Strategic opportunities for developing a key partnership between Brandix and C&A.
Started in 1841 by brothers Clemens and August Brenninkmeijer to ‘offer good quality for the everyday people’, C&A remains a family-run business.
Yoga/Leisurewear
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Key Facts: • C&A employ 34,000 people globally. • 38% of C&A’s cotton products are bio-cotton and the plan is to be 100% bio-cotton by 2020. • World’s biggest retailer of organic cotton garments.
After difficulties with ‘fit’ over the past decade, C&A recruited a new team of specialists to rejuvenate the brand and instill consumer trust. The company have changed from a buying product strategy to a developing product strategy in order to gain more control over their product ranges.
Sportswear
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SPIRIT
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Leisurewear
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“The aim is to deliver consistent fit in a market that is still dominated by quality and price.”– Jackie Lewis (2015)
“Fit should be a strategic focus as a pillar for success.”– Jackie Lewis (2015)
Basics
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“Consumers don’t expect to pay more for good fit. They deserve it.”– Jackie Lewis (2015)
The level of investment required to turnaround the future of the business was helped by a top-down commitment and support in place to see the changes implemented.
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Investment in People was a priority and with the introduction of new streamlined processes, job roles and responsibilities were clariďŹ ed. Furthermore, C&A adopted the approach of “recruiting the best people at the right priceâ€? which made them attractive to designers, engineers and technologists from innovative leading brands.
A Customer-Centric Vision:
C&A aim to set the benchmark in the fashion retail business and lead the way in producing ranges of ‘off the peg’ clothing.
Their vision can be summarised by four strategic elements: Sales Growth Speed and Capacity Quality of Product Execution Delivery