Fashion Retail Management
Major Assignment (Part 1) – Semester 2, 2015
Value: 30%
Due: To be submitted to directly to your teacher at the start of class in Week 7 (Week commencing 7th September, 2015).
This is an individual assessment piece. This Report must be your own work which results from your own research.
Note: Any student found to have copied any or all of another student’s work will be subject to the penalties set down in the RMIT policy concerning such matters. This also applies to work that is taken from any other source and used without being properly referenced using the Harvard ‘in-text’ citation method.
Format: This piece of work should be structured as a Business Report with: an executive summary; introduction; the body (structured with headings/sub-headings that align with the framework represented below) and a conclusion (with recommendations, if you deem them necessary). This Report should also include a list of references and Appendices if appropriate.
Page limit: This Report should be no longer than 8 – 10 A4 pages (using 11 pt Arial typefont and 1.5 linespacing), Appendices are not included in this page count and should be used appropriately. It must be submitted in bound, hard copy by the deadline stated above…no folders please.
Pretext/Context
This Assignment is to be approached as being the ‘ground-work’ or ‘front-end’ of a Strategic Retail Plan. The rest of this Plan will form Part 2 of this Major work.
Your task in Part 1 is to undertake the first two parts of the ‘structure’ given in the diagram below (which is sourced from the recommended text). Specifically you will provide the “Background” and “Situation Analysis” as specified in the framework below.
The Task
First you must determine the brand you will use as the subject of your Strategic Retail Plan.
A. select Kuwaii as an existing brand that you would like to see grow…perhaps one that you have some connection with…it could be relatively new and is going through the process of building recognition with a view to becoming a strong presence in the fashion retail sector
There’s a couple of assumptions that are relevant to this scenario:
1. that the retail brand (option) you elect to run with will be setting up a new retail presence somewhere in the Melbourne CBD…this will need to be incorporated into your planning; and
2. you have access to approximately $600,000 in capital to help you establish and initially launch/run the store.
Note:
1. Research will be required to support any critical decisions that you make within this ‘front-end’ section of your Plan.
2. Think broadly here and consider what your store presence will consist of…B&M, online, hybrid, pop up, or other configuration. Which ever channel(s) you elect must be accommodated in your Strategic Plan.
The structure of this Plan will be based on the Berman & Evans “Elements of a Retail Strategy” with certain modifications as depicted below:
The following is a guideline as to the required structure with some hints as to what should be discussed within each element:
Retail Strategy Plan (Part 1)
executive summary
introduction
the body (structured with headings/sub-headings that align with the framework represented below)
conclusion (with recommendations, if you deem them necessary)
This Report should also include a list of references and Appendices if appropriate.
I Background
• Brief history of retail brand
• Number and location of existing stores
• Description of online presence (if relevant)
• Primary fashion goods / service category
• TOWS analysis on Kuwaii
• Who are Kuwaii’s competitors and why?