Taking a Look at Life with Lex

Francesca’s collections attracts many different demographics, but their target market include fashion conscious females between the ages of 18-35. They are mainly college educated and have a moderate to large disposable income. Their customer has a taste for classic items mixed with ethnic inspirations and seek exclusivity and disassociation from others. In a geographic perspective Francesca’s is widely available nationwide in a variety of formats such as free standing and shopping malls. They possess 283 locations in 41 states and continue to grow rapidly.

Customers want the business to produce quality products at reasonable price. You have different types of customers. There are different types of customers there are loyal ones, young ones, elderly, family or one-time customers.

Goals in the company are to find the right product for the customer’s particular needs and build a relationship with the customers

Brands Inc. are successful corporations that were both founded within the U.S. and are both listed on U.S. exchanges. While they share the same industry (clothing/fashion), they serve the needs of different customers. Whereas Urban Outfitter focuses on young adults, L Brands focuses heavily on woman of all ages. Additionally, L. Brands’ products tend to carry a premium price over those sold by Urban Outfitters. Sizewise, L. Brands is the larger and more established company, both in terms of locations, employees, and market cap. Nevertheless, both companies are at risk due to the dwindling amount of shoppers who visit retail

Founded in 1954, Ann Taylor was designed as a “wardrobe source from busy socially upscale women” (Assenza, Eisner, & Kuperman, 2009, pg. 2-4). By 1994 the Ann Taylor Company ventured into the New York stock exchange launching into the “mail catalog business, fragrance line and free standing shoe stores positioned to supplement the Ann Taylor Store” (Assenza et al., 2009, pg. 2-4). By 1995 the company decided to end the mail order attempt and launch a new branch called the Ann Taylor LOFT that focused on lower priced apparel. The LOFT stores focused on a different market and were located in discount outlet malls and were eventually moved to the Ann Taylor Factory. This Ann Taylor Factory approached was a strategy offered “customers direct

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.

I’ve had to learn quickly how to keep up with the supply and demand of the current products we well, as well as collaborate with my sister to create new, unique products to add to our portfolio every season. Building this business has not always been easy, but my sister and I are proud of what we have built together so far. Our combined strengths and efforts have resulted in the growing success of our company and its collaborations with brands like Show Me Your Mumu and Haute off the Rack, as well as recognition by Vogue magazine, Southern Living magazine, and The Today

Our main clientele are small and medium sized businesses, from an abundant range of industries globally. As our services can be easily adaptable to an organisation’s needs, we do not penalise or restrict individuals. Rather, we identify how we can incorporate the client’s requirements with our offerings.

There Is a similar relation among the clothes. Several customers shop there based on the quality and prices as well as the features associated with the products. An advantage of the store is that it has a wide product mix and various offering in different categories and all these can be located at one place. This attracts a wide variety of customers. In line with their positioning of offering quality, trendy products, the brand is consistently updating its product line. The brand does not focus on innovation but rather on always leading trends. In relation to the product life cycle, clothing has a short life span from the first to last stage as tastes change easily. For this reason, it is important to constantly anticipate consumer tastes and preferences prior to launching a product so as to retain and possibly build customers loyalty. It is also necessary to develop a successful marketing strategy to display product offerings.

As a clothing store which is focusing on local designed and European designed clothes, our products are going to be high-end, fashionable, green and unique.

Opening a new retail business can be daunting to say the least. The entrepreneur accepts full responsibility for development and management, including the risks and rewards. Many businesses do not survive to see their fifth anniversary since business owners fail to develop an effective business plan (Haag, 2013). The key to the success of a business is writing a business plan down first, when preparing to open a business, it emphases on the main areas of concern and will be the core support of a successful business. There are many obligations that must addressed before opening up to the general public and this paper will discuss the steps that need to be taken from the beginning until the grand opening of a fictional retail store, Savvy Chic Apparel. These obligations and steps will include financing options, location strategies, merchandising plans, staff recruitment, preliminary training, product selection, store management considerations and advertising media budgets.

At last, my business launched in September of 2015. It was glorious to see visitors from every country with wallets begging to be spent on the store’s tees and prints. Time was

Hello, my name is Christian Lett, and I am speaking on behalf of myself, and my two business partners, Tylar Richmond, and Aaliyah Rose. I know you’re wondering what our business consists of. Well, we are a retail boutique who only offers high end fashion. High end fashion is apparel that is attended for people who are looking for great quality, and willing to pay a lot of money for a desired piece. Our boutique goes by the name of Diversity. We go by the name “diversity” simply because, we are a boutique who sales a variety of high end clothing brands. This variety ranging from brands like; Y-3, Kanye West (Season 1, 2, etc.),

Since clothing is a basic necessity and it can be sold in many creative ways, I’ve decided to make my product an online clothing store. I plan to sell my apparel online, because majority of sales in the twenty-first century are being done on an internet domain. According to Cira, the Canadian Internet Registry, by 2019 Canadians will spend approximately nine billion dollars on online commerce (Cira, 2016). I aim to sell wearables because according Cira, 42% of online purchases made in 2013 were clothing based (Cira, 2016). I plan on selling this for the target age of 18-34 because they are the the most fluent in e-commerce and they make up the majority of the online shopping market according to Business Insider (Smith,

The primary task with the launch of Sibany's Boutique is to achieve market penetration. Research has demonstrated that shoppers who frequent boutiques fall into several age categories. They tend to be age 24 and under, 24 to 50, and 50 and above. They tend to be trendy and fashion conscious (Thilmany, 2008). They also expect to pay more for their items than they would for more common merchandise offered by general clothing retailers. After market penetration has been achieved, the next step is to develop the market into a sustainable client base.