Andrea’s & Sharon’s, or “A&S” as is popularly known, is a privately-held local fashion retailer whose styles and products are considered trendsetting amongst the young professionals aged 23 to 35, who want to project an image of subtle sophistication and quiet elegance. Over the last 15 years since its creation, A&S has gained a strong foothold in the Metro Manila enjoying 22% market share in these areas. In other cities, they are reported to have only 10% market share. Pursuing a broad differentiation strategy involving revitalizing and retro-ing classic styles, superior customer relationship management systems, relaxing yet compelling in-store experience, and engaging store staff and stylists. In a recent strategy formulation process, the A&S management team have decided to take on a two-step direction of 1) expanding to the next-wave cities by 2015 with at least 4 outlets per city; and 2) expanding to Southeast Asia by 2017 with at least 2 stores in three countries/cities. Given these new directions and still carrying over the core-strategy and its elements, what do you think should A&S top executives ensure to effectively implement this strategic direction?
Andrea’s & Sharon’s, or “A&S” as is popularly known, is a privately-held local fashion retailer whose styles and products are considered trendsetting amongst the young professionals aged 23 to 35, who want to project an image of subtle sophistication and quiet elegance. Over the last 15 years since its creation, A&S has gained a strong foothold in the Metro Manila enjoying 22% market share in these areas. In other cities, they are reported to have only 10% market share. Pursuing a broad differentiation strategy involving revitalizing and retro-ing classic styles, superior customer relationship management systems, relaxing yet compelling in-store experience, and engaging store staff and stylists. In a recent strategy formulation process, the A&S management team have decided to take on a two-step direction of 1) expanding to the next-wave cities by 2015 with at least 4 outlets per city; and 2) expanding to Southeast Asia by 2017 with at least 2 stores in three countries/cities. Given these new directions and still carrying over the core-strategy and its elements, what do you think should A&S top executives ensure to effectively implement this strategic direction?
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