The Fashion Channel M E M O R A N D U M To: Jared Thomas From: Dana Wheeler Subject: Market Segmentation Mr. Thomas, as you know, The Fashion Channel is facing several competitive threats in the fashion entertainment TV business. The purpose of this memo is to recommend a new segmentation and positioning strategy for TFC in order to strengthen its competitive strategy Recommendations It is my recommendation that TFC move forward with a dual-segment marketing strategy, focusing the programming efforts on the Fashionistas and Shopper/Planners. These two segments are predominately made up of females, ages 18-34 who could offer a significant boost in our margin and net income. I am also recommending that the majority of the advertising, promotion, and public relations budget for the fiscal year be dedicated to building brand loyalty for the two segments listed above. Data Analysis The data provided in appendix 2 lists all the financials associated with the recommendation above.
She was planning on returning to law school after taking a break from school. She started a job at Bloomingdale’s as a manager in training, which she excel in that she was promoted to a job at the I. Magnin stores. Jung then became the Executive Vice President in charge of merchandising for women’s apparel, cosmetics, and accessories at Neiman Marcus. The new position made her change the career path she had in mind of going to law school; it was the career she was currently in that she liked much more. Jung went looking for a new challenge and she found it when she started working for Avon Products as a consultant in 1993.
The intended goal is to find out ["find out" is a "phrasal verb," two words that together mean something different from their individual meanings--looking up each word in the dictionary would not produce the meaning, which could cause misinterpretation in an international business communication. Use other words, like "discover" or simply "found"] how changes in each category of the marketing mix affect sales. Kudler Fine Foods is consistently shopping the world for new fine food products to put on its shelves. For Kudler it is important to know which products will sell and which products aren’t [Contractions are inappropriate in academic writing--write it out] worth investing in. Marketing research will uncover for Kudler not only the products desired but [For parallel construction, "not only" must be followed by "but also" later in the sentence] the price consumers are willing to pay for each item.
Firms in the fast food industry and home meal replacements have to continuously innovate to maintain various product differentiations and high quality of food and service in order to stand out against competitors. Otherwise, their product is easily substituted. Bargaining power of buyers: The bargaining power of buyers is high since customers have low switching costs. Thus, each firm within the industry is susceptible to losing customers. To address this,
Presented findings show the oldest and the newest to be the establishments with the best franchisor/franchisee relationships. Additionally, the home of the toasty sub, Quiznos is a franchise that has been plagued by litigation and unprofitable franchises. Taking a Bite at the Submarine Sandwich Franchise Starting any new business with no experience is a risky proposal, especially in the food industry where restaurants come and go with some consistency. In order to best position oneself for success, the businessperson should be aware of the potential dangers and legalities of starting a business like a sandwich shop, especially with little or no experience. Any potential business owner faces the risk of being suppressed by other competitors in the industry especially those that are in close proximity to your potential location.
The unwritten rules that tend to accompany informal structures appear to have created inconsistencies between how each restaurant operates and has adapted to change. The concepts that I find most relevant and address the problems mentioned above are the difference between a formal and informal structure. Book 1 What is a business? (2012) Pg.36 mentions that the structure of a business will be dependent on assessing the size, culture, and history of a business. Evidence suggests that little consideration was taken into assessing this before the implementation of the new informal structure.
Because Zara is so unique in the way they do business, there is no one else to compare them to. They are in a league of their own. (Certo & Certo, 2012) 2. What kind of procedures, policies, and rules would Zara’s management be likely to establish to guide planning for the grand opening of a new store? Step 1 Identify the target group you want to attend your grand opening event.
There, on the runway, the model is responsible for unraveling this statement to the rest of the fashion community. The world of fashion depends on the work of art on her body; it shows them what their future holds. The fashion industry prides itself on bringing the most innovative and ingenious creations to the world. But, this mentality did not emerge out of nowhere. It came from the post-modern era.
Alima Shamuratova Fashion Channel Case Study The Fashion Channel ( TFC) is one of the basic channels in cable TV. Dana Wheeler is a senior Vice-president who has to make decision and present new marketing strategy for company. TFC has two competitors - CNN and Lifetime. According to Dana, “two key levers to drive revenue growth would be (1) increased viewership (ratings), and (2) increased advertising pricing.” Thus, she needs to choose strategy that will increase TV ratings and advertising revenue. Firstly, it is important to mention that ratings give us understanding what company has.
BA-490 Business strategy & policy Case: Zara 1. Zara’s business strategy is to offer fashionable apparel at affordable prices by identifying and following fashion trends immediately and quickly getting the latest styles into stores. They can move from identifying a trend to having the actual apparel within four to five weeks and two weeks for modifications of existing products. Zara’s designers continuously tracked customer preferences and placed orders with internal and external suppliers. Production took place in small batches, with vertical integration into the manufacture of the most time-sensitive items.