Clothing Company (CC) CC is a public limited company. It operates its own branded clothing retail stores only in the US. CC has been a popular choice with both customers and investors. Revenue and profit were consistently high until 2008. CC used to have only four main seasonal ranges: spring, summer, autumn and winter. As digital marketing and fast fashion became more popular, CC struggled to meet the changing needs of its customer base. Originally, clothing was sourced from manufacturers, based in low-income countries, which used flow production. Timeline of CC 2009–2010 Competition from online only retailers reduce CC's market share. 2010–2011 CC sets out new marketing objectives (see Appendix 1). CC invests in digital marketing and increases the number of sales promotions. 2012 CC ends its relationship with existing clothing manufacturers and begins using fast fashion specialist clothing manufacturers. These local clothing manufacturers are able to supply limited order quantities in the short lead times CC requires. CC adapts its marketing mix and begins to sell online (see Appendix 2). 2013 Customer feedback refers to poor quality and design innovation (see Appendix 3). Poor planning of introducing online selling results in disappointing sales. 2014–2015 Revenue from the largest city centre stores decreases. Profit continues to decrease. Dividend payments are reduced and share price decreases (see Appendix 4). 2016 Sulwar Singh is appointed Marketing Director. He has extensive experience of online sales and marketing of premium products. Sulwar introduces viral marketing campaigns and social media influencers are paid to promote the brand. 2017–2019 CC continues to lose market share. Inventories reach record high levels. The marketing objectives set in 2010 are not achieved. 2020 Sulwar loses the confidence of the board and is replaced by John Dee as Marketing Director. John is set an objective to restore CC's brand reputation. 2021–2023 John insists on new quality control procedures. The share price remains low, but stable. Developing an operations strategy for survival and growth The directors of CC are concerned that the business may fail. They believe it needs a new and distinctive operations strategy to reduce costs and increase efficiency. Appendix 1: CC's marketing objectives in 2010 • To increase sales volume by 20% by 2019. • To revise CC's pricing strategy. • To expand CC's customer base. Appendix 2: Changes to CC's marketing mix in 2012 Old marketing mix • Seasonal clothing • Main target segment: 30–50 year olds • Branded with CC logo • Competitive pricing • Limited range of products • Distributed through CC shops New marketing mix • Quick response to fashion changes (fast fashion) • Main target segment: 13–30 year olds • Branded with CC logo • Dynamic pricing • Large range of products • Distributed through CC shops and CC website Appendix 3: Examples of customer feedback in 2013 'CC clothing used to be good quality. My new jumper fell apart in its first wash!' 'I don't know what counts as fashion these days, but I don't like it.' 'There's always something new every time I visit the website.' 'I was going to buy a shirt in a CC shop, then I found it much cheaper on the website.' Appendix 4: Financial data: 2008–2020 | | 2008 | 2012 | 2016 | 2020 | |:---|:---|:---|:---|:---| | Revenue ($m) | 100 | 70 | 60 | 75 | | Profit ($m) | 10 | 3.5 | 3 | 1 | | Dividend per share ($) | 2 | 0.75 | 0.5 | 0.25 | | Share price ($) | 7 | 4 | 3.5 | 3 | Evaluate the effectiveness of CC's marketing strategy between 2010 and 2020.