BP310 Bachelor of Fashion (Merchandise

Management)

Fashion Retail Management

Strategies plan
Submitted by: Valerie Lau (s3513285)

19th October 2017

Word count 9019

image sourced: https://au.pinterest.com/pin/320107485985283109/

I
Executive summary

This report analyses Comme des Garcos and examines their situation analysis in the
Australian fashion industry. Through the use of secondary sources the report endeavours to
discuss the current macro-environmental analysis and the overall factors influencing the
Australian market and the Comme des Garcons store in Melbourne. It delves into the
background of the company and the story behind the brand founder Rei that brought the
company to achieve their vision and what they value.

Through the use of the OBM business model canvas, PESTE analysis, TOWS analysis,
competitor radar analysis and VRIO analysis to point out the strength, weakness,
opportunities and threats of the company. The report discusses problem areas, prominent
issues and future opportunities for Comme des Garcons, which found out they are very
strong in innovation design, enjoys a SCA in the high-end fashion label sector that is based
upon innovative design, involving popular brand collaboration and use of mixed materials in
garment designs. However, Comme des Garcons were not to have found any approach to
consider environmental issues in their supply chain which is increasing demand in both
ethical and sustainable development in the fashion industry in the modern customer view.

Competitors of Comme des Garcons are included and evaluated in the competitor radar
analysis, throughout the test, the strongest competitor of Comme des Garcons is COS, who
has the wider product assortment and more affordable price range for customer. Thus,
Alpha 60 is a close competitor of Comme des Garcons, accounting they have very similar
approach to in-store experience, price range and staff capabilities.

The rationale of opening a brand-new store is discussed in the latter half of the report, which
take the great opportunities of well-known world-wide brand and increase market share in
Australia. Through the location checklist it is suggested to open the second store in
Chadstone shopping centre to have a regression model/approach with associated
competitor and targeted customers. Objectives are set in new business approach , in order
fulfil the objectives, two main competitive strategies , Bowmans strategic clock and the
Tracey and Wiersema value discipline is discussed. Through analysing the primary and
secondary target market profile, to set up marketing 7Ps strategies target CDGs main
customers. Thus, there is small percentage of products set up in the range plan to present

II
the proportion of product in CDG, those data was collected to analysis a merchandise plan
and projected a profit and loss statement, cash flow statement and income statement in the
duration of one year. Although projection was a loss figures in the plan, suggested operation
plan including risk analysis, evaluation and improvement plan help to gain the operation
experience to aim balance budget in second year of operation.

III
 Content Page

1. Introduction Page 2

2. Background Page 2-4

2.1. Company background Page 2

2.2. Current history Page 3

2.3. Mission of CDG Page 3

2.4. Vision of CDG Page 3

2.5. The existing store in Australia market Page 3-4

3. Situation analysis Page 4

3.1. Osterwalders business model (OBM) Page 4-5

3.2. Macro-environmental analysis (PESTE) Page 5-6
3.2.1. Statement of opportunities and threat Page 6
3.2.2. Drivers of change Page 6-7
3.3.TOWS analysis Page 7
3.4. Competitor radar analysis Page 7-8
3.5. VRIO analysis Page 8
3.6. Loca6tion decision Page8-9

4. Objectives Page 9

4.1. Sales Page9

4.2. Profit Page9

4.3. Image awareness Page9

4.4. Customer acquisition and retention Page9

5. Target market (store) Page10-15

5.1. Primary target market Page10

5.2. Secondary target market Page10-11

5.3. Positioning map Page11-12

5.4. Positioning statement Page12

6. Competitive strategy (brand/ store) Page12-15

6.1. Strategic approach Page12-15

6.1.1 Bowmans strategic clock Page12-14

6.1.2 The Tracey and Wiersema value

Discipline model Page14-15

6.2 Marketing strategy-7Ps Page15-20

6.2.1 Product strategies Page15-16

IV
 6.2.2 Price strategies Page16-17

6.2.3 Place strategies Page17

6.2.4 IMC strategies Page17-18

6.2.5 Physical evidence strategies Page18-19

6.2.6 Process strategies Page19

6.2.7 People strategies Page19-20

7. Operations plan (store) Page20-21

7.1 HR(staffing) plan Page20

7.2 Merchandise plan Page21

7.3 Gantt Chart Page21

7.4 Risk analysis Page21

8. Budget Page21-22

9. Control Page22

9.1 Evaluation plan Page22

9.2 Improvement plan Page22-23

10. Reference Page 24-25

11. Appendices Page 26-88

11.1 Turnitin report Page89