Marketing Strategies of Ann Taylot

Shopping can and should be about more than just price or convenience. Moreover, for high street and main street retailer, concentrating only on price means losing the opportunity to build genuine brand loyalty or give shoppers a reason to enjoy their visit.

As far as Macy’s, Macy’s also lacked in the service topic, along with shopability of products. This demonstrates a trend that is occurring amongst larger stores – the need for better

The holidays are all about giving and taking care of others, and what better way to do so than by supporting those business, stores and brands that are dedicated to give back to those in need. Whether all of the proceeds or a portion of them go towards helping the local or global community, these are the business that are helping the world to become a better place one purchase at time.

In serving the whole nation, one might get the notion that it is easier to use alternative courier to deliver items to clients. However, the management saw a business opportunity, and launched its mail-order business. It first franchised a smaller business, a smart move, instead of competing with it, utilizing its resources, before it was renamed “Hold Everything” catalogue. It then acquired the Pottery Barn’s business in Manhattan, just three years after the IPO and began to revolutionize itself and its subsidiaries. The Pottery Barn’s business, which still holds its name, became a successful home-furnishing company, especially after re-branding and developing its identity with a new “lifestyle” face. Not only did the company pioneer, but also the use of photography featuring different styles of home settings. This technique was unique in its right and appealed as an advertising feature. Part of the new face was the redesigning of the company’s stores, into more customer-friendly and attractive. Such techniques are effective in customer retention and acquisition of new customers, especially as it gets people to identify with the beauty of the new stores and bring friends for shopping (Ryall, 2013). This strategy was beneficial to the company in not only increasing its number of customers, but also sales.

3-Sociocultural – “We may not timely identify or effectively respond to consumer trends or preferences, whether involving physical retail, digital retail or a combination of both retail offerings, which could negatively affect our relationship with our customers, the demand for our products and services, and our market share” (page 20)

Deborah Ann’s Sweet Shoppe is a specialty chocolatier and candy maker located on Main Street in Ridgefield, Connecticut. All of their homemade products are made either in-house or at their facility in nearby Brookfield. Deborah Ann’s is a local fixture in Ridgefield, and they have amassed a large and devoted consumer base. Their target market is local school-age children and their families. They have an advantage over big brands like Hershey’s and Wonka because they use higher quality ingredients. They also sell their treats in luxury packaging that appeals to the affluent population of Ridgefield.

The expansion of Nordstrom into the United Kingdom with five showroom like brick-and-mortar locations and one fulfillment center, will generate an omnichannel approach for Nordstrom. This expansion will enhance the consumer experience for present online consumers, and promote brand recognition throughout the United Kingdom. Through delivering this omnichannel approach, it is projected that online sales will grow 20% throughout the United Kingdom, and of consumers shopping in new storefronts, their final purchase decision will by 25% higher than if they were purchasing online. Overall, affording consumers flexibility, as Nordstrom’s mission is to remain consumer focused to develop loyalty, by providing in store returns, faster shipping, and personalized customer service. Thus, translating to greater realized revenues for Nordstrom.

Today’s customers are more aware and empowered, and have more bargaining power due to the exponential increase in competition – direct, indirect or substitute. In retailing, they want hassle-free shopping, have less time at their disposal to locate the shop and the merchandise and are reluctant to keep waiting. The modern format retail stores are doing their best to anticipate the customer’s demands and are going all out to redesign their store interiors, offer more choices in varieties and assortments, and are giving as many services as feasible.

The purpose of this paper was to observe the consumers of a retail store of my choice; I chose to observe Victoria’s Secret and Targets consumers, because I myself am consumers of those stores quite often, then to analyze the behavior of the consumers of Victoria’s Secret and Target. Victoria’s Secret and Target consumers differ because of the difference in type of retail they offer and sell. Victoria’s Secret consumers know what they are going to be shopping for women and certain needs or wants they are looking to satisfy. Target consumers shop for any age and any gender,

The information is to be presented in report format, using logical steps in the strategic marketing process, including scanning of the Macro Environments, SWOT Analysis. Then a review of the existing marketing of the location and some of its competitors will be carried out before using this existing information to research new promotional items.

Over the years, retailers have become increasingly focused on the design and environment of their stores to influence customers’ perceptions and purchasing behaviour. However, with intense competition in the retail sector, it is imperative that retailers keep their stores up-to-date and ensure that they appeal to their target market (Baker, Grewal and Levy, 1992: 446). A combination of various design factors can be carefully implemented to create the ‘right’ atmosphere for the customer and reflect the appropriate image for the brand. Kotler first introduced the concept of store atmospherics to describe the conscious designing of retailing environments, in order to evoke emotional and behavioural responses in the buyer to encourage their purchase decisions (Kotler, 1973: 50). The correct execution of the store environment can impact the store patronage decisions and fundamentally develop customer relationships. This essay will explore the ways that retailers enhance the store environment in order to affect shopper purchases, by examining the ambience, design and social aspects used to impact shopper purchases. It will investigate the ways in which the atmospheric and design techniques have been both successful and unsuccessful and understand whether retailers can use the design to drive sales for the store.

In a demanding period of the UK high streets, temporary stores are one of the few launches, which are still generating a significant increase in footfall. Pop-Up stores have a great preliminary appeal. A fragment of this is an element of disclosure. As Schmit, 1999 (cited in Kim, Fiore, Niehm and Jeong, 2010) asserts, directors are at an advantage as it produces an emotional engagement and a valuable visual experience. This paper will examine the significance of experiential marketing and how it can fortify a retailer’s brand image. Furthermore, how it captures both the hedonistic and utilitarian elements of experiential marketing as supported by Fishbein and Ajzen, 1975 (cited in Kim, Fiore, Niehm and Jeong, 2010). In addition to, supporting the demand side analysis the demographic profiles and perceptions of the benefits and impacts surrounding pop-up stores will be analysed. Moreover, the intentions why retailers are exposed towards supplying this retail format and the impacts of functioning them. Furthermore, the discussion of pop-up stores evolving into the literal world and this “element of surprise” which can revitalize the high streets will be analysed. Therefore, this would build customer engagement and affect consumer’s long-term attitudes. (Kaydo, 2014 cited in Trendwatching.com, 2014) However, the key barrier is the lack of long-term investment. At which this could contradict the influence within the reduction in revenue and customer retention.

Our goal is to provide our target market with a unique, relaxed, and enjoyable shopping experience, while at the same time

‘The first and key assertion related to the notion of the changing nature of a contemporary shopping experience concerns the idea that shopping is increasingly a leisure activity and not simply a matter of mundane necessity or utility.’(Shields, 1992)

In terms acceleration of economic growth is based on the measurement of GDP, MALAYSIA HAS recorded a growth of 5.1% last year. Although it is lower than 7.2% in 2010, but it was so roaring in the context of a difficult global economic environment and uncertainty. In contrast, global economic growth has dropped from 5.2% in 2010 to 3.8% in 2011 while the economy of the developed countries like USA, Germany, UK, France and Japan also recorded weak growth of respectively 1.5%, 2.7%, 1.1 %, 1.7% and -0.5% in the same year; far lower than Malaysia's achievements. Following a satisfactory GDP growth was assisted by the Federal government revenue increased by RM13.2 billion in 2011 through increased collection of IRB estimate of RM109.7 billion compared with RM96.5 billion the government has managed to reduce its fiscal deficit to 5.0% compared projection of 5.4%. This means that the GOVERNMENT has successfully steered the nation's economy as well as the control and management of public funds wisely in the past 3 years in a row when managed to bring down the fiscal deficit from 7.0% in 2009 to 5.6% (2010) and 5.0% in the past year in a expanding economy.