Business Plan: AllSaints by Alexandra Gonzalez Baldwin

A L LS A I N TS

B U S I N E S S P LAN BY: ALEXANDRA GONZALEZ BALDWIN BA FASHION MARKETING & COMMUNICATION LEVEL 5, 2017-18 5FAMK004C MARKETING TECHNIQUES & STRATEGY 2 CWK2 PROF. ANDREA ROMERO & ABEL DIAZ WORD COUNT: 2,116

TABLE OF CONTENTS: ABSTRACT------------------------------------------------ P. 3 PART 1: RESEARCH-------------------------------------- P. 4 PART 2: STORE MANAGEMENT PLAN--------------- P. 6-24

SPACE MANAGEMENT-------------------------- P. 6-7 CATEGORY MANAGEMENT-------------------- P. 8-15 VISUAL MERCHANDISING--------------------- P. 15-22 PROMOTION & SALES STRATEGIES----------- P. 23 HUMAN RESOURCES---------------------------- P. 24

PART 3: FINANCIAL PLAN----------------------------- P. 25-28 ROI--------------------------------------------------P. 25 INITIAL INVESTMENT-------------------------- P. 25 OPERATING EXPENSES--------------------------P. 26 STOCK BUYING-----------------------------------P. 27 TOTAL GROSS PROFIT---------------------------P. 28 CONCLUSION-------------------------------------------- P. 29 WORK CITED----------------------------------------------P. 30-35 ANNEX------------------------------------------------------P.36-51 FIGURE 1: TARGET-------------------------------- P. 36-37 FIGURE 2: MARKETING MIX-------------------- P. 38-40 FIGURE 3: COMPETITION ANALYSIS-----------P.41-43 FIGURE 4: EXPANSION STRATEGY--------------P. 43 FIGURE 5: COMMERCIAL AREAS IN BCN----- P. 44 FIGURE 6: PEDESTRIAN FLOWS-----------------P.44-45 FIGURE 7: RETAIL RENTAL RATES--------------P. 46 FIGURE 8: ALLSAINTS PRIME LOCATIONS--- P. 47-48 FIGURE 9: MAIN RETAILERS & SERVICES----- P. 49 FIGURE 10: QUALITATIVE INTERVIEW-------- P. 50 FIGURE 11: ALLSAINTS SWOT------------------- P. 51 2

ABSTRACT:

This business plan will analyze the necessities a potential AllSaints franchise will need in order to be succesful in Barcelona, Spain. This will be done through research of the brand and itâ&#x20AC;&#x2122;s stores, the Barcelona retail enviornment, as well as average expenses needed to open a new store. The potential success of the store will be based on a calculated ROI.

PART 1: RESEARCH Introducing All Saints to Barcelona, Spain: On February 10th, 2017 All Saints expanded to Madrid, Spain. The brand’s mission was to raise brand awareness at one of the best department stores in Spain- El Corte Ingles. If their sales succeed, as expected, they will plan on growing their POS in Spain (Gestal, 2017).

For All Saints to open a franchise in Barcelona, the brand will need to locate itself in one of Barcelona’s prime commercial areas, as they normally do (Annex: Figure 8). Based off of research on the Barcelona market, All Saints would best be located on Passeig de Gracia as it is one of Barcelona’s “most famous and elegant shopping street[s] where most of the top international fashion brands are located (Barcelonayellow, 2018)”. Passeig de Gracia is one of the most expensive commercial streets in Barcelona, renting at 255 euros/sqm a month for typically 2,000 sqm (Cushman & Wakefield, n.d.). Renting in this prime yet ‘expensive’ location will fit with the brand’s normal behavior as that estimated rental rate is less than or average to their normal rental fees (Annex: Figure 8). A suiting location for All Saints in Barcelona would be Calle Passeig de Gracia 69. This is where United Colors of Benetton is currently located. This would be a great location as that location holds 725 m2 (also 7803 sqf) (Santos, 2016 ) which is an average store size compared to others shown in Annex: Figure 8 that range from 2,000-10,000 sqf. Also, the monthly price of the store would be 184,875 euros which is lower than some of All Saints global stores’ rent. Passeig de Gracia holds many of All Saints global competitors such as Zadig and Voltaire, Sandro, Zara, and H& M (Annex: Figure 9). It also would bring new competitors such as COS, Mango, Replay, and Bershka (Annex: Figure 3 & 9). Although, like most retailers All Saints does not shy away from its competitors; they usually stay close to them. 4

PART 2: STORE MANAGEMENT PLAN

Space Management: The All Saints store on Passeig de Gracia 69 will maintain it’s original store layout, from Beneton, which is squared. As the store consists of 725 m2 the brand will have much room for it’s products and therefore will not have a cluttered space. The store will be divided in two, having the men’s side on the right of the entrance and the women’s on the left. It will also have a freeflow floor layout as that is the traditionally conducted in many All Saints stores. On both the men’s and women’s side, destination products will be placed at the front of the store. Preferred products will also be mixed in with destination products. Preferred products that are not from the newest collection will be placed in the back of the store next to the sale. Both men and women’s accessories will be displayed on tables that line up to the cash register, as they are convenience and transaction building products. The main warm zones of the store will be the entrance which will display racks and mannequins of the new collection as well as the cash register. The colder zones, such as the corners or open spaces are colored pink in the mock-up picture on Page 7. Mannequins and store furniture will be allocated in those areas to attract foot flow as well as to define the brands’ aesthetic. The pink line on Page 7 is the women’s defined pathway, while the blue line draws out the men’s. There will be six fitting rooms in the middle right of the store that will be fairly large as All Saints normally gives their customers a spacious room decorated with the brand’s aesthetic. There will be three cash registers parallel to the fitting rooms. The window displays will follow the same layout as Benneton’s. As the store will not have large frontal window displays, and instead one on the mens side and 2 parallel displays in the walkway of the entrance, the brand will have to put strong efforts in transmitting their brand identity. Information regarding the store’s visual merchandise efforts is shown on pages 16-22 .

Category Management: The brand’s categories are based on All Saint’s online section named “Best sellers” (All Saints, n.d.). The categories displayed below in the chart “Destination” are all best sellers according to All Saints. The remaining product ranges who are not considered main sellers but are still desired and in addition have their own All Saints flare are placed in “Preferred”. Accessories are placed in “Convenience” as they usually are impulse purchases. Lastly, products that are not notoriously recognized or are sought after seasonally are placed in “Seasonal/Occasional”. Percentages are taken from the brand’s current product references.

Visual Merchandising: It is important to mention that All Saints stores are not uniformly designed and each store has different elements. Recently, All Saints has been changing their new stores’ visual merchandising style. Previously, All Saints was known to have dark and heavily decorated stores. In an article by Premier Construction News it says that All Saints new Brompton store in London will “be the first to embrace a brighter but more minimalistic design and will act as a benchmark for AllSaints’ future ventures (Premier Construction News, 2017)”. All Saints has tested and approved the new ambience in their new stores in Asia and America (Premier Construction News, 2017). The new store in Barcelona will follow the new brighter store aesthetic, while keeping its iconic in-store displays. It’s inspiration comes from Brompton street, their benchmark store, as well as their attractive and updated Beverly Hills flagship store. In the charts below, visual merchandising efforts are divided into categories based on their purpose. Researched and estimated costs are given based on their quantities or overall price. RC stands for reconstruction, VM for visual merchandising, and RI for retail intelligence. Moodboards are also given for each visual merchandising chart to better visualize the store’s outcome.

NEW STORES

OLD STORES

The overall atmosphere of the new store will be very important as it will display the brand identity for the first time in Barcelona, Spain. From the previous store’s layout, Benetton, the floors, walls, signs, security, and more interior design features will be changed to suit All Saints. Although the ceilings and window display structures will remain the same. All Saints is normally very selective with which space they locate in; CEO of All Saints says that “We look to appreciate the buildings that we use and then we start to construct the industry ceiling of the store (Premier Construction News, 2017)”. This statement affirms that All Saints does not drastically change the interior of the store, but instead adds their All Saints ‘touch’. The cost of the new store’s layout and visual merchandising efforts will be around 102,515 euros, based off the charts on pages 17-20. 14,200 euros will go towards the reconstruction cost, 37,865 euros towards the visual merchandising efforts, and 50,450 euros towards retail intelligence. It is said that All Saint’s is “one of the few brands [who] embrace retail, architecture, construction and have [their] own furniture research and development lab (Premier Construction News, 2017)”. Although, the estimated costs reflect generalized researched costs of opening a retail store, as All Saints furniture and development lab information was not available.

PASSEIG DE GRACIA 69

Promotions & Sales Strategies: As All Saints lays its communication efforts in social media, the new Barcelona store will be promoted through “a burst of digital marketing featuring cool, influential locals”, just as the brand acted with their new Korean store (Armitage, 2016). Influencers, from Barcelona, who attract the brands’ target (Annex: Figure 1) will be used to both raise brand and store awareness. These influencers will be @dulceida (Aida Domenech), @ninauc (Nina Urgell), @marcforne (Marc Forne), @diegobarrueco (Diego Barrueco) and @goicochea (Jessica Goicoechea). The store will lend these influencers outerwear or if desired, a whole outfit, for them to model on their Instagram page. This method will be coherent, with the brand, as in 2016 All Saints created a social media campaign, #ItsUpToYou, where global customers and bloggers were asked to share an image dressed in AllSaints to Twitter or Instagram (Olapic, n.d.). All Saints believes that through social media brands can better nurture relationships with customers and gain “brand love” (Gowing, 2016).

In terms of in-store promotion, the new store will display signs that offer customers 25% off their purchase, which is an average sales price for the brand (Rofe, n.d.). Signs will be displayed from the window display and inside the store. In addition, those who make a purchase will be offered future promotions and sales by signing up for the All Saints e-mail list.

Human resources: All Saints has approximately 3,200 employees across 27 countries (Gloria Outlets, n.d.) . In the new Barcelona store, with a size of 725 sqm, there will need to be at least nine employees on the staff calendar. There will be one store manager working 40 hours/week, 2 floor managers working 30 hours a week, 2 sales assistants working 25 hours/week, 2 sales assistants working 20 hours/week, and 2 support employees working 9-12 hours/week. The store will be open Monday-Saturday from 10 am- 9 pm. During each shift there will be 3-5 employees on the sales floor with one manager at all times. This depends on the peak hours, which are usually in the midday and afternoon period. Below are the peak times of the store location, on one of the busiest days of the week- Saturday.

PART 3: FINANCIAL PLAN

Based on researched incomes and expenses, a new AllSaints store on Passeig de Gracia 69 would have a Return of Investment (ROI) of 80%. This number is good and will give the AllSaints brand almost all of their investments spent back in the first year.

The monthly rent of the store will be 183,875 euros. This expense is based on the location costing 255 euros per m2 for the 725m2 store size. The reconstruction, visual merchandising, and loss prevention & retail intelligence costs are based on estimations made on pages 17-20 . Overall, AllSaints would spend 2,31,015 euros, the first year, for the creation of the new store.

The operative expenses will consist of store maintenance costs, staff expenses, and demand creation expenses. The taxes, licenses and insurances costs are estimated based on average retail expenses. The light cost was dervied from an American retail electricity average expense of $1.21 per square foot on electricity (National Grid, 2002), which transalates to approximately 8,000 euros, for the AllSaints store, based on metric and currency conversions. As AllSaints is a retail store, they will not use much water. The phone and internet expense per month is based off an Orange plan. The plan includes Optical Fiber 300 mb/s, unlimited calls to landlines, and 1000 min calls to mobile phone (ShBarcelona, 2017). The repair and maintenance cost is based off the Professional Retail Store Maintenance Association stating that retailers spend an average of $5.02 per square foot on store maintenance (Innovatix Business and Industry, 2016). As the AllSaints store consists of a translated 7804 sqf, the repair and maintenance cost will be approximately 31,611 euros per month. The loss prevention and retail intelligence maintenance cost is based on a qualitative answer from a store owner. 26

The staff expenses are based off of the average salary range for retail workers as well as researched data on how much AllSaints employees are normally payed. Store managers will be given approximately 30,000 euros a year based on 30-40 hour weeks. Standard employees will be payed approximately 26,000 euros a year based on 20-25 hours a week. Support employees will be payed approximately 6,000 euros a year based on 9-12 hours a week. In the US, AllSaints store managers are payed an average 70,000 usd/year (Glassdoor, 2018) which in euros is 57,000 euros. However, based on average Barcelona retail salaries, which are 22-32k, and the fact that AllSaints is a high-end clothing store, the chosen salaries will reflect those of Barcelona, taking into consideration the fact that AllSaints pays their workers well. The advertising and marketing expenses will be 2% of the storesâ&#x20AC;&#x2122; yearly total gross sales. Overall, the total operative expenses will amount to approximately 2,950,431.50 euros.

Based on the average footfall on Passeig de Gracia (Annex: Figure 6), 10,132 people will be potential customers a day for All Saints. Although, with VCR the number of visitors per day should be 897. Based on the average tickets/day, average units per transaction, units sold/day, and store working days, the total units sold should be 126,000 for the first year. With this amount and the average buying costs for the product categories the total buying investment should be 5,679,381.96 euros. 27

The average retail price is 211 euros based on menâ&#x20AC;&#x2122;s and womenâ&#x20AC;&#x2122;s price average (Annex: Figure 2). The average sales discount is 25% as the brand mostly provides sales at that percentage but also ranges from 10-50% (Rofe, n.d.) . The total gross profit of AllSaints is ÂŁ174,329,000 (Global Database, 2017) which in euros is 200,071,402.

CONCLUSION

In conclusion, opening an AllSaints store in Barcelona should be succesful. Based on research of the AllSaints brand and itâ&#x20AC;&#x2122;s stores, the city of Barcelona, and store costs this business plan analyzes the necessities a new AllSaints store will need in order to make profits. After calculating the estimated costs for the potential store on Passeig de Gracia 69, the ROI of 80% provides a positive outlook for the potential new store. Providing that AllSaints gets 80% of its investments back in the first year means that the brand should attain succesful gross profits in the forthecoming years. In addition, the new store style mixed with traditional AllSaints visual displays will both bring a brighter and more exclusive feel as well as a unique brand experience to the potential consumers in itâ&#x20AC;&#x2122;s new territory.

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ANNEX Figure 1: Target: All Saints global target are men and women, between the ages of 18-35 years old (Hobbs, 2016), who value the arts- especially music and film (Mortimer, 2016), individuality and edginess (Mattia et al., n.d.). As All Saints communicates a unique aesthetic, their target audience are usually one of a niche who appreciates not only the brand’s product but also the brand’s culture. All Saints target are also people who can afford products which are priced at the higher end of ‘affordable’. Examples of their target consumers are shown below.

Target Consumer: Pictured to the right is how All Saints communicates their ideal target, which are free-spirited men and women between the ages of 18-35 years old.

Actual Consumer: Although, those who tag themselves wearing All Saints on Instagram seem to be older and between the ages of: 30-45.

Figure 2: Marketing Mix:

It is interesting to point out, in terms of All Saint’s promotion, that they do not believe in traditional seasonal campaigns. In an article by The Drum, creative director of All Saints said that “We have more than one million people engaging with the brand every week so the formality and the rigid structure of a quarterly campaign doesn’t necessarily connect to the way that we want to express ourselves (Mortimer, 2014)”. Instead, they prefer to create and share daily just as they operate and function daily.

Figure 3: Competition Analysis: All Saints does not have any direct competitors; itâ&#x20AC;&#x2122;s brand image is strong. Although indirect competitors, who share a similar target and style will always be a threat to the brand. Some competitors that are in the same price range as All Saints are: Zadig & Voltaire, Religion, French Connection, Sandro, and Rag and Bone. Lower priced competitors are: TopShop, Zara, H&M, and Urban Outfitters.

It is said that Barcelonaâ&#x20AC;&#x2122;s major retailers are: Zara, H&M, Desigual, Adidas, Nike, Chanel, Gucci, Louis Vuitton, Burberry, Dolce & Gabana, Pull & Bear, Massimo Dutti, Intimissisimi, Bershka, Mango, Apple, El Corte Ingles and Replay (Cushman and Wakefield, n.d.). Out of those retailers Zara, H&M, Bershka, Mango, and Replay would be some of All Saints competitors with also COS, Sandro, French Connection, and Urban Outfitters.

These new competitors for All Saints in Barcelona will not be direct competitors but will indirectly compete with the brand as they are main players in the market who target a similar audience and contain either less expensive or same priced products.

Figure 4: Expansion Strategy: In 2017, All Saints opened 74 stores, taking its total points of sales to 243 locations in 27 countries. Some countries that have opened more All Saints franchises and concessions, in 2017, were the US and Asia, including Taiwan, South Korea and Japan (Canocchi, 2017). All Saints main focus has been on Eastern Asia. It was reported that in 2017, the fashion brand had a 9% decrease in earnings due to their expansion and focus on the Japanese market and investment in technology (Express, 2017). The brand also placed its attention on airport retail in South Korea as a way of introducing its brand to Asian travelers, particularly the Chinese. All Saints is interested in expanding in China, as well, as it currently has one of the fastest growing economies. CEO of All Saints, William Kim, said that â&#x20AC;&#x153;Almost half (47%) of the businessâ&#x20AC;&#x2122; sales now come from its international operations (Roberts, 2017)â&#x20AC;?. It also seems that, from research, All Saints acts carefully when entering a new market; they usually test their success by opening in department stores opening larger stores.

Figure 5: Main commercial areas in Barcelona, Spain Barcelona is Spain’s second largest city and the capital of Catalonia, the country’s most visited province. The city holds a prosperous economic centre. It is named Europe’s fourth best city for business. Barcelona is one of Europe’s favorite tourist destinations. It ranks 12th most visited city in the world. The city is known for its vibrancy, architecture, nightlife, museums, galleries, and beaches. Barcelona’s main shopping zones are “Portal de l’Angel, La Rambla, Plaza de Cataluña, the top of El Raval, Paseo de Gracia, and Rambla de Cataluña (Langeasy.com, n.d.)". Barcelona’s main malls are Maremagnum, Las Arenas, Diagonal Mar, La Maquinista, L’illa Diagonal, Glories, and Gran Via 2 (Langeasy.com, n.d.).

Figure 6: Pedestrian Flows From the European top 30, produced by the BNP Estate, Spain ranks third in having a top pedestrian commercial street. Barcelona ranks second highest city in Spain, after Madrid, with most footfall. Avenida del Portal de Angel stands at number 6 with 10,216 pedestrians an hour while Passeig de Gracia stands at number 7 with 10,132 (Tavares, 2017). 44

Figure 7: Retail Rental Rates The most expensive areas to rent in Barcelona are (from highest to lowest): Portal de lâ&#x20AC;&#x2122;Angel, Passeig de Gracia, Portaferrissa, Pelai, Rambla Catalunya, and Diagonal (Cushman & Wakefield, n.d.). Passeig de Gracia ranks second highest and rents at 255 euros/sqm a month for typically 2,000 sqm. It is ranked second as it consists of only the best mass market, high end, and luxury stores. Due to its attractive retailers, services, and architectural points it has high tourism activity (Cushman & Wakefield, n.d.)

Figure 8: All Saints Prime Global Locations

Figure 9: Main retailers & Services Passeig de Gracia stretches for 1.3 km through the central Example district and is “home to some of the Catalan capital’s most celebrated architectural delights, as well as prestigious luxury stores, five-star hotels and must-visit restaurants (Muxworthy, 2017)”. It is the chosen location for many flagship stores such as “Zara, Mango, Apple or H&M together with luxury brands such as Gucci, Prada, Dolce & Gabbana, Cartier and Ermenegildo Zegna (Cushman & Wakefield, n.d.)”. The street also includes Casa Batllo and La Pedrera, two of Gaudi’s most visited buildings in Barcelona. Due to the high touristic appeal, many high-end hotels and tapa restaurants are also situated on the street.

Figure 10: Qualitative Interview Sales Assistant Questionnaire 1. How would you describe the store layout? • Distressed walls and floors • Dark • Feels like your underground • Grunge and Gothic 2. What is your signature garment at All Saints? • Leather Jacket 3. What is your design philosophy? • “To create a brand that blends music and fashion into a potent formula of desir able clothing that expresses individuality and attitude” 4. What do All Saints use to advertise they brand? • Bags • YouTube • Emails (Eco Friendly) 5. Would you say All Saints is trend focused? • We are a company/brand which prefers to be very unique, we do watch the trends however we do not “follow” trend. 6. Do you have a look book to give to customers in store? • Not to hand to customers in store however we have look book’s on the online website 7. What do your garments size range from, and what is your sizing ratio? • Size ranges from 4-14 • Sizing ratio 1:1 on each size 8. What is your customer profile? • Age range – 18-25 however the prices are more affordable for 25+ 9. Who are your competitors? • Vivienne Westwood • Topshop • Religion • Urban Outfitters • American Apparel 50

(Nesrin Reflective Journal, 2014)

Figure 11: SWOT for All Saints:

(Hobbs, 2016)