Caroll's marketing plan

Résumé du document

Fashion has become a culture in certain countries, for example, in China where the purchasing power increase everyday, and like in Italy, where everybody is a fashion victim. Mega stores like H&M, ZARA or MANGO flood the market with new products every week, and a very large range of product in order to reach all the targets with accessories adapted. Caroll is one of the fashion market brands. It has belonged to the Vivarte Group since 1988. Caroll is present in Spain and has developed a partnership with Cortes Ingles, the morst important supermarket in Spain, in order to be present in malls. It is also implanted in Japan, in Portugal, in Switzerland, in Reunion, in Lebanon, in Tunisia and in Martinique. The core values of this brand are high product identity, a good adaptation to the market and a good link between brand concepts and its distribution. It was specialized in 1963 in the Shetland, a kind of knitwear. 297 shops are implanted included 75 shared all over the world.

Extraits

[...] This stage lasts one or two weeks. During this period, customers show products in window, try on product but don't purchase because it is not the season yet. The growth stage starts fifteen days before the season but could depend on the weather. For example, if it becomes raining in august, people will buy a coat at this month and not in September. It is the more important period of the sales could be done during this moment. This stage lasts approximately 3 months. [...]

[...] Partnership with Cortes Ingles: the mall leader in Spain and Portugal. A good quality price ratio with high level of satisfaction High margin 297 shops all over the world Good experience (since 1963) Good knowledge of its targets (specialized in women clothes) The weaknesses: Restricted choice. For instance, Caroll just proposes 3 dresses in fall & winter: one in city range, one in Sportswear and one in Diva. In other words, the brand proposes 3 dresses twice a year. One distribution channel Opportunities: Penetrate the Chinese middle market at the good time (emergence of this segment in 5 years) with an important purchasing power saved for shopping. [...]

[...] Indeed, certain products like pants or jackets maintain good sales but most of the activities are based on winter collection. This period lasts less than 1 month. The saturation period is defined by a fall of sales. Products are not present in the main size (small and medium size for women) and sellers begin to discount products. The goal is to sell off product. This stage lasts less than 1 month. The decline cycle is defined by an important sales decline. [...]

[...] In my opinion, upper middle class will endure emergence class all over the XXI century. In order to illustrate the importance of the future purchasing power of the middle class, we will calculate the disposable income for the upper middle class in 2025. The National Bureau of Statistics of China (NBSC) forecasts 373 millions of urban households and will own to upper middle class that is to say millions. Concerning the urban disposable income, NBSC forecast 26059 billion renminbi and will own to upper middle class that is to say approximately the middle ( billion renminbi). [...]

[...] They are also named white-collar professionals and are well educated with qualified technical skills. They have high pay and enjoy a host of social welfare benefits. Sociologists include 5 types of professions in this middle class. Entrepreneurs in high tech companies Managerial staff working in foreign firm in China Middle and high level managerial staff in state owned financial institution. Professional technicians in various fields Self employed private entrepreneurs The exhibit one (below) of the file: value of China's emerging middle class” shows us the evolution of each type of Chinese urban households. [...]