing.
12. Consumer Behaviour : Assessment Two. D.E. O’Donnell
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References
About Jay Jays. (2016) Available from Finder.com.au. [Accessed 6 August 2016].
Australian Competition Permits.(2016)
Gleam Guide to Australian Online Competitions. Available from: https://gleam.io/docs/guides/australian-
permits. [Accessed 6 August 2016].
Guys: Print Tees.(2016). Jay Jays Image. Available from :http://www.jayjays.com.au. [Accessed 5 August
2016].
Jay Jays (1993). Facebook. Available from:https://www.facebook.com/jayjays/ [Accessed 5 August 2016].
Jay Jays Advertising. (2012) Available from Campaignbrief.com. [Accessed 5 August 2016]
Kotler, Philip.(1996) Marketing Segmentation, targeting and positioning. Part 2 :Market Behaviour and
Strategies.Prentice-Hall, New Jersey. 214-19.* ( this is a speculative reference- the only thing I am certain
of is the author and the page numbers)
Mel, store assistant Jay Jays Wendoree (2016). Most popular lines and frequent customers.
Monica, Store Manager, Jay Jays Ballarat (2016). Image, customers and best sellers.
Poulos,M.(2007) Buyer Behaviour, Implications for marketing, Pearson Australia, Frenchs Forest.
Shop. Available from :http://www.jayjays.com.au/. Jay Jays Image. [Accessed 5 August 2016].
Style.(2013) Jay Jays . Wikipedia. Web . [Accessed 5 August 2016]
Tattoo and Piercing. (2014) Lawstuff Know Your Rights. Available
at: :http://www.lawstuff.org.au/nsw_law/topics/tattoos-and-piercing. [Accessed 7 August 2016]
The official Twitter account :@jayjays_au. (2009) Available from:https://twitter.com/jayjays_au.
[Accessed 5 August 2016].
Trade Competition and lotteries laws. (2013) Justice Connect. Available at : http://www.nfplaw.org.au/.
[Accessed 6 August 2016].
Webb, K.(2009) Consumer Behaviour, 2nd. Ed. McGraw-Hill, Australia.
What’s Good about Generation Y?( 2016)Greater Good. Available
from :http://greatergood.berkeley.edu/article/item/whats_good_about_generation_y.[Accessed 6 August
2016].