We shall assume that we are Debenhams' , a well-known department store in the UK on the clothing market. The aim is to put in place a future marketing plann with a clear strategy. But before that, a rather weighty analysis is necessary. Concerning the external audit, we observe that political and economic factors are as a whole rather stable, that sociocultural elements are positive and that technology evolves in the right way. The internal audit reveals that Debenhams is everywhere in the UK and is beginning to expand at the international level. Its competence area is rather completed but the company has some experiencing financial difficulties the last few years.
Furthermore, sales have begun to run out of steam. We observe that clothing market on British territory is extremely competitive. Indeed, we find very different actors: specialists, supermarkets, mixed goods retailers, etc. We also know that English pay heed to their appearance and they are attracted by fashion. But purchase habits of British people as well as their expectations evolve continually.
[...] Clothes and accessories will be cleaned by Debenhams itself. Rental facility on the website is for the customers who have no time, who cannot or do not want to move or who look for a dress in the last minute. A specific category to this service will be available on the website. Different stages: - Selection of articles or products - parcel delivery at home within 24 hours after the order - Purpose of clothes and accessories - Free parcel while return There is particular duration about the return, consumers take advantage of their products and send back once worn. [...]
[...] We estimate population's average work at 32 hours a week (full-time and part-time jobs). Thus, British have enough time to spare to devote oneself to their favorite activities and consequently women spend their time for shopping. Purchase behavior of English women is often influenced by the media (newspapers, press) celebrities too. Fashion is very present in the UK with a quick change of collection, what promotes purchase. We can see in Appendix 17 (“Household confidence”), that UK households have lost confidence. [...]
[...] Moreover, any department stores like Debenhams have launched this concept. Differentiation is a must in Debenhams' strategy for sustaining the competitive advantage over its competitors because it consists of distinguishing competitors and the aim is perceived benefits. Competitive marketing strategy is the winning factor of Debenhams because the Company is one of market leaders and they respond to new customer needs more efficiently and effectively than their competitors. They are located in a niche strategy because the Company makes efforts towards a particular service and a defined target segment, not towards a mass market that is already been occupied by important competitors. [...]
[...] Clothing market has to adapt to this new change. Some consumers watch for expenditure and prefer targeted companies such as Primark, Peacock's and Matalan. Young people avoid traditional shops and patronize stores with a trendy image such as Gap, Next, Miss Selfridge. Since 1990s, prices have increased because technologies have provided changes in textile. Wool, silk and cotton were substituted by synthetic, elastane etc. Now, we try to find solutions f o r anti-bacterial or other base products. For example, Bearing in mind consumers' demand for more ethical products made with organic cotton. [...]
[...] In clothing market many consumers do impulse purchases. Stores can play in the originality and stay different to remain competitive. More: - Appendix 49 (“Consumers who have bought something from a department store the last six months”) gives some indications about consumers' age and the age range which had more purchase, it is between 25 and 34 years - Appendix 50 (“Form which department store consumers have bought from the last six months”) indicates what profile consumers buy, f rom where and h a s Debenhams took over its competitors in every profile or not. [...]
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