Brand Description and Trend Analysis
The main issue faced by Glue Store is of late deliveries and increased cost prices associated with The Academy Brand which causes a reduction in profits. To overcome such issue buying head wants to design a new house brand to replace The Academy Brand business across Glue Stores.
Name: “Macho Vintage”
Description: Macho Vintage will be a new brand of Glue Store that will be a modern and sophisticated label for fashion conscious men. The Macho Vintage will market its clothing towards adults and teenager who are looking for affordable, yet chic items to complete their wardrobe. Looking towards the demand for designer clothes, the brand will more focus on the newest and latest style. The new brand will concentrate to achieve the aim of Glue Store which is to deliver the products on time and reduction in operating cost. This brand will be specifically directed to design cloths for young males nowadays. The Glue Store is known for offering quality products. However, it shows that the people behind the brand are knowledgeable in selling and have presented a great idea.
“Men’s Quality clothing that will allow customers to enjoy the great outdoors while staying warm and looking stylish.”
From a long-run menswear market has taken a backseat, and the world of fashion was more focused towards women’s wear, but now the things have been changed, and male counterpart has grown into a metrosexual, even they are more interested in looking dapper and stylish. Considering this fact, designers and brands have shown curiosity towards modifying such market segment. The current market of menswear is segmented into different categories such as active wear, formalwear, casual wear, outerwear, and essentials (Fibre2Fashion.com. 2017). This trend is significantly associated with the rise of a new age in working environments of the corporate sector that has set free their employees from work uniform. Adding this, it was noticed that the coming age of masculine men has started focusing towards personal grooming and.
Table 1 Sales Forecast for High Summer
Product Class |
Unit Sold Academy |
Unit Decline % |
Unit FC |
Average Sell Academy |
Sell Prices Reduction |
New Price Points |
Sales Growth |
Sales FC ($) |
Trees |
7000 |
30% |
4900 |
30 |
5 |
25 |
-35% |
122500 |
Tanks |
4500 |
30% |
3150 |
20 |
5 |
14 |
-25% |
44100 |
Shirts SS |
2700 |
30% |
1890 |
45 |
5 |
38 |
15% |
71820 |
Swim Shorts |
5500 |
30% |
3850 |
40 |
5 |
32 |
8% |
123200 |
Walk shorts |
6000 |
30% |
4200 |
50 |
5 |
41 |
9% |
172200 |
Chinos |
1700 |
30% |
1190 |
90 |
5 |
80 |
6% |
95200 |
27400 |
19180 |
FC |
629020 |
Table 2 Calculation of Sales Growth
Previous sales unit |
Less : 20% margin Previous sales unit which are unsold |
Current sales unit |
% Sales Growth |
7000 |
5600 |
8641 |
-35% |
4500 |
3600 |
5761 |
-25% |
2700 |
2160 |
900 |
15% |
5500 |
4400 |
3703 |
8% |
6000 |
4800 |
4000 |
9% |
1700 |
1360 |
847 |
6% |
Sales Forecasting is the estimation of business’s sales in the future (Ma, Fildes and Huang, 2016). As per the given information new brand is going to launch in high summer starting October 1. It has been estimated that new brand to sit $5.00 under the average Academy price points across all categories. The Glue has added 4 new stores since last summer taking the total stores to50 stores Australia wide in which the new brand will be launched. It has also been considered that heavy demand of Tees and Tanks expect unit sales to shrink by 20%. As the brand is expected to reach 70% of the Acad Brand Sales, so unit Decline is estimated to 30 %. So, the total unit forecasting is based o 70% of actual unit. The total sales forecast for High Summer for all thee months is $629020.
Brand Essence
Table 3 Calculation for Open to Buy
Product Class |
Planned Sales |
Planned Markdowns |
Planned End of Month Inventory |
-Planned Beginning of Month Inventory |
Open-To-Buy (retail) |
Trees |
122500 |
9072 |
12250 |
$150000 |
|
Tanks |
44100 |
3499.2 |
4410 |
||
Shirts SS |
71820 |
4898.88 |
7182 |
||
Swim Shorts |
123200 |
8731.8 |
12320 |
||
Walk shorts |
172200 |
12247.2 |
17220 |
||
Chinos |
95200 |
6554.52 |
9520 |
||
629020 |
45003.6 |
62902 |
$ 150000 |
$ 586925.6 |
Table 4 Calculation of mark down value
Product Class |
Sales FC |
Sales Through |
Unsold Stock |
MD |
MD value |
Trees |
151200 |
80% |
30240 |
30% |
9072 |
Tanks |
58320 |
80% |
11664 |
30% |
3499.2 |
Shirts SS |
81648 |
80% |
16329.6 |
30% |
4898.88 |
Swim Shorts |
145530 |
80% |
29106 |
30% |
8731.8 |
Walk shorts |
204120 |
80% |
40824 |
30% |
12247.2 |
Chinos |
109242 |
80% |
21848.4 |
30% |
6554.52 |
750060 |
Open-To-Buy (OTB) is significantly refers to merchandise budget that created for purchase by a retail store for a specific time duration which is not yet ordered. In other words, it is a concept of how much inventory can be purchased without getting into trouble (The Balance, 2017). As based on the given data, sell through rate of 80% and remaining 20% is mark down by 30%. The ending inventory is estimated at 10% of the total Sales Forecast and the beginning Inventory leftover Academy stock which affects OTB estimation. The date indicates that $150,000 worth of Academy Brand that is considered as beginning Inventory and thus, used for OTB calculation
Formula used for OTB =Planned Sales + Planned Markdowns + Planned End of Month Inventory – Planned Beginning of Month Inventory
There are two forms to calculate Open-To-Buy, either units or dollars; however the best is to calculate it in dollars as there can be some variations in costs of products. Total open to buy inventory is $586925.6. As prior to calculate OTB, Mark-down percentage to the unsold stock value is used to obtain mark down value.
Table 5 Range plan
Product Class |
Range Makeup |
OTB per class |
Avg selling price |
Units required |
Total Stores |
Units per SKU per store |
Quantity per SKU |
Total SKU required |
Tees |
30% |
216021 |
25.00 |
8640.84 |
50 |
12 |
600.00 |
9240.84 |
Tanks |
12% |
86408.4 |
15.00 |
5760.56 |
50 |
12 |
600.00 |
6360.56 |
Shirts SS |
5% |
36003.5 |
40.00 |
900.088 |
50 |
10 |
500.00 |
1400.09 |
Swim Shorts |
18% |
129612.6 |
35.00 |
3703.22 |
50 |
10 |
500.00 |
4203.22 |
Walk Shorts |
25% |
180017.5 |
45.00 |
4000.39 |
50 |
12 |
600.00 |
4600.39 |
Chinos |
10% |
72007 |
85.00 |
847.141 |
50 |
8 |
400.00 |
1247.14 |
Total |
100% |
720070 |
23852.2 |
27052.23 |
The OTB per class has been obtained by multiplying the total OTB by their respective range markup. The units required are calculated by dividing the OTB per class by average selling cost. The quantity per SKU is attained by multiplying the total stores of each category by the SKU per store of each product class.
Range planning is an important part of the overall planning process regarding the assortment of the collection which a store wants to maintain. This comprises of making decisions related to the amount of merchandise choice a store wished to keep. This also includes the variety in terms of various sizes that will be presented to the customers (Samli, 2015). The breadth of stock refers to the number of different kinds of commodities, and the depth of merchandise is the quantity of SKU’s in each kind.
Determination of right merchandise range is crucial to meet financial targets of a retail business and also meet the demands of their customers by making them available merchandise of their choice. If the variety and number of theproductare not according to the customer needs, the retailer likely loses the customer may be forever (Bianchini&Tricase, 2016). Thus, range plan is a careful balancing of the stock since overstocking will led to low inventory turnover and fewerprofits while under-stocking leads to lost sales and unsatisfied customers.
Sales Forecast for High Summer
Table 6 Calculation of Target Cost
Product Class |
Target Sell |
GP |
FOB Price |
Pick and Pack |
Storage |
Shipping |
Custom Duties |
Landed Cost (AUD) |
New GP |
Tees |
25 |
65% |
24.69 |
0.5 |
0.15 |
0.7 |
10% |
8.64 |
65.4 |
Tanks |
15 |
65% |
14.94 |
0.5 |
0.15 |
0.7 |
10% |
5.23 |
65.1 |
Shirts SS |
40 |
55% |
40.00 |
0.5 |
0.15 |
0.7 |
10% |
17.99 |
55.0 |
Swim Shorts |
35 |
61% |
34.85 |
0.5 |
0.15 |
0.7 |
10% |
13.59 |
61.2 |
Walk Shorts |
45 |
55% |
44.87 |
0.5 |
0.15 |
0.7 |
10% |
20.19 |
55.1 |
Chinos |
85 |
60% |
84.85 |
0.5 |
0.15 |
0.7 |
10% |
33.94 |
60.1 |
Total |
In the above table, the new landed cost, and the new G/P have been ascertained. The landed cost is obtained by adding additional costs to the original cost price plus 10% of the total amount. The FOB is reduced up to the point till the New G/P is equal to the required G/P. The following has been explained in detail below-
Tees-
(Target sell – landed cost) / Target Cost = New GP |
Let target sell be x |
x -8.64 / x = 65% |
x-8.64 = .65 x |
24.69% |
Tanks
(Target sell – landed cost) / Target Cost = New GP |
Let target sell be x |
x -5.23 / x = 65% |
x-5.23 = .65 x |
Shirts SS
(Target sell – landed cost) / Target Cost = New GP |
Let target sell be x |
x -17.99 / x = 55% |
x-17.99 = .55 x |
40% |
Swim Shots
(Target sell – landed cost) / Target Cost = New GP |
Let target sell be x |
x -13.59 / x = 61% |
x-13.59 = .61 x |
34.85% |
Walk Shorts
(Target sell – landed cost) / Target Cost = New GP |
Let target sell be x |
x -20.19 / x = 55 |
x-20.19 = .55x |
44.87%. |
Chinos
(Target sell – landed cost) / Target Cost = New GP |
Let target sell be x |
x -33.94 / x = 60% |
x-33.94 = .60 x |
84.85%. |
Table 7 Monthly Phasing
Product Class |
Cost |
Sell |
GP |
Units |
Total Cost |
Total retail |
Tees |
8.64 |
25 |
65% |
8641 |
74613.65 |
216021 |
Tanks |
5.23 |
15 |
65% |
5761 |
30098.93 |
86408.4 |
Shirts SS |
17.99 |
40 |
55% |
900 |
16188.07 |
36003.5 |
Swim Shorts |
13.59 |
35 |
61% |
3703 |
50308.2 |
129612.6 |
Walk Shorts |
20.19 |
45 |
55% |
4000 |
80747.85 |
180017.5 |
Chinos |
33.94 |
85 |
60% |
847 |
28747.74 |
72007 |
Total |
23852 |
280704.44 |
720070 |
October |
November |
December |
|||||||||||
Product Class |
Units |
Total Cost $ |
Total retail |
Unit |
Cost |
Retail |
Unit |
Units |
Cost |
Retail |
Unit |
Cost |
Retail |
Tees |
8641 |
74613.65 |
216021 |
2160.25 |
18653.413 |
54005.25 |
3456.4 |
3456.4 |
29845.46 |
86408.4 |
3024.35 |
26114.8 |
75607.4 |
Tanks |
5761 |
30098.93 |
86408.4 |
1440.25 |
7524.7325 |
21602.1 |
2304.4 |
2304.4 |
12039.572 |
34563.36 |
2016.35 |
10534.6 |
30242.9 |
Shirts SS |
900 |
16188.07 |
36003.5 |
225 |
4047.0175 |
9000.875 |
360 |
360 |
6475.228 |
14401.4 |
315 |
5665.82 |
12601.2 |
Swim Shorts |
3703 |
50308.2 |
129612.6 |
925.75 |
12577.05 |
32403.15 |
1481.2 |
1481.2 |
20123.28 |
51845.04 |
1296.05 |
17607.9 |
45364.4 |
Walk Shorts |
4000 |
80747.85 |
180017.5 |
1000 |
20186.963 |
45004.375 |
1600 |
1600 |
32299.14 |
72007 |
1400 |
28261.7 |
63006.1 |
Chinos |
847 |
28747.74 |
72007 |
211.75 |
7186.935 |
18001.75 |
338.8 |
338.8 |
11499.096 |
28802.8 |
296.45 |
10061.7 |
25202.5 |
Total |
23852 |
280704.44 |
720070 |
5963 |
70176.11 |
180017.5 |
9540.8 |
9540.8 |
112281.776 |
288028 |
8348.2 |
98246.6 |
252025 |
The above table depicts the monthly phasing on the basis of theprovided split of three months. This has been done by splitting the total retail and total cost on the basis of provided percentage of each month. The percentages for the months were as follows:
October- 25%
November- 40%
December- 35%
The monthly phasing percentage of each month depicts the amount of stock a buyer wants in a particular month out of the total stock he intends to purchase in the entire year. Since the buyer requires to purchase stock for the entire season (Donnellan, 2013). It is obvious that not all the ordered stock will arrive in a single time. It is very important the buyer has a plan of how much stock is necessary for a particular month according to the percentage. The same has been done in the above question; the total retail is split into months (Zentes, Morschett& Schramm-Klein, 2013). The purpose of this monthly phasing is to ensure an even distribution of stock to avoid the case of too much and too less in any particular month. Stock drops that are well balanced ensure that the business has a healthy stock turnover avoiding the situation of dead stocks and out of stock scenarios. Thus monthly phasing needs to be mapped out keeping in mind the expected sale in every month depending on the situations.
References
Bianchini, A., &Tricase, M. (2016, April). From Financial Merchandise Planning to Supply Chain Design and Execution. In Workshop on Business Models and ICT Technologies for the Fashion Supply Chain (pp. 215-223). Springer, Cham.
Donnellan, J. (2013). Merchandise buying and management. A&C Black.
Fibre2Fashion.com (2017). Menswear is slowly picking up the pace. Retrieved on 2nd December 2017.from < https://www.fibre2fashion.com/industry-article/7467/menswear-slowly-picking-up-pace>
Ma, S., Fildes, R., & Huang, T. (2016). Demand forecasting with high dimensional data: The case of SKU retail sales forecasting with intra-and inter-category promotional information. European Journal of Operational Research, 249(1), 245-257.
Samli, A. C. (2015). Developing a Merchandise Mix. In Coping with Retail Giants (pp. 161-174). Palgrave Macmillan US.
The Balance (2017). Open-To-Buy Planning for Retailers. Retrieved on 2nd December 2017.from < https://www.thebalance.com/open-to-buy-planning-2890318>
Zentes, J., Morschett, D., & Schramm-Klein, H. (2017). Buying–Strategy and Concepts. In Strategic Retail Management (pp. 377-397). Springer Fachmedien Wiesbaden.