Ocean Shelling was founded in 2009 to create clothing for surfers and sailors. It has since expanded its product line. The company began franchising in 2011. Franchise stores typically range from 40-50 square meters and require an initial investment of $20,000-$30,000. Ocean Shelling provides training but no inventory or ongoing fees. The goal is for franchisees to achieve $70,000 in annual sales their first year.
Shoppers Stop is a leading Indian retail company known for its specialty stores of apparel, accessories, and household items. It aims to help customers buy products that suit their needs. Shoppers Stop is successful due to its wide selection of global and Indian brands, knowledgeable sales staff, and pleasant store environments. It currently operates 27 stores across India and plans to expand further. Key factors in its growth include understanding Indian customers, selecting popular brands, and providing a personalized shopping experience.
This document provides guidance for starting a food business or restaurant. It discusses important considerations like whether to pursue a franchise or develop an original concept, how to choose a location, and how much profit to expect. The key steps outlined include deciding on a concept, location, design, menu, costs, financing, licenses, and insurance. While challenging, starting a food business can be exciting if you are passionate and prepared to work long hours, especially in the first few years as most restaurants fail within that time period due to poor planning. This guide aims to help new entrepreneurs succeed in the food industry by explaining the initial steps to take.
24K is a new luxury clothing store offering apparel from up-and-coming designers. The store is financed through a $25,000 loan from a manager's father. Over 12 quarters, the store focuses on creating a luxurious shopping environment, establishing a customer base, becoming profitable, being community leaders, and gaining over 50% market share. Throughout operations, the store makes strategic decisions around security, ethical dilemmas with officials, employee issues, advertising, and community support to protect its brand and satisfy customers.
Shoppers Stop is one of the largest retail chains in India operating department stores. The document provides details about Shoppers Stop's new outlet opened at Metro Junction Mall in Kalyan, Mumbai. It discusses the advantages of opening an outlet in Kalyan such as bringing luxury shopping experience closer to customers and attracting more footfall. It also mentions some challenges of operating in the location like competition from other brands in the same mall. The document then provides an overview of Shoppers Stop's products, services and business strategy.
Shoppers Stop-Competitive Advantage in Retail IndustryMeenaskhi Gaur
This document provides an overview of Shoppers Stop, a leading retailer in India. It discusses the company's vision, specialty stores, awards, financial performance, SWOT analysis, and competitive advantage in the retail industry. Key findings indicate that Store ambience and layout, product quality, additional facilities and services, and a preference for loyal consumers contribute to Shoppers Stop's competitive advantage, while limited offers and discounts and store locations weaken its advantage relative to competitors. The document recommends expanding Shoppers Stop's geographical reach, focusing service strategies, minimizing customer annoyances, ongoing consumer research, and providing better prices and discounts to enhance its position in the retail market.
The document is a business plan for Kashish Traditional Boutiques, a clothing store owned by Denisha Gardhariya and three partners. The business plan outlines the company mission to provide unique, affordable fashion. It discusses the target customer, products offered including sarees and dresses, competitors, and marketing strategy including advertising locally. The plan also covers pricing, customer service policies, and sales promotions to move inventory.
The document outlines a summer internship project submitted for a Master's degree in business administration, including an acknowledgement of those who supported and guided the project, and certification that the project was completed under faculty guidance. It then provides details of the internship spent working on visual merchandising at Jaipur Central mall for Future Group.
This document provides a business plan for a proposed boutique shop called Boutique Gallery. The plan outlines the company objectives, products, location, finances, market analysis and strategy. The boutique will be located in Dhaka, Bangladesh and target local customers as well as non-resident Bangladeshis. It will carry a variety of women's clothing and accessories. The plan provides details on start-up costs, competitors, and financial projections with the goal of gaining market share and customers in the local area.
Shoppers Stop is a leading Indian retail company known for its specialty stores of apparel, accessories, and household items. It aims to help customers buy products that suit their needs. Shoppers Stop is successful due to its wide selection of global and Indian brands, knowledgeable sales staff, and pleasant store environments. It currently operates 27 stores across India and plans to expand further. Key factors in its growth include understanding Indian customers, selecting popular brands, and providing a personalized shopping experience.
This document provides guidance for starting a food business or restaurant. It discusses important considerations like whether to pursue a franchise or develop an original concept, how to choose a location, and how much profit to expect. The key steps outlined include deciding on a concept, location, design, menu, costs, financing, licenses, and insurance. While challenging, starting a food business can be exciting if you are passionate and prepared to work long hours, especially in the first few years as most restaurants fail within that time period due to poor planning. This guide aims to help new entrepreneurs succeed in the food industry by explaining the initial steps to take.
24K is a new luxury clothing store offering apparel from up-and-coming designers. The store is financed through a $25,000 loan from a manager's father. Over 12 quarters, the store focuses on creating a luxurious shopping environment, establishing a customer base, becoming profitable, being community leaders, and gaining over 50% market share. Throughout operations, the store makes strategic decisions around security, ethical dilemmas with officials, employee issues, advertising, and community support to protect its brand and satisfy customers.
Shoppers Stop is one of the largest retail chains in India operating department stores. The document provides details about Shoppers Stop's new outlet opened at Metro Junction Mall in Kalyan, Mumbai. It discusses the advantages of opening an outlet in Kalyan such as bringing luxury shopping experience closer to customers and attracting more footfall. It also mentions some challenges of operating in the location like competition from other brands in the same mall. The document then provides an overview of Shoppers Stop's products, services and business strategy.
Shoppers Stop-Competitive Advantage in Retail IndustryMeenaskhi Gaur
This document provides an overview of Shoppers Stop, a leading retailer in India. It discusses the company's vision, specialty stores, awards, financial performance, SWOT analysis, and competitive advantage in the retail industry. Key findings indicate that Store ambience and layout, product quality, additional facilities and services, and a preference for loyal consumers contribute to Shoppers Stop's competitive advantage, while limited offers and discounts and store locations weaken its advantage relative to competitors. The document recommends expanding Shoppers Stop's geographical reach, focusing service strategies, minimizing customer annoyances, ongoing consumer research, and providing better prices and discounts to enhance its position in the retail market.
The document is a business plan for Kashish Traditional Boutiques, a clothing store owned by Denisha Gardhariya and three partners. The business plan outlines the company mission to provide unique, affordable fashion. It discusses the target customer, products offered including sarees and dresses, competitors, and marketing strategy including advertising locally. The plan also covers pricing, customer service policies, and sales promotions to move inventory.
The document outlines a summer internship project submitted for a Master's degree in business administration, including an acknowledgement of those who supported and guided the project, and certification that the project was completed under faculty guidance. It then provides details of the internship spent working on visual merchandising at Jaipur Central mall for Future Group.
This document provides a business plan for a proposed boutique shop called Boutique Gallery. The plan outlines the company objectives, products, location, finances, market analysis and strategy. The boutique will be located in Dhaka, Bangladesh and target local customers as well as non-resident Bangladeshis. It will carry a variety of women's clothing and accessories. The plan provides details on start-up costs, competitors, and financial projections with the goal of gaining market share and customers in the local area.
Krispy Kreme was started in 1937 in Winston Salem, North Carolina. To open a Krispy Kreme franchise, franchisees must pay around $20,000 in fees and additional costs for training, marketing, and learning how to properly manage employees and make donuts. Krispy Kreme has been successful in expanding throughout the US and into other countries like Canada, competing primarily with Dunkin Donuts and Starbucks but having advantages in freshness and product quality.
Krispy Kreme opened its first store in 1937 and spent the 1940s-1950s innovating its doughnut making process. In the 1960s-1970s, its stores became popular gathering places for friends. The 1980s-1990s saw the company expand its "hot doughnut experience" which generated significant buzz. Today Krispy Kreme continues to expand, innovate, and extend its brand experience through new products while maintaining its strengths in customer passion and word-of-mouth advertising, though some weaknesses include limited nutritional value and competition from healthier options.
This document discusses Krispy Kreme, an American doughnut company. It provides background on the company's founding in 1937 and key 2014 financial figures including $460 million in revenue and $34 million in net income. The document also describes Krispy Kreme's methodology for new product development, which involves planning, research, development, testing, and launch. Charts show solutions to pricing issues for premium coffee and a new "Cronut" product based on demand at different price points.
This company has been in business for over 70 years, operates 773 stores across 22 countries, and faces the challenge of delivering millions of freshly baked goods to hundreds of stores every 2 to 4 hours quickly and cost-effectively. To improve its supply chain operations and better manage high volumes of data transactions, the company implemented EXTOL EDI Integrator for I to process greater transaction volumes, implement exception rules for proactive alerts and notices, onboard more trading partners faster, and achieve a 100% return on investment.
The Hot Light is an essential and beloved part of the iconic Krispy Kreme brand. In 2011, Krispy Kreme with the help of Barkley, created the Hot Light app and platform, which connected all of the Krispy Kreme Hot Lights to the Internet, enabling Krispy Kreme fans to know whenever their nearest Hot Light is on.
Presented at WOMM-U by Tim Sabo, Global Creative Director for Krispy Kreme and Mark Logan, SVP Digital Innovation for Barkley.
Krispy kreme doughnuts. 2006, is a turnaround possible?Yohann HELSON
1. Krispy Kreme Doughnuts grew aggressively from the 1950s-2000s but began declining in 2005.
2. An internal and external analysis found opportunities in consumer trends but also threats from health campaigns and increased competition.
3. Recommendations included corrective financial measures, hiring qualified managers, focusing on successful stores, and adapting products to consumer desires for a turnaround.
Krispy Kreme Qatar aims to create magic moments for customers by innovating new ideas. Some examples of magic moments include developing birthday cards where customers receive a free dozen doughnuts and a text message on their birthday. They also create designed doughnuts for Islamic occasions like Ramadan and Eid to help customers celebrate and build memories. The goal is to bring smiles to customers' faces through these magical experiences.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Krispy Kreme's production process begins with mixing doughnut ingredients like yeast, sugar, and doughnut mix. The dough is extruded into rings and sent to a proof box to rise before being fried and glazed. Doughnuts move through frying, cooling, glazing, and a long cooling process on a conveyor belt. Customizations include fillings and chocolate icing. The company aims to spread joy through fresh doughnuts and coffee.
Krispy Kreme's mission is to enhance lives through the joy of their doughnuts and coffee. Their vision is to be the worldwide leader in sharing delicious tastes and creating memories. A SWOT analysis identifies their strengths as a global brand with a consistent product and loyal customer base, vertically integrated operations, and signature doughnut. Weaknesses include having fewer stores than competitors and limited healthy/non-breakfast options. Their revised vision and mission focus on quality service, putting customers first, and becoming the number one worldwide seller of doughnuts and coffee.
1. Krispy Kreme was founded in 1937 in North Carolina and is known for its signature glazed doughnuts and other bakery products, growing steadily until becoming a public company in 2000 with over 3,700 employees worldwide.
2. The company traces its origins to a secret doughnut recipe acquired in the 1930s and has since expanded globally with stores across the US, Canada, Australia, Asia, Mexico, and the Middle East.
3. Krispy Kreme saw slow growth after the death of its founder in 1973 but was later acquired and has focused on international expansion, new product lines including coffee, and maintaining its brand
strategic management - krispy kreme, is turnaround possible?Ogochukwu Oguamanam
Krispy Kreme experienced rapid growth from 2001-2004 through an aggressive expansion strategy of company-owned stores and franchising. However, from 2005 they began to decline as this strategy was no longer effective. A SWOT analysis reveals strengths in brand awareness but weaknesses in management and financial practices. While their business model of generating revenue through company stores, franchising and product sales was solid, poor strategic decisions like numerous acquisitions failed. Given declining sales and increasing competition, Krispy Kreme's growth prospects as of 2005 appeared bleak unless major issues like weak leadership, over-expansion and adapting to consumer trends were addressed.
Krispy Kreme SPACE Matrix, BCG Matrix and Product Positioning Map by Jholina Gamboa & Kate Bernadette Madayag, University of the Philippines Strategic Management
This case analyzes Krispy Kreme Doughnuts' sudden drop in market value in 2004 following announcements that revised investor expectations. Objectives included regaining analyst/investor confidence, increasing sales/profits from doughnut sales, and extending brand reach for growth. Previously, Krispy Kreme had rapidly expanded through debt-financed acquisitions and aggressive growth plans. However, concerns emerged around oversaturation, internal controls, and accounting practices that inflated profits. To regain investor confidence, strategies included reducing new store openings, curbing debt to franchises, and reverting to more conservative accounting.
Adidas Group Enterprise 2.0 @ Barcelona090917Christian Kuhna
On the 2nd Digital Media Seminar 2009 on Sept. 16 and 17 Twitter: #digitalmediabarcelona , Christian Kuhna showed how the adidas Group is using Social Media externally and internally
The document provides an overview of operations at retail industry in India. It discusses [1] the growing organized retail sector in India compared to the largely unorganized traditional retail sector, [2] the various formats of retail operations including trends in urban and rural retail markets, and [3] some of the key challenges in retail operations related to location and merchandise selection. The objective of the project report is to examine current supply chain and operations management practices in the retail industry.
The document provides a business plan for a snack bar at Praxis Business School. It includes an environmental scan of the Indian retail sector, describing the growth of organized and unorganized retail. Key drivers of retail growth are identified as changes in demographics, increased credit availability, rising incomes, media exposure, evolving consumer behavior, and the entry of corporate and foreign retailers. Challenges facing the Indian retail sector are also summarized, such as barriers to foreign direct investment, lack of industry status, structural impediments, high real estate costs, and supply chain bottlenecks.
A project report on retail industry in indiaProjects Kart
The document provides an overview of the retail industry in India. It discusses how retail is a large industry in India, accounting for 10% of GDP. It also describes how the retail industry is at an inflection point, with organized retail and consumption growth set to increase significantly. This is driven by India's young population and growing urbanization. The document then covers differences between organized and unorganized retail sectors in India, and how organized retail is growing and spreading, led initially by supermarket chains in Southern India.
The document describes a clothing and fashion boutique business called "OMGLOW Boutique" that will be opened in Padang, West Sumatra. The business aims to provide up-to-date fashion options for teenagers and young adults in the area. It will be located in a strategic area with high student and foot traffic. The boutique plans to promote through word-of-mouth, brochures, and online advertisements. It projects annual profits of around 217 million rupiah within three years of opening.
Piyush Raj Singh submitted a project report on retail design for his diploma at Dezyne E'cole College in Ajmer, India. The report discusses various aspects of retail design including visual merchandising, different types of retail stores, the retail and fashion sectors, and the importance of exterior presentation. Piyush expresses gratitude to those who helped him complete the project and hopes to use his knowledge of retail design to create beautiful commercial and residential spaces.
Krispy Kreme was started in 1937 in Winston Salem, North Carolina. To open a Krispy Kreme franchise, franchisees must pay around $20,000 in fees and additional costs for training, marketing, and learning how to properly manage employees and make donuts. Krispy Kreme has been successful in expanding throughout the US and into other countries like Canada, competing primarily with Dunkin Donuts and Starbucks but having advantages in freshness and product quality.
Krispy Kreme opened its first store in 1937 and spent the 1940s-1950s innovating its doughnut making process. In the 1960s-1970s, its stores became popular gathering places for friends. The 1980s-1990s saw the company expand its "hot doughnut experience" which generated significant buzz. Today Krispy Kreme continues to expand, innovate, and extend its brand experience through new products while maintaining its strengths in customer passion and word-of-mouth advertising, though some weaknesses include limited nutritional value and competition from healthier options.
This document discusses Krispy Kreme, an American doughnut company. It provides background on the company's founding in 1937 and key 2014 financial figures including $460 million in revenue and $34 million in net income. The document also describes Krispy Kreme's methodology for new product development, which involves planning, research, development, testing, and launch. Charts show solutions to pricing issues for premium coffee and a new "Cronut" product based on demand at different price points.
This company has been in business for over 70 years, operates 773 stores across 22 countries, and faces the challenge of delivering millions of freshly baked goods to hundreds of stores every 2 to 4 hours quickly and cost-effectively. To improve its supply chain operations and better manage high volumes of data transactions, the company implemented EXTOL EDI Integrator for I to process greater transaction volumes, implement exception rules for proactive alerts and notices, onboard more trading partners faster, and achieve a 100% return on investment.
The Hot Light is an essential and beloved part of the iconic Krispy Kreme brand. In 2011, Krispy Kreme with the help of Barkley, created the Hot Light app and platform, which connected all of the Krispy Kreme Hot Lights to the Internet, enabling Krispy Kreme fans to know whenever their nearest Hot Light is on.
Presented at WOMM-U by Tim Sabo, Global Creative Director for Krispy Kreme and Mark Logan, SVP Digital Innovation for Barkley.
Krispy kreme doughnuts. 2006, is a turnaround possible?Yohann HELSON
1. Krispy Kreme Doughnuts grew aggressively from the 1950s-2000s but began declining in 2005.
2. An internal and external analysis found opportunities in consumer trends but also threats from health campaigns and increased competition.
3. Recommendations included corrective financial measures, hiring qualified managers, focusing on successful stores, and adapting products to consumer desires for a turnaround.
Krispy Kreme Qatar aims to create magic moments for customers by innovating new ideas. Some examples of magic moments include developing birthday cards where customers receive a free dozen doughnuts and a text message on their birthday. They also create designed doughnuts for Islamic occasions like Ramadan and Eid to help customers celebrate and build memories. The goal is to bring smiles to customers' faces through these magical experiences.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Krispy Kreme's production process begins with mixing doughnut ingredients like yeast, sugar, and doughnut mix. The dough is extruded into rings and sent to a proof box to rise before being fried and glazed. Doughnuts move through frying, cooling, glazing, and a long cooling process on a conveyor belt. Customizations include fillings and chocolate icing. The company aims to spread joy through fresh doughnuts and coffee.
Krispy Kreme's mission is to enhance lives through the joy of their doughnuts and coffee. Their vision is to be the worldwide leader in sharing delicious tastes and creating memories. A SWOT analysis identifies their strengths as a global brand with a consistent product and loyal customer base, vertically integrated operations, and signature doughnut. Weaknesses include having fewer stores than competitors and limited healthy/non-breakfast options. Their revised vision and mission focus on quality service, putting customers first, and becoming the number one worldwide seller of doughnuts and coffee.
1. Krispy Kreme was founded in 1937 in North Carolina and is known for its signature glazed doughnuts and other bakery products, growing steadily until becoming a public company in 2000 with over 3,700 employees worldwide.
2. The company traces its origins to a secret doughnut recipe acquired in the 1930s and has since expanded globally with stores across the US, Canada, Australia, Asia, Mexico, and the Middle East.
3. Krispy Kreme saw slow growth after the death of its founder in 1973 but was later acquired and has focused on international expansion, new product lines including coffee, and maintaining its brand
strategic management - krispy kreme, is turnaround possible?Ogochukwu Oguamanam
Krispy Kreme experienced rapid growth from 2001-2004 through an aggressive expansion strategy of company-owned stores and franchising. However, from 2005 they began to decline as this strategy was no longer effective. A SWOT analysis reveals strengths in brand awareness but weaknesses in management and financial practices. While their business model of generating revenue through company stores, franchising and product sales was solid, poor strategic decisions like numerous acquisitions failed. Given declining sales and increasing competition, Krispy Kreme's growth prospects as of 2005 appeared bleak unless major issues like weak leadership, over-expansion and adapting to consumer trends were addressed.
Krispy Kreme SPACE Matrix, BCG Matrix and Product Positioning Map by Jholina Gamboa & Kate Bernadette Madayag, University of the Philippines Strategic Management
This case analyzes Krispy Kreme Doughnuts' sudden drop in market value in 2004 following announcements that revised investor expectations. Objectives included regaining analyst/investor confidence, increasing sales/profits from doughnut sales, and extending brand reach for growth. Previously, Krispy Kreme had rapidly expanded through debt-financed acquisitions and aggressive growth plans. However, concerns emerged around oversaturation, internal controls, and accounting practices that inflated profits. To regain investor confidence, strategies included reducing new store openings, curbing debt to franchises, and reverting to more conservative accounting.
Adidas Group Enterprise 2.0 @ Barcelona090917Christian Kuhna
On the 2nd Digital Media Seminar 2009 on Sept. 16 and 17 Twitter: #digitalmediabarcelona , Christian Kuhna showed how the adidas Group is using Social Media externally and internally
The document provides an overview of operations at retail industry in India. It discusses [1] the growing organized retail sector in India compared to the largely unorganized traditional retail sector, [2] the various formats of retail operations including trends in urban and rural retail markets, and [3] some of the key challenges in retail operations related to location and merchandise selection. The objective of the project report is to examine current supply chain and operations management practices in the retail industry.
The document provides a business plan for a snack bar at Praxis Business School. It includes an environmental scan of the Indian retail sector, describing the growth of organized and unorganized retail. Key drivers of retail growth are identified as changes in demographics, increased credit availability, rising incomes, media exposure, evolving consumer behavior, and the entry of corporate and foreign retailers. Challenges facing the Indian retail sector are also summarized, such as barriers to foreign direct investment, lack of industry status, structural impediments, high real estate costs, and supply chain bottlenecks.
A project report on retail industry in indiaProjects Kart
The document provides an overview of the retail industry in India. It discusses how retail is a large industry in India, accounting for 10% of GDP. It also describes how the retail industry is at an inflection point, with organized retail and consumption growth set to increase significantly. This is driven by India's young population and growing urbanization. The document then covers differences between organized and unorganized retail sectors in India, and how organized retail is growing and spreading, led initially by supermarket chains in Southern India.
The document describes a clothing and fashion boutique business called "OMGLOW Boutique" that will be opened in Padang, West Sumatra. The business aims to provide up-to-date fashion options for teenagers and young adults in the area. It will be located in a strategic area with high student and foot traffic. The boutique plans to promote through word-of-mouth, brochures, and online advertisements. It projects annual profits of around 217 million rupiah within three years of opening.
Piyush Raj Singh submitted a project report on retail design for his diploma at Dezyne E'cole College in Ajmer, India. The report discusses various aspects of retail design including visual merchandising, different types of retail stores, the retail and fashion sectors, and the importance of exterior presentation. Piyush expresses gratitude to those who helped him complete the project and hopes to use his knowledge of retail design to create beautiful commercial and residential spaces.
R S Jenni India Trading Pvt. Ltd. is a retail company founded in 1990 that deals in the "ZEEL" international brand and 23 other well-known brands. ZEEL is one of the largest international fashion brands with over 2,900 stores across 75 countries. It believes in making every woman feel beautiful regardless of their living standards. The company operates franchise-owned and company-operated outlets across India, with various types of franchises available including master, super, express, and area franchises.
LCF Swimsuits produces customizable women's bathing suits in approximately 10 styles. They aim to target women ages 18 to 35 by offering variety in colors, styles, and designs at accessible price points. The company analyzes competitors and plans to differentiate itself by allowing customers to fully customize their suits. It intends to promote the personalized suits through word-of-mouth and distribute them in local boutiques and shops initially.
The document outlines a presentation about opening an international Gucci franchise location in Palestine. It discusses definitions of international companies and provides examples. Details are given about Gucci's history and why it was chosen. The proposed location, decorations, and advertising strategies are described. Opening a Gucci location would require a license fee payment and meeting various legal requirements.
Aristide took a risk by financing the opening of a retail store selling branded clothing for kids in Abidjan, Ivory Coast with his savings. The store, called Very Nice, aimed to offer high quality products but faced challenges. Sales did not meet forecasts due to the low-income location, customers' preferences for low quality clothes, and lack of online shopping adoption. As a result, losses were higher than expected. To succeed, Aristide will conduct a new market study and develop a revised strategy addressing customers' true needs.
Opulence Lounge is a proposed men's retail concept offering luxury apparel, grooming services, and a lounge. The business will include a retail shop, barbershop, and bar/lounge all under one roof, serving as a "one-stop shop" for men. The founders analyzed competitors and the target market of millennial men. Research showed this demographic values quality, uniqueness, and socialization. The proposal covers retail management strategies including structure, competitors, and using customer data to drive future plans. Visual merchandising, branding, and an online presence are also discussed.
The document provides 15 checkpoints for designing a successful brand strategy called a "ZAG". It uses T&C Surf Designs in Hawaii as a case study. The checkpoints include defining the brand's purpose and vision, identifying trends, competitors, points of differentiation, and strategies for communication and customer engagement.
The document provides information about the history and operations of the amanté lingerie brand in Sri Lanka. Some key points:
- Amanté was launched in Sri Lanka in 2012 by MAS Holdings, a large South Asian apparel manufacturer, seeing potential for growth in the post-war Sri Lankan retail market.
- The brand positioned itself as a premium lingerie brand with international styling adapted to local preferences. It has differentiated itself through frequent new fashion collections and in-store consultants.
- Amanté has over 60 outlets across Sri Lanka and won the Best New Entrant Silver Award at the 2014 SLIM Brand Excellence awards. It aims to widen its customer base and improve on
Town and Country Surf is a locally owned surf shop in Hawaii that aims to provide customers a fun shopping experience with a variety of clothing brands and accessories. The document outlines checkpoints and strategies from Blue Ocean Strategy and Zag for Town and Country Surf to differentiate itself from competitors and strengthen its brand, such as focusing on its local ownership, expanding clothing selections while removing unrelated products like dog clothes, and developing a compelling brand identity and customer experience.
Open Pantry Consulting - How To start Or Renew Your Food BusinessShaun de Vries
The document provides a practical guide for starting or renewing a food business. It covers key topics such as conception of the business concept, branding, marketing, financing, location selection, menu development, design and fitout, talent acquisition, and operations. The guide emphasizes defining the concept, purpose, and value proposition to develop a strong brand identity. It also stresses financial planning, supplier selection, staff training, and establishing standard operating procedures for long-term success.
T&C Surf Designs is a locally owned surf shop in Hawaii that has been sharing the experience and lifestyle of Hawaiian surf culture since 1971. It represents authentic Hawaiian surf culture through its high-quality products and superior customer service. The brand aims to build a team that embodies the essence of Hawaiian surfing through commitment, power, style, and respect. Its stores strive to provide an unparalleled selection of apparel and equipment while representing local surf culture.
The document provides details about IJEE Partners Junkshop business located in Taguig City. It is operated by four partners - Irene Quiseo, Jane Arguelles, Esmenia De Leon, and Eduardo Agapay. The business collects junk materials like plastic bottles, cans, and metals, which are bought from customers and sorted at the shop's warehouse. The document outlines the business structure, marketing plan, financial projections, and goals to profitably collect junk while helping the community and environment.
This document provides an overview of the Van Heusen brand. Some key points:
- Van Heusen is a global lifestyle brand known for stylish, affordable dress shirts and other apparel for men and women.
- It introduced the patented soft-folding collar in 1921 and has grown to offer various collections for different occasions.
- In India, Van Heusen is owned by Aditya Birla Fashion and Retail Ltd., a leading apparel company.
- The company offers a range of affordable and luxury brands to cater to all age groups and styles. Van Heusen remains one of its premier brands.
Essay On Role Of Information Technology In EducationMonica Hawkins
Here are some key factors that affect human capacity:
- Height - Taller people generally have larger lung volumes and can blow more air into a balloon in one breath. Their vital capacity is higher. This is because taller people have longer airways and larger chest cavities allowing their lungs to expand more.
- Age - Vital capacity tends to decline with age as the lungs and chest wall become less elastic. Older people cannot inflate their lungs as much as younger individuals.
- Fitness level - More fit and active individuals who engage in regular cardiovascular exercise tend to have higher vital capacities due to stronger respiratory muscles and more efficient gas exchange.
- Lung size - People with naturally larger lungs due to genetics can
This three-year business plan outlines Jessica Groenewegen's startup company called Full Circle, which aims to help young women transition their closets from casual to professional attire suitable for the workplace. Full Circle will organize clients' closets, assess what clothes are appropriate for business, create outfits for interviews, and donate unwanted clothes to those in need. The plan discusses the target market of college students, competitive advantages, and marketing strategies including advertising on campus and partnering with student organizations. It also provides financial projections, implementation steps, and regulations to consider over the next three years as Full Circle launches and expands its services.
The Business of Fashion (BoF) is an apparel and accessories manufacturer located in Tirupur, India. It designs, develops, and manufactures kids' wear for boys and girls up to age 8. BoF aims to produce high quality products at affordable prices. It was established in 2010 and operates out of Tirupur, known as India's "knitwear capital" due to its large textile industry. BoF focuses on delivering trendy and creative kids' fashion at reasonable price points to appeal to cost-conscious customers.
ASOS is a global online fashion retailer offering over 50,000 branded and own label products. It has established a competitive advantage through its innovative combination of online retail, fast fashion, and global delivery capabilities. ASOS knows its target customers of "twenty-somethings" and works to continuously improve the consumer experience. While ASOS excels at creating an easy and engaging shopping experience through features like integrated catwalks and social media integration, it could further maximize long-term strategic advantages by taking cues from Zappos' exemplary customer service culture and implementing changes like prominent phone/chat support.
The document provides guidelines for store design and window displays for H&M stores. It discusses making stores inspiring for customers and dressing windows to attract attention. The windows are the most important communication with customers and should be changed every 10-14 days. Guidelines are created at headquarters to inspire customers and emphasize collections. Online and catalog shopping complements physical stores by providing additional options for customers.
This document provides pricing and sizing details for various men's and women's t-shirt styles. It includes specifications like materials, weights, fits, and measurements for t-shirt options from brands like Gildan, American Apparel, Anvil and more. Discount pricing is offered for bulk orders over 100 pieces. Contact information is provided to inquire about large orders or sample purchases.
The document promotes Ocean Shelling®, a company that sells fine art prints of seashell photographs for stores, collectors, hotels, and spas. It lists over 100 seashell photographs available for purchase on the company's website with individual codes. The prints showcase a variety of seashells from around the world and are intended for decorative use.
The document showcases the fall/winter 2012 line from Ocean Shelling, a clothing brand focused on nautical and seaside styles. It features over 25 pages displaying various clothing items like polos, shorts, sweaters, and accessories for both men and women. The clothing is inspired by sailing and seaside motifs, featuring colors and patterns like blues, whites, and marine stripes. Photographs show the clothing items and styles on male and female models in natural coastal settings.
The document appears to be a catalog from Ocean Shelling showcasing women's clothing and accessory options. Over multiple pages, it displays and describes various tops, bottoms, dresses, skirts, hoodies, scarves, jewelry, and bathing suits in different colors and patterns like stripes, solids, and prints. Accessories include necklaces, bracelets, and pearls made from materials like stone, bone, wood, and shells. The catalog suggests pairing and layering the various items to create different looks for women.
Ocean Shelling is an art collection company that provides artworks such as sculptures, paintings, and antiques to luxury hotels and spa resorts. They aim to help establishments renew their look and distinguish themselves through refined taste. The document describes art books and fine art prints available that depict nudes and seashell themes, including pricing information for collectors and hotels. Sizes range from 9x11 inches to 27x39 inches and are printed on archival paper.
The document contains a single website URL repeated many times with no other visible text, indicating it is promoting the website www.oceanshelling.com and its Ayurvedic body massage oils, polishers, and foot soaks.
Ocean Shelling is a clothing company founded in 2009 that produces yachting and surf wear. It started with clothing for surfers and sailors and has expanded its product lines to include jackets, bags, swimwear accessories, and more. The company is headquartered in Honolulu, Hawaii and has a showroom in Los Angeles, California. It produces an array of men's and women's clothing, accessories, jewelry, and other items related to yachting and surfing under its Ocean Shelling brand.
The document contains frequently asked questions (FAQs) about opening an Ocean Shelling franchise store. It outlines the process, responsibilities, costs, and terms. Key details include:
- Ocean Shelling will evaluate proposed store locations and sign off on any openings.
- Franchisees are responsible for all store setup costs including furniture, fixtures, and materials.
- An initial deposit of $5,000 is required to sign the franchise agreement and reserve a store location.
- Franchisees pay monthly for initial stock which costs between $6,000-$8,000 and are responsible for ongoing costs like rent, staffing, and $5,000 minimum in annual local advertising.
-
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2. Franchising Project
History of franchisor
From a long experience in the fashion industry, specializing in apparel, yachting and surf
wear the founders of Ocean Shelling began to engage in franchising project.
Ocean Shelling was founded in 2009 with the idea of its founders to create, initially, a line
of clothing for surfers and sailing enthusiasts. Subsequently, in order to meet the needs of
the yachting & surf industry, the range of items has been expanded, and is still being
expanded, adding bags, accessories, swimsuit ect.
Thanks to the introduction of our Sea Kit borns the concept that is summarized by our
slogan: "Are you ready for the ocean?"
Basically we wanted to create a store able to meet the needs of the junior contemporary
market along with the adult contemporary market where they can prepare for a day at the
beach which can be understood as a day spent at the beach surfing or sailing, with a cross
over for day and evening wear.
It was then the first flagship store was opened in Honolulu Hawaii opened. In order to
test the performance of the store, customer requirements and the approval of the products.
Ocean Shelling is always sourcing new products, in fact recently adding a more modern
contemporary new line both adults and the junior market.
Initially, the franchising born treating only high quality items but over time we have
introduced a lower end high volume goods at inexpensive prices to meet the needs
dictated by the period that we find the market in at this time.
www.oceanshelling.com
3. Technical Description
Brand: Ocean Shelling ®
Franchisor Company: Limited
Description: Retail Sales Of Yachting & Surf Wear, Shoes, Jewelry,
Handbags And Fashion Accessories
Date Of Founding: 2009
Launch Year Of Franchising: 2011
Stores In Franchising:
Average Size Of The Store: Starting From 40 Sq. Mt.
Personnel (Including Owner): 1 + 1 Part Time
Ideal Location: City Centers, Tourist Places, Shopping Centers
Catchment Area: At Least 15.000 Inhabitants
Initial Investment: Starting From USD 20.000/30.000
Profile: Woman / Man
Average Annual Turnover: $ 70,000 First Year
Duration Of Contract: 5 Years
Previous Experience : No
Entrance Fee: No
Periodic Fees: No
Fees For Advertising: No
Training: Yes
www.oceanshelling.com
4. Presentation
The franchising Ocean Shelling has been on the market for only a short period of time.
Although Ocean Shelling is a new brand the company distinguished itself locally and
abroad.
In a very difficult period for the world economy Ocean Shelling aims to solve the problem
that many women settle for work as employed or temporary basis for three months or six
months, giving some confidence to all those women they want their own businesses so
they can manage themselves and find a way that makes them feel cheap out and gratified
at the same time as it deserves one of our affiliate.
Here we speak of the main features of our franchise.
The lack of inventory is important because it involves a devaluation of the investment and
therefore allows to have a store always renewed with new articles.
The low investment (we're talking a minimum of twenty thousand USD plus VAT) you
can gradually grow with a new brand that certainly in a short period of time will be
successful. We believe that currently stores Ocean Shelling can certainly give an answer to
all those women entrepreneurs who want to do but do not want to invest big capital.
The contract provides that the Ocean Shelling franchise is no charge, royalty-free with no
entry fee. This is because it tries to establish the relationship with the franchisee and the
freedom to choose whether to stay with the brand Ocean Shelling or not.
The initial supply of goods including investing together with furnishing and all
advertising material is fine for a business from 30 to 50 square meters. In stores open at
least with this investment we are able to properly provide the goods and to allow the
franchisee to enjoy our activities.
The timing for the resumption of capital are set depending on the location of the store.
If put on a road or a shopping mall is going to have a very short time to recover all the
capital. Do not neglect but also in areas that may be commercial but not considered the
best point. Some minor route for example. The important thing is that there is a flow of
pedestrian traffic.
It goes without saying that this activity is not rich but no one is an activity that very
honestly recommend to all those young people who want to achieve in a store that will
make them admire all those who come and see a shop Ocean Shelling.
www.oceanshelling.com
5. At present what we want to express is that having an Ocean Shelling franchisee is the
dream of many young people, witness that more than 2.000 requests for information for a
possible opening received from all over United States and abroad.
The type of store and goods can be customized according to demand. For example, if a
town should be so Swimwear, they may be brought into the room as the prevailing market
compared to other items. In essence our woman will be the entrepreneur to assess and
understand (even more on our board) if the point of sale increased focus on an article
rather than another. The articles do not stop those who can see but now we can say that
there are dozens of products that will be introduced gradually in-store for the beauty of
the contemporary woman who is our first thought, surely winning.
www.oceanshelling.com
6. Detailed information
Products:
Clothing for contemporary women/men.
Style:
Yachting & surf wear, handbags, jewelry, lingerie, fashion accessories.
The Ocean Shelling franchising still develop the introduction of new products such as
spring we will offer and introduce some new items, swimwear sandals, and flip flops and
also beach towels and a small Jewelry line.
Early in the investment includes a wide range of goods and furniture, consisting of
displays, table, shelves, mannequins, film wall for decoration of the shop. Normally we do
not provide the cash register but on demand we can provide it scaling the amount on
initial investment. We would like to clarify that a cash register is sufficient basis, without
any specific program.
The selling point:
The ideal surface of the store between 30 and 50 sq. mt. The ideal location is the main
shopping street, the historic center, shopping mall. Find a store it is the franchisee. The
costs of rent shall be borne by the affiliate. It is the responsibility of the franchisee to deal
with painting and lighting.
Exclusive Zone:
The exclusive zone consist of an area of 10 km or 60,000 inhabitants, in some areas, the
area of exclusivity may be the entire province.
Education and training:
You do not need any experience but it is important to have a good relationship with the
public and being a dynamic person. The training takes place in our office for matters
concerning the commercial and in-store once opened, through trade manager. As for the
articles, the franchisee is accompanied in factories, in order to really understand the items
you are going to sell in the store.
www.oceanshelling.com
7. No inventory:
A fundamental point of Ocean Shelling franchise is that there are no inventories. Given
that the initial supply is chosen by the franchisee, it has the right (by contract) to return the
goods that are not welcome change with its goods they prefer. Even after opening the
store, the franchisee may return unsold goods once every two months changing them with
goods in his store to be more. This solution has two positive effects: lack of inventory, or
any capital firm, and the continuous renewal of more modern and fresh goods for their
store.
Since it is not an account of sale or consignment, the goods are owned by the affiliate.
Low prices:
Ocean Shelling branded goods are competitively priced compared to shelling the market
despite the good quality of the articles. For example, jewelry necklaces to $ 8.90 / $ 9.90,
shoes from $ 70 , scarfs $ 15, bags starting from $ 28 and so on.
www.oceanshelling.com
8. Business Plan
Development plan of the franchise
Below is the Business Plan of the franchising project developed on the basis of data
collected internally. The figures are indicative of an activity developed with the goals
developed by the Ocean Shelling and with an initial investment of USD 35,000.00.
The achievement of these objectives can be affected from the location of the store and so
can vary by 20%, 30%, 40% even up to 500% (well established shopping center).
Considerations
As you can see we have reported two solutions: one that provides access to financing and
self-financed. The choice of methods obviously depends on financial possibilities of the
franchisee.
The difference between the two plans is in the entity of the costs which have increased by
about USD 600.00 per month in the solution with funding, this figure is calculated on an
average between the city (where rents have the greatest effect but there is a greater
catchment area) and the periphery (lower rents and lower basin user charges).
The other values remain unchanged and provide for continued growth average daily
turnover and a steady increase in the number of customers.
It is clear that compliance with specific objectives and therefore the success activity, are
inextricably linked to the commitment and capabilities franchisee. We provide the tools,
support and experience but it is responsibility of the franchisee to use these resources
properly. In Business Plan does not set impossible targets we wanted, so much so that, as
already said, we have assumed a growing number of customers per month as a regime in
this market will account for 40% of sales. It is clear that advertising and looking for
customers has a positive effect on development time activity.
The plan developed by us as it is "cautious" in some respects so to allow good potential
and falls faster investment. The important thing is knowing how to exploit the full
potential yields available and the results will not be long in coming.
www.oceanshelling.com
11. Turnover minimum achievable
The minimum annual turnover, on a catchment area of 20,000 population is up from
70,000 USD.
Keep in mind that this is a year of crisis for United States and the world we can also
provide this information only on the basis of the few outlets who have completed a year of
being open to the public.
These data will be updated periodically.
www.oceanshelling.com