Mmp Outline 02

Positioning Mainly: MOISELLE LIMTED segmented a niche market in the apparel market to specialize in design, development, manufacturing, retailing and wholesale the whole production process are done by itself.

The success depends on two main elements: ‘quality’ and ‘quantity’, implemented high quality but limited quantity.

We would like to create a unique, comfortable, and elegant style, ‘Moiselle Style’.

By product line: 

MOISELLE

The middle high-end fashion brand, appeal to versatile modern women (2555) looking for both elegant daywear and glamorous evening dresses for special occasion.

It is designed by Hong Kong professional designers with unique designs and made from excellent European materials.



mademoiselle

It is a high-end fashion with modern romance and European classic styles in order to serve with 20-49 contemporary voguish ladies.

The differentiated design and cutting with high quality material is made for easy to mix and match either ready-to-wear or glamorous evening dresses for occasions.



IMAROON

It is a diffusion line with a wide range playful, delicately designed fashion outfit, made for young and chic ladies(16-32), easy to mix and match for everyday pleasant mood.

To catch up with the international trend and tailor-made for petite body shape of oriental figures. It combined both elements from Japanese and

European fashion concept, inspiring the distinctive “Japo-Euro” style, plus beautiful comfortable and fit cutting.

Competitive analysis: In Hong Kong 

Gitti:

It segmented into 20-45 modern ladies, designed by European and American styles, and promoted leisurable and relaxing lifestyle.

The wide-range size from S to XXXXXL, and tailor-made services are their main strategies.



Vcocca:

It is a fashion brand that aims to provide trendy design and good quality products to customers aged 20-35, produced a variety of products including smart executive wear, sophisticated feminine apparel, and stylish casual coordinates



Veeko Limited (Hong Kong Stock no.1173)

Market Size: Hong Kong: 50 outlets China: 140 outlets

➢

Wanko

It is established in 1984, offers a wide range of elegant executive wears for office ladies aged 20-36

➢

Veeko

It targets in smart casual and ready-to –wear fashion to those trendy ladies (16-29)



bread n butter

It dresses up the daily life from work to weekend; meetings to parties, it combined stylish design with finest detailing to create a happy chic style for loveable young ladies.



Suzuya It was originated from Japan. Her design includes set-up, pants, onepiece, blouse.etc. Her strategy emphasizes on "Executive Ladies" wear. Recently, SUZUYA also developed a series of casual wear suitable for wear in office and after work.

In China



PORTS © INTERNATIONAL Size: More than 75 outlets cover no more less than 30 cities. It was founded in Canada in 1961 by Mr. Luke Tanabe.

It represents multiple residencies and chic urban living, global connectedness, not only in technology, but especially in culture, cuisine and style.

It represents a love for affordable luxuries, the brand became synonymous with understated style and top quality with its simple, elegant designs.



MARC BY MARC JACOBS Size: 16 shops It is launched in 2000 which is the less expensive diffusion line by MARC JACOBS (global luxury brand) are also extremely popular.

It provided various ready-to-wear and accessory collections that are also widely available at leading department stores around the globe



EQ:IQ Size: 24 stores It is launched in 1999, provided various unique designed ready-to-wear for women to sure herself among personal styles and personality (Independent, Confident, and Ageless).



JORYA Size: 84 outlets.

The theme of eternity, perfection and elegance is distinguished characteristic of itself.

It used hand tailored palettes and fine hand tailoring of high-grade fashion to demonstrate the exquisite individuality of metropolitan women.

Evaluation, Monitoring, Control Introduction to evaluation, monitoring and control plan: This part is intended to outline both external and internal evaluation of Moiselle’s corporate strategy.

The context of focus in the plan is shown below.

Priority

Customer

Brand Image

1

Corporate

Production

2

Staff

3

Competitor

Franchisees

4

Copycat

5

Evaluation is a research. It is a research for existing performance, to see if they achieve corporate goals. And formative evaluation is used, focusing on constant check upon organizational performance.

Monitoring is indicator. They are sets of performance indicators used to check upon performance quantitatively. They allow management to take corrective actions at a high speed.

Control is the next step of monitoring. Control is corrective actions minimizing the gap between expected performance and actual performance. It requires continuity.

Knowing how these three elements mean to a corporation we start to use them.

Bullet points of 3 plans:

Evaluation

1. Brand Image



A comprehensive CRM

Monitoring



Any negative

Control



Start 3 six sigma

program

perception of brand

programs per year



Depth interviews

image should be

to tackle unmet



Warn calls

followed

customer needs by

Tolerance to

results from

complaint is set to 2

interviews and

per season

calls



2. Production

-----------------For Inputs from Europe:--------------

Subscription of European fashion trend



Nil



Nil

for designers 

Join European fashion shows



Check customer acceptance of new European fashion style by test marketing in branches

---------------For design team in HK: ---------------





Evaluate historical and



Each designer’s less-



Alter design to

present performance of

than-five pieces sales

cater customer’s

each designer in terms

for 2 season is in

need: Direct call

of the sales

alarm

from designs to

Disloyal conduct

customer etc.

Staff’s loyalty



check



Motivational activities: Gathering etc.

---------------For outputs in China---------------



Check any aspect we

Not more than 0.01% 

Collection of

fabric is wasted

design works as

Zero case of

soon as

graphs

dishonest conduct

production work

Interviews with worker

and behavior

finishes every day



can cut cost 



Any stolen design



to optimize working



condition

QC team established



Develop faster production process

3. Staff (salesperson)



Evaluated by



Personal service rate

interactions recorded

higher than 8.5

by CRM, if needed,

(Max. 10 score )



Centralized training centre



Calls to



4. Franchisees



adjust training context

salespersons from

Short opinion form

GM if any

after every transaction

complaints

Interviews with



Check financial

Interviews with

franchisees in regard

report per half

franchise shops

with corporate culture

month (7-9% growth

not meeting

and operational needs

per season)

requirements



Check sales



Check stock rate &

than20 times of

draggy sales

goods sold per

Check visitor rate

month









Stock rate: Lower

100 visitor rate over 30 m² per half month

5. Copycats



Calculate the number of



Not over 55



Take actions to

copycats constantly

eliminate copycats

(30-40 now)

if the number exceeds criteria

Aim and Objectives: We have five aims of this evaluation.  Brand Image

Evaluation: This is the first one and the most important one. This is to throw lights on the effectiveness of image-building work mainly in China market by starting a comprehensive CRM program. Mentioned by the CEO, Chan Yum Kit, the major purpose of expansion in Mainland China is to establish brand equity and image, with low concern of financial performance at the first stage.

We use contact in CRM database to conduct 30 depth interviews and 100 warm calls interviews. They are asked:

➢

Perception of brand

➢

Product quality

➢

Service quality (during purchase and after-sales)

Monitoring: Any negative perception is followed to pinpoint weaknesses of Moiselle. More than 3 complaints for each branches or franchise shop per season are unacceptable. If so, corrective actions should be taken.

Control: 3 six sigma programs will be conducted per years, optimizing overall performance. Every six sigma project is started from “VOC” (Voice of Customer), showing a customer-orientation that suits marketing’s philosophy.

 Production

Second objective is to analyze the production by evaluating supply chain. This part is separated into 3 categories: Production Line

For inputs from Europe Evaluation: Subscription of secondary data such as magazines and trend report put our designers into the spurof the European fashion trend. Taking part in European fashion show as a viewer would be beneficial. (Observation) And test marketing is done to check acceptance of new design concepts from Europe, if positive, those concepts might be considered for designer’s production.

Monitoring and control plan are excluded due to we are unable to monitor and control the European market.

For Design Team in Hong Kong Evaluation: Management is not supposed to evaluate designer’s performance by only observation and own perception. They should assess theirs by actual figure – sales of their design work. Past and present sales records are looked into.

In addition to sales figure, designer’s loyalty is checked by indirect approaches. This can only be done by observation, seeing any disloyal actions like contract with competitor firms.

Monitoring: If less than 5 pieces of product in 2 seasons are sold, designer of those products should be interviewed for further investigation.

Control: After getting customer’s feedback from CRM program, design team is required to alter their work to more cater customer’s needs and wants. Direct calls from designers of complained product is effective.

Motivational activities like gathering are planned for relationship construction within design team.

We use customer’s feedback and sales of designers’ product to evaluate their performance. If they get good sales records, they are sent to Europe for short term training.

For outputs in China Evaluation: Evaluation team should take any aspect that allows further lower cost into inspection. It should work with plant manager to search any case of design being stolen, then focusing on weak points that make such case more possible.

Evaluation of chance of lowering production cost is conducted. Managers and workers in plant are interviewed in trying to cut cost while maintaining quality.

We will check all the working condition in the plant. We will collect worker’s opinion to find out any place that needs adjustment because they know what they need to work faster and more efficient best.

Monitoring: Not more than 0.01% of fabric is wasted as a monitoring criteria. Any dishonest conduct is banned and anyone who commits it is fired immediately as a warning to others.

Control: Plant manager is responsible to safeguard design work. So, collection of design work right after every day production is a must.

We have to have a superb Quality Control (QC) on every detailed element in the supply chain.

Development of production with high accuracy and efficiency matters. Plant manager is then asked to prepare such report per season.

 Staff

Evaluation:

Third objective is planned to check upon the service quality. As the target market of Moiselle has extreme high expectation of service offered, personality, attitude, and gesture are critical elements when delivering customer service. General Manager will check regularly the CRM database seeing interactions customer has with Moiselle.

We will deliver short opinion form after every transaction. We use them to get immediate feedback. They are recorded in the CRM database as well.

Monitoring: Personal service rate achieve more than 8.5 as a past rate, with 10 as the maximum.

Control: Centralized training centre ensures standardized service quality. And we have a better control over servicers. Corporate culture is started to instill into their minds. A list of Key performance indicators (KPI) is introduced.

KPI

Smile

4 levels

Welcome words and good

4-5 sets

bye words

Usage of CRM program

Speed, accuracy, piracy, kindness

Fashion knowledge

Company’s requirement

On the other hand, GM will have direct calls to salesperson in case of serious complaints.

 Franchisees

Forth objective is planned to check upon the performance of franchisees during expansion in China before Moiselle has further expansion in China.

Evaluation: This part will be a series of interviews with franchisees, with aims of better renew of corporate culture and concern of their operational needs. We offer help.

➢

Sales of every franchise are checked.

➢

Stock rate and draggy sales are checked.

➢

Visitor rate is checked.

Monitoring: Sales per season are required to have 7-9% growth at minimum. Stock rate is demanded to reach lower than 20 times of goods sold per month. 100 visitor rates per half month over 30 m² are obliged.

Example: One franchisee in China Sales

1st season: HKD 100,000 2nd season: HKD 107,000 Percentage growth: 7% increase

Stock rate

Goods sold per month: 25 items (25*10=250) Stock: 197 items

Visitor rate

Shop area: 39 m² in China (39/30*100=130 visitor rate) Visitor rate for recent half month: 68

Control:

Interviews with franchise shops that cannot meet operational requirements will ask:

➢

Reasons

➢

Any help needed

We will decrease the similar possibility by leveraging encountered case onto other shops. They are documented and used.

 Copycats

Evaluation: Secret investigation will be conducted. By calculating the number of copycats on a regular basis, we evaluate other things as well:

➢

Number of copycats

➢

Quality of their products

➢

Distribution channels (Outlets and production plant)

Monitoring: In case of the number increased to over 55 we take action as a control approach.

Control: We should first have a clear acknowledge of legal actions we can take. And relationships with Chinese legal enforcement authorities are pivot when we take actions to stop copycats. We should take efforts to do this from right on.

Methods / Implementation Plan of evaluation: In order to achieve these objectives we propose a 6-stage process.

Stage 1. – (by August 2009) Establishment of Customer Relationship Management (CRM) Database 

This will provide every interaction customer has with Moiselle including complaints, number of purchase, payment preference, more importantly, their reactions on products.



All the details will be recorded and leveraged to have (1) direct marketing and (2) self-improvement for sustainability.



Contacts provided by the CRM database are used in the next stage.

Stage 2. – (by August 2009) Interviews with customer 

We then use to contacts provided by the CRM database to conduct 2 activities. And we separate customer by three levels during interviews. ➢

Heavy Users They are customers who have the most frequent purchases and the amount of money spent between HKD 20,000 and 50,000 per season.

➢

Moderate Users Spending HKD 7,000 to 20,000 per season, these users are interested in several brands like Moiselle.

➢

Light Users With HKD 500 to 7,000 spending in Moiselle per season, they are targeted to cultivate loyalty.



Depth interviews with a sample of 10 in each Chinese city in where Moiselle implanted its branches and it will develop.



Warm Calls are followed to allow Moiselle to grab customer suggestions and feedback in a wider scope than depth interviews and at a lower cost. They are asked:

➢

How they perceive brand of Moiselle (to see if our positioning strategy is effective)

➢

For their satisfaction of service and products.

➢

The product life cycle.

➢

What influence their purchasing decision

Relationship marketing is intelligence amid such competitive fashion market by having more intimate communications between branches and their customer in their areas.

Stage 3. – (by September 2009) Investigation of branches in China 

Both financial and non-financial performance of franchisees should be looked at closely to prevent brand image from getting worse.



Interviews with franchisee partners regarding their needs will be conducted.

Stage 4. – (by November 2009) Research of Copycats in China 

Moiselle is proposed to have a close eye on copycats in terms of their number, their product and design, and their ways to copy our designs.



It is done by observation as well as primary data.



Pretending clients of them would know more about how they operate.

Stage 5. – (by December 2009) Case studies for future development 

Great fashion boutiques similar to us in Europe are researched for any inspiration of how we do business.



Loyalty programs and marketing activities can be revised with proactive application by Moiselle.

Stage 6. – (by February 2010) Report on evaluation results 

Results are delivered and communicated to all employees in company.



Further monitoring and control plan are then developed with reference of the evaluation results.

Resources used in evaluation: Resources are categorized into 2 kinds – financial and human resources.

Financial resources are shown in the appendix while Human resources are about staff. The majority of the work will be undertaken by an evaluation team, with planning and management support and advice from the Board.