Topshop Strategy

Levi’s decided to place their product in department stores as they had good relations with the retailers due to their volume sales of jeans. They did not have any real relationship with the specialty stores where the independent male shopped. Rather than placing their new products which would be considered as high-end in these specialty stores and where they would be among the lower price range, they chose to place their products in the department stores where their products showed a deviation from the regular Levi formula and were considered very pricy as compared to other high-end department store brands such as Haggar’s. This price raised some concerns among the retailers as they were unsure if Levi’s formal wear would move out of the stores at a required pace. Also, due to price-quality inference, if Levi’s was placed in a specialty store, the Q2 customer might prefer to buy a more expensive product.  Levi tried to sell these formal clothes in the same stores as their casual clothes for the same segment of customers. Customers saw these formal clothes at the same place priced higher than the casuals, and therefore found them to be expensive.

In order to stay ahead of its competitors ASOS must provide its customers with the best quality goods at the cheapest prices. They must keep up with the latest trends and offer new products as often as they can before their rivals get the chance to release similar services. Due to the fact that the clothes offered from these various companies are more or less the same, price is the key factor of differentiation.

Target’s business-level strategy is one that does not strictly focus entirely on one plan to gain a competitive advantage over competition. It encompasses various strategic and meticulous planning and decision making that is implemented in order to position the company at the top of the retail industry. With competition from the likes of Wal-Mart, Sam’s Club, and Costco, Target uses several clever and “out-of-the-box” ideas to attract consumer attention and ultimately increase market share within the industry. Most of the company’s ideas centered more on the differentiation of products and services provided to customers than lowering prices. For quite some time, the company’s plan was to not compete head-to-head with Wal-Mart in terms of lowering prices but instead to provide their customers, who they identify as “guests”, with a special experience every time they visited a Target location. One idea that was implemented was to market and sell upscale, trendy clothing and unique merchandise at discounted prices.1 This strategy, known as the “cheap-chic” strategy, focused on providing good quality clothing from various well known designers and fancy products from high-profile manufacturers for prices lower than their competition. This plan was vital because it began essentially began the concept of customers referring to Target as “Tar-zhay” which according to Patrick Barwise and Sean Meehan, who are university professors, as a “connote its trendy sensibility”. Target

due to the power of the ‘big four’ and shops like Primark. For competitively priced

The apparel store industry within the USA is a highly competitive market, consisting of number of companies that are willing to fight for their share of the market. To remain afloat in this business, corporations must be highly innovative, price-conscious, knowing the trend, and with great responses to consumer needs. Each company within this industry must be aware of the competitors’ move, trying to match every trends and benefits offered by another, in order to steal the average consumers. Market-alertness is the key to survival; each company must balance marketing strategies and customer-service, responding to consumer demands within the shortest processing time

Price is an important factor in Burberry as price affects the value that costumers perceive they get from buying a product (Jobber & Ellis-Chadwick, 2012). Burberry uses competitive pricing similar to its competitors which produces a psychological effect on Burberry customers (Jacobson, n.d). If Burberry for example lowered its price dramatically then customers may believe the quality has decreased and may presume it’s not worthy to be named a luxury brand. However by being expensive it suggest better quality and desire to sustain its customers as well as making there products seem exclusive.

For decades, J. Crew has been a staple of middle-class America’s wardrobe. The company targets upper-middle class customers, selling Ralph Lauren-like designs at a lower price point. However, in recent years, the company, in addition to numerous other middle-tier American retailers, has struggled to find it’s niche in an industry often focused on the extremes. J. Crew’s executive and marketing teams have implemented new strategies to regain market share.

A Topman store is searched for on the web store you can expect to make your deals you are imagining will be most effective use of stores you are consistently making which you can prefer to use as it is for your general benefit and makes proper and effective understanding you will have to make possible and avail online on web as you might be guessing.

With the perpetually changing style and patterns, there are numerous shopping entries who offer the most recent patterns at a reasonable extent. The shopaholics by and large stay aware of the reports with respect to these items and they quickly swing to the entryways to look at whatever point something new comes up. This store has the most recent clo0thes and it offers administration to the clients for twenty four hours and seven days a week. Thusly these shopping gateways gets to be famous among the regular mass. There are hundred of supplies of brands to decide for the clients.

Nordstrom’s and Topshop’s marketing strategy both target a specific segment of the market. While Nordstrom’s focuses on higher end/quality goods and competitive pricing, Topshop’s offers consumers the runway and street fashion at affordable prices. The companies are examples of niche marketing, which “allows the organization to create more narrowly focused marketing plans for its brands than segment marketing approaches.”(Finch, 2012)

TOPSHOP is mid level high street and it is possibly the most difficult market to sell products in. This is because it requires a lot of specific branding to strongly create an extremely clear consumer market. The products are neither cheap, which removes the appeal to those wanting throw away or value products, or the luxury market, which would see the items as low quality. However, if placed correctly, it creates some of the most loyal consumers there are today. Products are designed for the core customer in terms of materials, embellishments, shape, colour and style, and the business is very focused on every aspect of their customer in the way that it runs. This can include how quickly new items get added to the store and where the stores are located. Their target audience are offered a number of different styles and trends every season and the products can range from £20 – £150, with some occasional cheaper and expensive products added at specific times. Jane Shepherdson, brand manager for TOPSHOP says: 'Officially our target market is 15 to 30 year-old women, but internally we target everyone who loves fashion, regardless of age or income. ' TOPSHOP mastered the art of bringing high fashion trends to the high street and are now considered fashion establishment and TOPSHOP are the only high street fashion store to appear in London Fashion Week and are one of many to take on the ‘see now buy now’ pop up shop after the runway show. TOPSHOP have also taken some steps

This marketing plan examines the case of TOPSHOP as a UK’s fast-fashion retailer. The following marketing plan is structured according the SOSTAC framework. Topshop is operating under the parental Arcadia Group. Over the latest years, Topshop has been one of the most popular UK’s fast-fashion retailers. The company is a multinational Omni-channel fashion retailer. Topshop is well-known for its high-quality products in medium low prices. The company’s portfolio owns a wide range of products and services. According to the Situational Analysis, the UK’s macro environment has changed over the latest years. The UK’s fast-fashion industry is becoming more and more cluttered with competitors from both UK

Topshop has multiple strategies in keeping ahead of their competition. They fundamentally believe that what sets them apart from their competitors is the fact that they are not just selling a product but they are selling an experience (Justin Cooke). You can see this notion

Burberry, founded in 1856, is a leading international luxury brand. Burberry designs, manufactures and licenses apparel and accessories for distribution through its own stores and network of prestige retailers worldwide. In early 1998, the new management team at Burberry set out its strategy to reposition and revitalise the brand, which resulted in significantly improved results and strengthened the base to build the business. With continuous growth since last five years, Burberry has faced new challenges of brand sustainability and positioning in a volatile industry (fashion) where customer behaviour is unpredictable. Thus, it requires a strategy that lays foundations for long-term growth and addresses the issues

The Company ‘United Colors of Benetton,’ is an Italian based firm that focuses on clothing and contentious advertising. It has spread almost everywhere globally, and offers the old and young, stylish fashion and combined colors (Dubini, 1997, p. 15). Benetton spends huge sums of money in by the operation and promotion, advertising, and purchasing the most recent styles. The Benetton group exists in one hundred and twenty countries worldwide. Its core business is fashion, dedicated to quality and style. There exist about 6,000 stores all over the globe, which provides the high quality products and customer service (Maguire, 2003, p. 28).