WORKBOOK
ASSESSMENT 3
JEANNIE OCTAVIANI 00158822T
2
TABLE
CONTENTS
WEEK 9
Flowchart of Production Analysis .................................................................. 4 Research Brand Analysis ZARA....................................................................... 8 Research Brand Analysis SHONA JOY........................................................... 10
WEEK 10
Costing Analysis for ZARA ............................................................................ 12 Costing Analysis for SHONA JOY ................................................................... 13 Garment Re-Design for ZARA ............................................................... 16 Garment Costing & Specs .............................................................................. 18
WEEK 11
Topshop Case Study Analysis & Findings ....................................................22 Economies of Scale ..........................................................................................26 Reflection Statement .......................................................................................28 Reference ...........................................................................................................29
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A
4
B
C Production Analysis FLOWCHART Production separate
Analysis steps of
Flowchart is a process
a in
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picture of the sequential order.
Elements that may be included are: sequence of actions, materials or services entering or leaving the process (inputs and outputs), decisions that must be made, people who become involved, time involved at each step and/or process measurements. The process described can be anything: a manufacturing process, an administrative or service process, a project plan. This is a generic tool that can be adapted for a wide variety of purposes.
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D 6
B U S I N E S S
CLASSIFICATION A. Domestically Design - Domestically Manuf Domestically (wholesale) Retailed -> wholesaled to retail store : Toni Maticevski
B. Domestically Design - Domestically Manuf - Domestically (own shop) Retailed -> with their own retails tore : Zimmermann, Ellery, Scanlan Theodore, Sass & Bide, Talulah (made in byron bay) C. Domestically Design - Offshore Manuf - Domestically (wholesale) Retailed -> wholesale to retailer : the fifth label, amuse society, rue stiic, 4. Domestically Design - Offshore Manuf - Domestically & Offshore (wholesale) Retailed -> vertically integrated company : cotton on
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H I S T O RY Zara is a Spanish clothing and accessories retailer based in Arteixo, Galicia. The company was founded in 1975 by Amancio Ortega and RosalĂa Mera. It is the main brand of the Inditex group, the world’s largest apparel retailer. The fashion group also owns brands such as Massimo Dutti, Pull and Bear, Bershka, Stradivarius, Oysho, Zara Home, and UterqĂźe. Zara as of 2017 manages up to 20 clothing collections a year.
BUSINESS MODEL Zara is committed to fulfil the desire of customers to provide new designs made from high quality materials that are affordable. Zara aim to contribute sustainable development of society and environment around through a cycle of MIS (Management Information System), Marketing, Production, and Design. 4 Production and Distribution main businesses including maintaining quality, cost leadership, offering varieties products, and fast distribution system. Design main businesses including ability to produce new products in short time, coordinating with Research and Development stores to adapt new trends, reviewing customer feedbacks and response. MIS main businesses including product distribution system, improving inventory system, and stores ordering system. Marketing business model including Research and Development, reviewing market and location of stores, penetrating market, and analyzing consumer behavior. With four to five weeks on the process of designing a new product to be ready on the store floor, Zara produces approximately 11.000 different products per year while its major rivals only produce 2.000 to 4.000 items. Making Zara one of the leading brand in fast fashion retail category.
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research brand analysis
R AN G E & C AT E G O R I E S Zara price range are as follows : Dress AUD 40 – AUD 280 Tops AUD 25 – AUD 110 Skirts AUD 60 – AUD 140 Pants AUD 60 – AUD 160 Outerwear AUD 90 – AUD 300
M AR K E T D E M AN D S Through a massive expansion across the globe, Zara manages to capture customer’s attention. As Zara copies styles straight from the fashion runway, customer find no problem in that. In fact, market expect Zara to have styles they saw from the runway. Market demands luxury fashion in accessible price, high quality material and durability, as well as immediate availability to buy. Because of the market demand, Zara is to expand their brand more to be available in smaller cities around the world.
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B U S I N E S S AN ALY S I S With a lot of products offered by Zara, to reduce time and cost, Zara choose to handle design, production, and distribution in-house and put the whole production close to their headquarters in Spain to ensure the production is under their control. Through the entire process, Zara can react much faster towards new trends that its competitor, it is directly related to their ability of understanding their customer’s desires and their successful innovation strategies.
CONCLUSION Providing a lot of products in different categories in such a short time frame are their key success factors. More style means more choice and more chance hitting on the customers. By opening a massive number of stores around the world, making Zara visible to customer and putting them as number one fast fashion retail business. 9
HISTORY
After studying a bachelor of Textile Design, the Melbourne born Shona Joy started her career in the fashion industry working as a design assistant for some of Australia’s most established brands. The label began with a capsule collection sold through Sydney’s Bondi and and Paddington markets and also at London’s famous Portobello Rd markets. Fast forward to current times and Shona Joy has been a prolific player in the Australian fashion industry for over a decade, with support from over 150 stockists nationally including Australia’s most prestigious department store David Jones.
BUSINESS MODEL In 2000, Shona Joy first started with a capsule collection that was sold in market stalls at Bondi Beach and Paddington market. Fast-forward 15 years, today Shona Joy is stocked in over 200 retailers worldwide. Shona Joy uses exclusive prints and feminine designs as their trademark. Every collection consistently showcases a fusion of prints, resulting in a feminine yet modern visual. Whilst maintaining understated classy separates for everyday wear. In a simple-decorated headquarter in Sydney, Shona Joy assembles every collection with her team under one roof under design, production and marketing team. Having the products made in Australia creates more value for the brand also easier access to communicate with the pattern maker, allowing the brand to experimenting more with the design. Shona Joy creates nearly 50 styles each season with complete size range. Nearly 25 stockists in Sydney wholesaled buy their styles. Order can be put through their website. Retail purchase can be made online through their website or accessible through their main retailer David Jones. Shona Joy takes their prints as their trademark, hence they will always start a collection with prints. An 8 meter long pin board is installed at their design headquarter as their main inspiration to create a new collection. Sampling and prototype are made in a factory which has been working with Shona Joy for the past 13 years in Australia. 10
research brand analysis
R AN G E & C AT E G O R I E S Shona Joy price range are as follows : RTW Dress AUD 220 – AUD 380 RTW Jumpsuits AUD 195 – AUD 360 RTW Tops AUD 90 – AUD 260 RTW Skirts AUD 220 – AUD 380 RTW Pants AUD 220 – AUD 295 Bridesmaids AUD 280 – AUD 440 Swim & Resort AUD 70 – AUD 160 Shona Joy prides itself on quality finishes and luxe fabrics, but ensures that it remains as affordable fashion for the girl who is addicted to style. Each collection features a showcase of exclusive prints, often designed through collaboration with artists, graphic designers and some of Australia’s most respected textile houses. All of their products are made in Australia with finest fabrics such as light chiffon, knit, silk, etc.
TAR G E T M AR K E T Shona Joy is targeting working adult women with medium high income who is confident, feminine, classy and modern minded. With their signature silhouette and prints, the brand is well known in Australia, making the stockists will stock their products throughout Australia. With a big demand in Australia only, they has been expanding to Asia and America to fulfill more customer demand of their products.
B U S I N E S S AN ALY S I S Shona Joy is one of few brands that are producing fully on shore. After working with the same lady who owns a factory in Sydney, the brand is very confident with their capability to make a realization of Shona Joy’s designs. They would be able to work closely with the design team and discussing the pattern and sewing techniques in order to reach the desired outcome. Shorter lead time from design process down to the store floor is also in a consideration to produce fully in Australia. Their lead time is up to 2 months, a month faster than usual off shore production. Also they can cut down the import and duties fee as well as shipping cost. Having stockists and one big retailer is also a way to cut down their rent and human resources expenses by not having any physical store of their own but still managed to reach the sales target by selling their collections online and through stockists. 11
COMPARISON
COSTING ANALYSIS
ZARA
Crossover Striped Top retailed at AUD 55
CONCLUSION
PRODUCTION DETAILS • Made from 100% Viscose • Wrap body style • Drop shoulder line • Regular sleeves fit • Plain overlock finishing 12
• Made in Spain • Each store has approximately 10 dozen x 2.100 Zara stores in across 88 countries = 21.000 dozen made per style • Zara is vertically integrated and controlled of every element of production from design to distribution within 1-2 weeks
Price of this Zara crossover striped top can be cheaper due to the comparison made. Zara was trying to replicate the style from runway without losing its main essence which are crossover body combined with the in trend stripes fabric. With the massive quantity made, Zara had successfully cut down their make price and bill of material so their price point can fit their target market. Because of this, even if Zara had to clear up the rest of their stocks with a massive discount (this product is now on sale to AUD25), Zara can still make some profits out of it.
COMPARISON
COSTING ANALYSIS
SHONA JOY
CONCLUSION
St Martin Flared Sleeve Wrap Top retailed at AUD 240
DETAILS • Made from 100% Cotton • Wrap body style • Loose fitting • Drop shoulder line • Midi length voluminous sleeves • Lined with polyester lining • French seam finishing
PRODUCTION • Made in Australia • Each style has approximately produced to 250 dozen made per style to stock over 200 retailers worldwide • Shona Joy is an Australian small business whose products are made fully on shore with a close CMT company
Price of this Shona Joy st martin flared sleeve wrap top is almost 5 times more expensive than Zara mainly because the difference of the nature of business. Shona Joy is a smaller business with smaller quantity production, focusing mainly for the quality of product. Hence French seam is chosen in order to have a clean and exquisite finishing inside the garment. Shona Joy also chose to put lining inside of this garment to make it more comfortable and to put more value of workmanship in each garment. Also due to the location of the business, Shona Joy may get all raw prices to be more expensive to reach Australia through shipping cost, tax and import duties. Even though the high price compared to Zara, Shona Joy’s product are still on demand because of its workmanship and exquisiteness, making it such a collectible item rather than just a disposable everyday clothes. 13
COSTING
ANALYSIS
COMPARISON Zara crossover striped top’s fabric is so much cheaper because it was bought in massive rolls in such a big amount of fabrics. Shona Joy st martin flared sleeve wrap top uses lightweight cotton woven fabric which were bought in way smaller quantity for smaller production which affect the fabric price to be more expensive.
Zara crossover striped top is made to approximately 21.000 dozen per style in order to stock all of their stores. This massive amount of production reduces the CMT price according to the Economies of Scale also it makes the production faster and more efficient while Shona Joy st martin flared sleeve wrap top is made only to 250 dozen per style stock up their stores and retailers. This huge difference of amount produced makes a different price for CMT paid by the company. Which in the end may differenciate the costing sheet.
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Zara crossover striped top is made in Spain. Average minimum salary in Spain is 40% lower than Australia. Hence the production cost salary & wage can be up to 40% lower than production mad on shore in Australia especially in Sydney due to the high cost of living.
Zara crossover striped top was being made on shore in Spain close to their design headquarter and warehouse. This reduce the shipping & transportation cost especially in their massive quantity. Shona Joy st martin flared sleeve wrap top was made fully on shore in Sydney Australia. The production is done closely with design team. This reduce the shipping & transportation cost and save more time for their smaller business.
Shona Joy st martin flared sleeve wrap top lined nicely with polyester lining and finished with French seam with no visible overlock. Also it has voluminous sleeves which will cost more in fabric quantity also cost more to do the CMT as it is done more exquisite than the Zara crossover striped top.
GARMENT REDESIGN SHONA JOY WRAP SHIRT FOR ZARA
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Background
between London’s fashion colleges
To p s h o p i s a B r i t i s h m u l t i n a t i o n a l
a n d t h e Ne wg e n s c h e m e – a ye a r l a t e r.
fashion retailer of clothing, shoes,
This sponsorship continues and since
make-up
2005 it has been part of the London
around which
and
500
accessories.
It
shops worldwide
some
300
are
in
the
has –
of
UK
–
Fashion
We e k
schedule.
plus online operations in a number
In
of
its
markets.
CEO
started
is
Ian
G r a b i n e r,
part
supermodel Kate Moss. After that,
of
the
Arcadia
controlled
by
Its
current
and
it
Group, Sir
is
which
Philip
is
Green.
2007
catwalk
few
onwards,
collaborating
collaboration
been
named
To p s h o p
with
British
collection
under 25
of
the
has best
designer collaborations of all time. In
1980s,
ANALYSIS REFLECTIVE STATEMENT
to
Making
it
to
the
list
Christopher
K a n e x To p s h o p w i t h t h e i r f a m o u s
brand, but by the late 1990s it began
prints and trims, Mary Katrantzou
undergoing
x To p s h o p wh o s e c o l l e c t i o n s e e m e d
its
profile a
as
revival
a
led
by
Jane
S h e p h e rd s o n a s b r a n d d i re c t o r. S h e
to
b e g a n h e r c a re e r a s a b u ye r, s h e ro s e
L o n d o n F a s h i o n We e k , J W A n d e r s o n
t h ro u g h t h e r a n k s a t t h e c o m p a n y.
x To p s h o p w i t h t h e i r q u i rk y p r i n t s
When she took on brand direction,
and
To p s h o p
had
an
annual
profit
get
pulled
straight
from
menswear-inspired
the
basics.
of
£9 million; by 2005 it was making
To p s h o p’ s
success
o v e r £ 1 0 0 m i l l i o n a n n u a l l y. Un d e r
has
linked
h e r t e n u re , To p s h o p b e c a m e a ke y
extremely
sponsor
We e k ,
collaborations. From Kate Moss to
that
K e n d a l l a n d K y l i e J e n n e r, t h e s e v a r y i n g
of
sponsoring
22
struggled
fashion
maintain
BRAND RESEARCH
To p s h o p
London its
Fashion
Newgen
arm
been
in to
recent years a
handful
high-profile
global
from
East
n e w s h o p p e r s i n t o To p s h o p’ s f r a y.
initiative – which acts as a bridge
One notable example was Beyoncé’
and
the
Fashion
have
celebrity
supports emerging British designers 2002
personalities
of
brought
wh o h a s d e c i d e d t o j o i n To p s h o p i n a 5 0 -
expansion to the US in the mid-2000s and
To p s h o p
50 joint venture athletic, street wear brand
w a s t i p p e d t o o p e n i n N e w Yo r k a s e a r l y
digital
u n d e r P a rk w o o d To p s h o p A t h l e t i c L t d a n d
a s 2 0 0 7. . To p s h o p a n n o u n c e d a f i v e - y e a r
its
her Ivy Park line of athleisure apparel.
international expansion plan in early 2011,
ready to
After weeks of promotions, the debut of
planning to open new shops across Asia,
retail
t h e l i n e b ro ke To p s h o p’ s w e b s i t e a n d s o l d
Australia and the US as well as seeking
t r i- w e e kl y,
o u t r a p i d l y. I n t h e t e a s e r v i d e o , o n e c a n
opportunities
emails,
c l e a rl y s e e t h a t To p s h o p g a v e f u l l c re a t i v e
Japanese flagship stores launched in 2006,
c le a r, b e a u t i f u l l y v i s u a l i n fo r m a t i o n a lo n g
freedom to Beyoncé and it has paid off.
all 5 stores in Japan shut in 2015. In 2013,
with the direction of the website via some
in
Europe.
Although
the
reach
their
marketing.
huge
It
customer pounce
and
clearly
was
upon
had
that’s
the
the
to
right
sign-posted
edge
Through
began
on
always
c u tt i n g
trends.
To p s h o p
through
dependent
base
beauty
which
customer
send
its out
amount
of
call-to-actions.
Going through the success of their
Customers just had to go through the
c o l l a b o r a t i o n c o l l e c t i o n s , To p s h o p
enormous collection of fashion items.
spreads
produce
To p s h o p e n a b l e d i t s u s e r s t o s a v e t h e i r
g a r m e n t s t r a i g h t o f f t h e r u n w a y.
selections on the wish list section of
They
the
their
wings
directly
sell
to
the
newest
website.
Those
were
products,
and
live experience of the physical store.
Not
fashion
also
only make
Making
the
success
in
up
girls’
apparels,
and
brand such
concept.
a
by
the
F u r t h e r m o re , To p s h o p’ s t e a m h a s b e e n
legitimate
short
up
but
accessories. a
backed
offerings
t re n d o f f t h e f a s h i o n s h o w, c u l t ‘it
efficiently
online
effective at turning their stores into
time.
more than just places to buy clothing
With their high quality products,
and accessories. Through tactics like
medium to high quality of finishing, and
parent group Arcadia began stepping up
in-store photo booths, DJs, and personal
w i d e r a n g e o f g a r m e n t s , To p s h o p c a t e r s a
its franchise deals, announcing a planned
shoppers,
To p s h o p
lot of people to dress them up or down,
150
properties
into
according to any style their customer like.
in
T h ro u g h t e c h n o l o g y d e v e l o p m e n t , To p s h o p
include
new
store
Canada,
openings
Australia
To p s h o p
and
and
with
partners
Vietnam,
To p m a n
world.
To p s h o p
began
planning
its
famous
in
a
to
socialize
their and
discover new things, making shopping at
stores.
To p s h o p t o s u c h a n ex p e r i e n c e t o t h e i r c u s t o m e r.
Being
places
turned
to
started to be on demand from all across the
has
millennium
era,
A tt r a c t i n g
overseas
customer
to be excited at just being in their store.
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Challange Being stood out from their competitors,
As a big company with a lot of departments,
To p s h o p Au s t r a l i a k i c ke d o f f i n 2 0 1 1 w i t h
To p s h o p w e re n a m e d a s t h e p i o n e e r i n f a s t
To p s h o p
down
nine standalone stores and 17 concession
f a s h i o n re t a i l i n d u s t r y. To p s h o p h a s g o n e
with their team without control from their
o u t le t s i n Mye r, e m p loy i n g 7 6 0 p e o p le . I t
through some criticism from the society as well
initial mission which are to deliver cheap
was
as trademark problem towards their designs.
and
fast fashion retailer such as Zara, H&M,
high
can
grow
quality
success
fashion
or
from
go
the
UK.
a massive hit together with
several
a n d Un i q lo c o m i n g t o t h e l a n d d ow n u n d e r. To p s h o p h a s b e e n c r i t i c i s e d fo r i t s o v e r s e a s
With
in
Customer claimed their stores (both online
sourcing policies and its tax arrangements
Au s t r a l i a , To p s h o p s t o r i e s t e l l b u s i n e s s e s
and offline) to be unpleasant to shop with.
In
December
branch
was
2 0 0 7,
the
targeted
recent failure
of their business
In
Edinburgh by
store
and
student
poor
store
stock
availabilities
appearance
making
a
campaigning network People & Planet
b i g n o t o t h e c u s t o m e r. S t o c k i s
fo r a l l e g e d l y u s i n g c o tt o n p i c ke d b y
not
“ s l a v e l a b o u r �. I n J u l y 2 0 1 3 , t h e s i n g e r
is poor and customer service can
and pop star Rihanna won a lawsuit
vary from patchy to non-existent,
a g a i n s t To p s h o p t o p re v e n t i t u s i n g h e r
although
i m a g e u n o f f i c i a l l y o n a T- s h i r t . T h e
a re m o s t l y a tt e n t i v e . O f f l i n e s t o re
lawsuit was launched on the premise
are even worst since the staff and
t h a t To p s h o p c u s t o m e r s w o u l d a s s u m e
the
R i h a n n a e n d o r s e d t h e c o m p a n y, t h a t
m a s s i ve o rd e r s f ro m t h e c u s t o m e r.
well
stock
merchandised,
the
f i tt i n g
aren’t
lighting
room
ready
yet
staff
for
a
would lead to a false representation of
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her
celebrity
image
and
Being compared to similar brands,
increased
tensions with her then endorsement deal
not to be too big, too fast, and too expensive.
To p s h o p c e r t a i n l y s t i l l d e l i v e r i n g o n - t re n d
with River Island, a high-street rival. In
No m a tt e r h o w b i g a n d h o w f a m o u s t h e b r a n d
pieces
Ju l y 2 0 1 5 , To p s h o p h a s b e e n c r i t i c i s e d fo r
is. Making a retail business in Australia is not
Zara
has
its mannequins which some judged as too
t h a t e a s y. H i g h e r re n t s a n d s t a f f w a g e s , s h o p
both
quality
s k i n n y. A f t e r
on
expenses, additional local taxes, transport
lot of their designs are going off from the
Facebook, the fashion chain stopped using
and distribution costs are making the price
i n i t i a l t a r g e t c u s t o m e r, m a k i n g t h e b r a n d
its tall and skinny female store mannequins.
r a i s e d , w i t h o u t t h e i n c re a s e o f t h e q u a l i t y.
not trusted anymore by their former fans.
a
customer
complained
but,
from
a
superseded and
fashion them
appeal
of
perspective, in
terms
garments.
of A
CONCLUSION Having a massive business isn’t easy to manage. It needs guidance according to the vision which hold all department to go in line and also to avoid problems with the society which will cause loss on the business. A business needs to be ready for further expansion. Company abilities and stabilities needs to be calculated before investing big amount to a test period. Company can’t be in a hurry before making any big decision without knowing the analysis and risk beforehand.
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Background
Why Economies of Scale Happen
Economies of scale is an economic term describing a business model where a manufacturing company saves money as it produces higher quantities of its product, as in all business areas, ‘the more you buy, the more you save’. Economies of scale is doing things more efficiently with increasing size or speed of operation. Economies of scale often rely on fixed cost which are constant and don’t vary with output, and variable costs which can be effected with the amount of output. In wholesale and retail distribution, increasing the speed of operations, such as order fulfillment, lowers the cost of both fixed and working capital.
Corporations incur fixed costs when buying heavy machinery, buildings, or other large purchases. A fixed cost is called ‘fixed’ because when production increases in the short run, new buildings and machines are not immediately needed. Because fixed costs are not tied to production, company have an incentive to produce as much as possible (assuming they can sell their product). Intuitively, a large factory should produce a large number of units to minimize its fixed cost per unit. This graph illustrates that increased production reduces fixed costs per unit. Target for example, each styles are made to 3000 units which distributed to all of their stores. This may lower the cost of production and make the sell price accessible for lower market.
Other common sources of economies of scale are purchasing (bulk buying of materials through long-term contracts), managerial ( increasing the specialization of managers), financial (obtaining lower-interest charges when borrowing from banks and having access to a greater range of financial instruments), marketing (spreading the cost of advertising over a greater range of output in media markets), and technological (taking advantage of returns to scale in the production function).
ECONOMIES OF SCALE
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Where Are Economies of Scale? • Lower input costs: When a company buys inputs in bulk • Costly inputs: Some inputs, such as research and development, advertising, managerial expertise and skilled labor are expensive, but because of the possibility of increased efficiency with such inputs, they can lead to a decrease in the average cost of production and selling. • Specialized inputs: As the scale of production of a company increases, a company can employ the use of specialized labor and machinery resulting in greater efficiency. This is because workers would be better qualified for a specific job.
Conclusion With fewer fixed costs per unit, a company can afford to lower per unit prices. If fixed costs are very significant to a particular company’s industry, who mass produce efficiently can cut costs, extract revenues, lower prices, and therefore capture market share. Higher market shares and higher revenues mean more money to spend on machinery, and expand the company. This in turn allows further cost cutting, higher production, and the development of better products. In the long run, company which effectively mass produce take over industries dominated by high fixed costs.
• Techniques and Organizational inputs: With a larger scale of production, a company may also apply better organizational skills to its resources, such as a clear-cut chain of command, while improving its techniques for production and distribution. • Learning inputs: Similar to improved organization and technique, with time, the learning processes related to production, selling and distribution can result in improved efficiency.
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Design Development and Costing subject teach me the business side of a design industry. Adjusting technique in design and pattern to fit price point for target customer without losing its unique selling point according to customer’s demand. Firstly, we’re taught on how to analyze a brand that are successful factors are important to stabilize the business and make them different Finding out what’s the key factors that customer seek in a brand order to create a business that fulfill customer needs, making the
in the market. What to other competitors. is also important in business on demand.
Creating a product is always in line with the costing sheet. This subject teach me different knowledge of materials and variations as an options to a product. Few different techniques were also taught. This knowledge is very important to adjust costing to be less expensive in order to cater a business’ target market. Costing sheet, as a part of a business, is a very important and can be personalized according to a nature of the business. We’re taught on how to personalized our own costing sheet, completed with important information and how to fill them up. As a part of the design development, this subject teach us a glimpse of the real clothing industry which modifying designs from the runway to fit different target market. Adjustment includes adjusting length, adding sleeves, lowering necklines, also simplifying cutting, trims, and materials to fit the price point. Through exercises for different brands, we’ll be able to find designs from the runway that can be modified to certain high street brand aesthetic. In the end, a business always have a problem. Through analyzing their problem and finding ways to solve the problem, we’re trained to think out of the box and aware of common problems that might be happened so we could avoid having those problems in our business in the future.
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reflection
reference http://www.annexcloud.com/blog/2016/11/07/topshops-success-a-collaborative-journey/ http://www.smh.com.au/business/retail/too-big-too-fast-too-expensive-six-reasons-why-topshopfailed-in-australia-20170525-gwcsym.html http://www.investopedia.com/terms/e/economiesofscale.asp https://en.wikipedia.org/wiki/Economies_of_scale http://www.businessdictionary.com/definition/economies-of-scale.html https://shonajoy.com.au/ http://www.scmp.com/magazines/post-magazine/article/1062386/behind-label-shona-joy http://whatsnewbondi.com/2015/02/interview-fashion-designer-shona-joy/ http://www.businessinsider.com/19-things-you-never-knew-about-zara-2015-3?IR=T
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