Marketing Mix for Ted Baker

Part A - Marketing Mix

List of Figures

Fig.: 1 Fig.: 2 Fig.: 3 Fig.: 4 Fig.: 5 Fig.: 6 Fig.: 7 Fig.: 8 Fig.: 9 Fig.: 10 Fig.: 11 Fig.: 12 Fig.: 13 Fig.: 14 Fig.: 15 Fig.: 16 Fig.: 17 Fig.: 18 Fig.: 19 Fig.: 20 Fig.: 21 Fig.: 22 Fig.: 23 Fig.: 24 Fig.: 25 Fig.: 26 Fig.: 27 Fig.: 28 Fig.: 29 Fig.: 30 Fig.: 31 Fig.: 32 Fig.: 33 Fig.: 34

p. 1 p. 2 p. 4 p. 5 p. 5 p. 5 p. 5 p. 5 p. 5 p. 6 p. 6 p. 6 p. 7 p. 7 p. 7 p. 7 p. 7 p. 7 p. 7 p. 7 p. 7 p. 7 p. 8 p. 8 p. 8 p. 8 p. 8 p. 8 p. 8 p. 8 p. 9 p. 9 p. 9 p. 9

• Authors own, Ted Baker Store Nottingham Shoes 2022

• Authors own, Ted Baker Store Nottingham New Collection, 2022

• Ted Baker, 2022. Logo. [illustration] Available at: https://www.pinterest.com/pin/174303448048323578/ [Accessed 18 May 2022].

• Authors own, Table of Ted baker finances, 2022. Available at: https://www.tedbakerplc.com/investor-relations/re sults-and-reports/2022 [Accessed 30 May 2022].

• Ted Baker, 2022. Stock. [image] Available at: https://www.tedbakerplc.com/investor-relations/share-price-data-chart ing/share-price-data-chart [Accessed 20 May 2022].

• Authors own, Market position map, 2022

• Ted Baker, 2022. Customer responds. [image] Available at: https://www.tedbakerplc.com/~/media/Files/T/Ted-Baker/ press-release/ted-cmd-outline-ir.pdf [Accessed 18 May 2022].

• Ted Baker, 2022. Our Values. [image] Available at: https://www.tedbakerplc.com/~/media/Files/T/Ted-Baker/press-re lease/ted-cmd-outline-ir.pdf [Accessed 18 May 2022].

• Hero, n.d. Ted Baker Store [image] Available at: https://www.usehero.com/customer-stories/ted-baker/> [Accessed 5 May 2022].

• Authors own, Selfridges, 2022

• Authors own, Ted Baker location map, 2022

• Authors own, Place SWOT, 2022

• Authors own, Nottingham Ted Baker store stairs, 2022

• Authors own, Nottingham Ted Baker store shoes, 2022

• Authors own, Ted Baker at John Lewis Nottingham, 2022

• Ted Baker, 2022. Website. [screenshot] Available at: https://www.tedbaker.com/uk [Accessed 23 May 2022].

• Instagram,2022. Ted Baker Shop. [screenshot] Available at: https://www.instagram.com/p/Cdscc5UsYvN/ [Accessed 23 May 2022].

• Innovation in Textiles, 2017. Digital textiles printing. [image] Available at: https://www.innovationintextiles.com/digi tal-textile-printing-a-focalpoint-theme-at-texprocess/ [Accessed 23 May 2022].

• LS:N, 2015. Smart fitting rooms. [image] Available at: https://www.lsnglobal.com/micro-trends/article/16876/smart-fit ting-rooms [Accessed 23 May 2022].

• DETEGO, 2017. Smart mirror. [image] Available at: https://www.detego.com/retail_insights_en/retail-en/really-clev er-the-smart-fitting-room-is-appreciated-by-customers-and-retailers/ [Accessed 23 May 2022].

• TikTok, 2022. @mrsrodial. [screenshot] Available at: https://www.tiktok.com/@mrsrodial [Accessed 23 May 2022].

• Mintel, 2021. [table] Available at: https://reports.mintel.com/display/1115471/?fromSearch=%3Ffilters.catego ry%3D124%26last_filter%3Dcategory&highlight#hit1 [Accessed 23 May 2022].

• Drapers, 2021. Selfridges’s pre-loved wedding pop-up. [image] Available at: https://www.drapersonline.com/news/ first-look-resellfridges-the-wedding [Accessed 24 May 2022].

• Authors own, Circular Resale Model, 2022

• United Nations, 2022. SDG 12. [image] Available at: https://sdgs.un.org/goals/goal12 [Accessed 24 May 2022].

• Authors own, Tripple Bottom Line, 2022

• Authors own, Resale Facts, 2022

• Vinted, 2022. Ted Baker. [screenshot] Available at: https://www.vinted.co.uk/vetements?search_text=Ted+baker [Ac cessed 24 May 2022]

• Instagram,2022. Ted Baker Press Events. [screenshot] Available at: https://www.instagram.com/stories/high lights/17998648150440280/?hl=en [Accessed 24 May 2022].

• Ted Baker, 2022. Campaign. [image] Available at: https://www.tedbaker.com/uk/edited/garden-party-outfits-mens [Accessed 24 May 2022].

• Ted Baker, 2022. Campaign. [image] Available at: https://www.tedbaker.com/uk/edited/garden-party-outfits-mens [Accessed 24 May 2022].

• Ted Baker, 2022. Brand awareness. [image] Available at: https://www.tedbakerplc.com/~/media/Files/T/Ted-Baker/ press-release/ted-cmd-outline-ir.pdf [Accessed 28 May 2022].

• Authors own, AIDA model, 2022

• Ted Baker, 2022. E-mail newsletter from the 27 May 2022. [screenshot]

Fig.: 35 Fig.: 36 Fig.: 37 Fig.: 38 Fig.: 39 Fig.: 40 Fig.: 41 Fig.: 42 Fig.: 43 Fig.: 44 Fig.: 45 Fig.: 46 Fig.: 47 Fig.: 48 Fig.: 49 Fig.: 50 Fig.: 51 Fig.: 52 Fig.: 53 Fig.: 54 Fig.: 55 Fig.: 56 Fig.: 57 Fig.: 58 Fig.: 59 Fig.: 60 Fig.: 61 Fig.: 62 Fig.: 63 Fig.: 64 Fig.: 65

p. 9 p. 9 p. 10 p. 10 p. 10 p. 10 p. 11 p. 12 p. 13 p. 13 p. 13 p. 14 p. 14 p. 14 p. 15 p. 15 p. 15 p. 15 p. 15 p. 15 p. 15 p. 15 p. 17 p. 17 p. 18 p. 18 p. 19 p. 19 p. 19 p. 20 p. 21

• FashionUnitedUK, 2018. Ted Baker Campaign. [image] Available at: https://fashionunited.uk/news/fashion/paint-it-tedted-baker-reveals-its-first-ever-advertising-campaign/2018110539795 [Accessed 28 May 2022].

• Ted Baker, 2022. Brand awareness in Germany. [table] Available at: https://www.tedbakerplc.com/~/media/Files/T/ Ted-Baker/press-release/ted-cmd-outline-ir.pdf [Accessed 28 May 2022].

• Ted Baker, 2022. Campaign. [image] Available at: https://www.tedbaker.com/uk/edited/mens-summer-eveningwear [Accessed 29 May 2022].

• Authors own, Kotlers communication model, 2022

• Authors own, DRIP Model, 2022

• Instagram, 2022. Hugo Boss. [image] Available at: https://www.instagram.com/boss/ [Accessed 29 May 2022].

• Authors own, Stansead Airport Ted Baker Store, 2022

• Zara, 2022. Logo. [image] Available at: https://de.wikipedia.org/wiki/Datei:Zara_Logo.svg [Accessed 14 May 2022].

• SCM Globe, 2020. Zara’s Unique Business Model. [image] Available at: https://www.scmglobe.com/zara-clothing-com pany-supply-chain/ [Accessed 17 May 2022].

• Authors own, Turkey versus Bangladesh, 2022

• Zara, 2022. Satin Fabric Products. [image] Available at: https://www.zara.com/uk/ [Accessed 17 May 2022].

• Authors own, Supply chain risks, 2022

• SCM Globe, 2020. Zara location and logistics. [image] Available at: https://www.scmglobe.com/zara-clothing-compa ny-supply-chain/ [Accessed 17 May 2022].

• Good on you, 2022. Zara sustainability brand rating. [screenshot] Available at: https://directory.goodonyou.eco/brand/ zara [Accessed 17 May 2022].

• Authors own, Zara Markdown, 2022

• Future Learn, n.d. Loyality Loop. [image] Available at: https://www.futurelearn.com/info/courses/understand ing-your-customers/0/steps/221481 [Accessed 20 May 2022].

• Smart Insights, 2013. Diffusion of Innovation Model. [screenshot] Available at: https://www.smartinsights.com/market ing-planning/marketing-models/diffusion-innovation-model/ [Accessed 21 May 2022].

• Trustpilot, 2022. Zara reviews. [screenshot] Available at: https://www.trustpilot.com/review/www.zara.com [Ac cessedv23 May 2022].

• Facebook, 2022. Zara Care. [image] Available at: https://www.facebook.com/ZARACare// [Accessed 23 May 2022].

• Instagram, 2022. Comments. [image] Available at: https://www.instagram.com/zara/?hl=en [Accessed 23 May 2022].

• Retail week, 2022. Zara Pay & go. [image] Available at: https://www.retail-week.com/fashion/store-gallery-zara-unveilsmost-tech-driven-store-yet-with-scan-and-go-payments-and-automated-returns/7041641.article?authent=1 [Accessed 23 May 2022].

• Zara, 2022. Size guide. [image] Available at: https://www.zara.com/uk/ [Accessed 23 May 2022].

• Pinterest, 2022. South Africa Ted Baker Store. [image] Available at: https://www.pinterest.de/pin/418271884138404484/ [Accessed 20 May 2022].

• Authors own, Ted Baker at John Lewis Nottingham, 2022

• Instagram,2022. Ted Baker. [screenshot] Available at: https://www.instagram.com/tedbaker/tagged/?hl=en [Accessed 18 May 2022].

• Ted Baker, 2022. Customer research. [image] Available at: https://www.tedbakerplc.com/~/media/Files/T/Ted-Baker/ press-release/ted-cmd-outline-ir.pdf [Accessed 18 May 2022].

• Trustpilot, 2022. Ted Baker reviews. [screenshot] Available at: https://www.trustpilot.com/review/www.tedbaker.com [Accessed 24 May 2022].

• Twitter, 2022. Ted Baker. [screenshot] Available at: https://twitter.com/ted_baker [Accessed 24 May 2022].

• Instagram, 2022. Comments. [image] Available at: https://www.instagram.com/tedbaker/?hl=en [Accessed 24 May 2022].

• Ted Baker, 2022. 26.May Report, 2022. Available at: https://www.tedbakerplc.com/investor-relations/results-and-re ports/2022 [Accessed 30 May 2022].

• Ted Baker, 2022. Product. [image] Available at: https://www.tedbaker.com/uk/c/womens/clothing/323 [Accessed 26May 2022].

Part A:

Marketing Mix

COMPANY OVERVIEW.

TED BAKER PLC. “NO ORDINARY DESIGNER LABEL”

Ted Baker is a global lifestyle brand distributing across five continents “offering a wide range of collections including menswear, womenswear, accessories, fragrance, skinwear, footwear, eyewear and watches.” (Ted Baker, 2022).

Ultimately Ted Baker is a highly regarded British brand with a prompt brand recognition of 96% in the UK, with increasing awareness in the USA and Germany and strong perceptions of trust (21%), quality (23%), being worth buying (18%) and brand affinity (21%).

Group revenue £428.2m £352.0m £630.5m

UK and Europe Performance

Revenue (inc. licensing) £297.4m £246.8m £422.6m

Total retail revenue £204.7m £181.9m £296.9m

Store revenue £99.7m £67.3m £202.3m

E-commerce revenue £105.0m £114.6m £94.6m

Sales per square foot including commerce sales £658 £1,043

Sales per square foot excluding commerce sales £447 £244 £711

Wholesale revenue £77.6m £52.4m £106.7m

Own stores 47 44 46

Concessions 95 130 242 Outlets 19 21 22

Partner stores/concessions 12 10 11

Total 173 205 321

Fig.:6

£

Aspirational Mainstream

Customer research (Fig.: 7) found associations with the brand remain positive overall feeling good and getting a sense of confidence from wearing Ted Baker fashion products. Other things found were “to stand out and be complimented”, ”being comfortable while still being stylish”, “versatile, suited for a mix of occasions” and words like sophistication, elegance, smartness were used, proving the new design direction (Fig.:8) settles well with the loyal long-time customers.

As for the recent financial situation (Fig.:4) Rachel Osborne, Chief Executive Officer (2021) commented: “The Ted Baker brand has strengthened further, with the number of active customers growing to 1.2m by the end of the year”, despite the decrease of the group revenue by 44% to £352.0m (Nov. 2021) compared to £630.5m (Nov.2020) in the prior year, still majorly

But even with the major impact of COVID and the following slowdown in the economy, there is a decrease in demand for Ted Baker’s products. People have less disposable income to spend on non-essential items. Ted Baker is aware of the current market risks (Appendix, p. 20), carefully manages costs and monitors the board on performance also exploring “all UK government support schemes and take steps to reduce costs and protect cash flow.” (Ted Baker, 2020).

impacted of COVID restrictions on trading globally. “But e-commerce sales increased by 22.0% to £144.9m, supported by continued investment in digital business and significant improvements to the online customer journey.” (Osborne, 2021).

“A “place” refers to how and where the fashion product will be available and sold” (Solomon, Mrad, p.342, 2022), and while retailing functions as a bridge between the producers (e.g. Ted Baker and their manufacturers) and the customers, offering time, space service and ownership value, different sales strategies reach different consumers. With a wide target group (Appendix, p. 18) Ted Baker can drive most sales with many different distribution channels with varying numbers of levels included (Solomon, Mrad, 2022).

MULTI-CHANNEL RETAILING:

Currently Ted Baker follows a multi-channel approach, with 45 brands owned physical stores, 205 concession lines in various department stores, online on www.tedbaker.com or indirect e-commerce, like Asos, shipping nearly all over the world (Fig.:11). And while the goal is to build an omni-channel, with customers experiencing all touchpoints as one brand and not only separate channels, it is not an easy task to fulfil, to coordinate and strategically plan all individual factors to become one experience (Hansell, 2022).

Research shows “almost two thirds (62%) of UK consumers expect more convenience from brands.” (Wunderman Thompson Technology, 2021) and the future of retailing being prospected as followed:

• Decentralised - Existing beyond retail centres and the limits of bricks-and-mortar

• Responsive - Agilely adapting to fluctuating demand or gaps in service

• Low-impact - Tackling environmental footprints across supply chains

• Hyper-transparent - Using data to better inform and educate shoppers

(Retail Future 2021 Report)

Being ahead of the game will be a huge advantage over competitors, given the already wide spread of store locations all over the world and international reach of Ted Baker, smaller investments in technology and more in-store experiences are a relatively easy task than to build more stores.

Considering the SWOT analysis (Fig.:12) focusing on Ted Bakers retailing strengths and weaknesses, there are several opportunities for them to enhance their “Place” factor in the Marketing Mix.

HQ Location LONDON j

TED BAKER LOCATIONS:

Ted Baker Stores

Concesions, Outlets, ... Websites and Shipping Options

Strengths Weaknesses Opportunities Threats

» worldwide avaible

» easy return process

» destinct shop environments

» good customer service

» wide retailing network

» BNPL payment options

(Customer Reviews 2022; Mintel, 2021)

» long shipping times

» distrubtion of different fashion items to specifc stores/ online only » separation of distribution channels

» lack of innovation

(Grose, 2021)

» resale

» in-store experience

» promotional events

» advanced technology

» linking social media with sales

» loyalty schemes

(Soloman, Mrad, 2022)

» currency fluctuations

» changing customer preferences

» exposure of stakeholders to negative media

» supplier & critical path agility

» diversity & inclusion

(Ted Baker, 2022)

PLACE.

PREPARING THE PHYSICAL RETAIL ENVIRONMENT FOR THE FUTURE:

Keeping the agility to be able to adapt to demands and gaps in service will be extremely important in today’s fast changing world (Business of Fashion, 2021). And although the change to the metaverse is too big of a step for a brand like Ted Baker, they should not fall behind.

With the massive investment in the online presence Ted Baker already took the right step into a decentralised retail future, integrated social media into their e-commerce system, but the separation of the physical retail and online is still quite noticeable (Ted Baker, 2022).

However, after lockdown many countries now enter a recovery phase and are “set to return to some level of normalcy with both physical stores and online channels being more closely integrated than ever before ... from learning what is on-trend to keeping in touch with brands, from selecting and purchasing products to sharing their shopping experience.”(Mintel, 2021). They see the ability to connect with brand associates (both in-store and online) and have all digital options as normal and retailers need to acknowledge these demands as innovations in offline spaces to gain a competitive advantage.

Easy options for experiments with digital tools and technologies could be smart mirrors in stores (Fig.:19, 20), loyalty schemes with physical benefits by doing digital tasks (Fig.:21, 22) or simple product filters for social media. In addition to further possibilities of in-store embroidery personalisation or even an online tool to design your own unique Ted Baker scarf with digital fabric printing (Fig.:18).

Industry professionals predict that “brick-and-mortar stores will be used as galleries, showrooms and event spaces” (Howland, 2021) and brands offering additional incentives like one-off-a-kind experiences will emerge as winners in the race to success (Solomon, Mrad, 2022).

Ted Baker already has a strong store image, creating an enjoyable, warm and creative atmosphere. All 5 characteristics: the exterior, interior, layout, design decoration and human variables play together to generate a feeling of intimacy and familiarity for their target customers (Nobbs, Fong and Baker, 2015). Integrating some in-person experiences with detail capabilities in the stores will not need a lot of effort.

Store Department store Website Social Media

Fig.:23

PLACE.

TESTING RESALE OPPORTUNITIES WITH POP-UP EVENTS:

Since retail is a key role in the circular fashion economy selling millions of products every day in stores and online, consumers “are increasingly interested in the social and environmental impact of these products” (Blum, 2021), needing brands to rethink their opportunities and embrace new revenue streams with business models that are good for the planet, for people and price (Fig.:24-26).

Fig.:25

Planet People Price

» reduce waste » good quality » use of sustainable material

» easy recycling

» green transport

» less overconsumption

» transparence

101.2 million

clothing items were sold by retailers in resale shops in the course of the year 2020. (Drapers,2021) 188 million

consumers have tried reselling for the frist time in 2021, compared to 36.2 million in 2020. (Thread up,2021)

Consumers reduce their carbon footprint by 82% when they buy used items instead of new ones.

Etsy bougt the British second-hand fashion resale app Depop for $1.6 billion in June. (Depop, 2021)

5 to 7%

60% of the retailers surveyed are now open to offering a range of second-hand items to their customers. (Thread up, 2021)

of resellable fashion is sold and bought on resale platforms. It means that there´s an estimated 2.1 trillon dollar of fashion items currently sitting unused in wardrobes. (Business of Fashion, 2021)

(FashionUnited UK, 2021) 65% of consumers --

turn to second-hand fashion for many different reasons, whether it be their personal style, budget or commitment to a more sustainable lifestlye. (Mintel, 2022)

For Ted Baker a recommence model also known as resale could be a big opportunity to invest in. Overall, Ted Bakers resale values are quite high compared to their competitors. On websites like Depop and Vinted the category “Ted Baker Coat” alone stocks over 500+ items still selling for around 200GBP in used conditions and up to 300 for new ones still with a tag attached (Fig.:28). Especially rare colours or prints from past collections (Fig.:30) seem to be very popular. But also dresses, shoes and handbags get sold very quickly for unusual high prices.

And statistics like the research from Drapers Sustainability (2021) report state: ”Younger people are more likely to resell items online: 17% of 18 to 24-year-olds and 19% of 25 to 34-year-olds say this is their preferred channel of disposal.”

And “more than a third (37%) of consumers buy second-hand fashion online, rising to around half for shoppers aged under 35. Nearly half (45%) buy secondhand fashion in stores or markets.” The market is ready (Fig.:27) and retailers willing to adopt will also gain new customers and improve engagement with existing ones.

Resale attracts lots of different types of customers from all economic levels, people who could normally not afford a Ted Baker dress would be able to get one for special occasions. While loyal customers could get their hands on previous styles they missed but adore and might even pay more than the original retail price, or just find some treasures and save money, to use it for the next vacation (Narts, 2021).

To avoid lots of organisation and keep it at low-cost a pop-up store has a lot of benefits, reselling items for only a specific period at a specific location, maybe even travelling to different UK cities.

» paying living wage » no price pressure on manufacturer » cheaper resale prices (Blum,2021)

“The goal of a pop-up store is to create consumer interest and generate buzz.” (Solomon, Mrad, 2022). It’s an efficient way to introduce and test the desirability of second-hand Ted Baker products and see what the customers thinks. It also emphasises a great customer experience and features an engaging form of shopping, maybe even connectable with some of the other ideas in this report and not much different to Ted Bakers previous PR events (Fig.: 29) or Selfridges “pre-loved pop-up event” (Drapers,2021), (Fig.:23).

“Not only can more circular business practices cut emissions, reduce primary resource use, minimise waste, and create a more accessible economy for all, but the growth of circular systems shows many recognise this can be a winning business formula, too.” (Susan Harris, n.d.)

33 million

The total number of consumers who bought second-hand apparel for the frist time in 2020. (FashionUnited UK,2021)

PROMOTION.

To reach the goal of marketing by the “process of identifying and satisfying customer needs through the profitable supply of product and service benefits” (Jackson and Shaw,2001), it is necessary to manage the whole mix of elements, so their benefits are delivered in the most effective way possible. Even if the product, price and place are as perfect as they can get, when the customer does not know they exist in the first place, the business will fail.

Ted Bakers last year’s market research (Fig.:32) clearly displays people have a very high awareness of the brand in the UK with 96%, although the people considering buying a garment rapidly decrease to only 49% and even less consumer currently shop with them. So, what is the problem?

The product, price, place or more likely the lack of promotional activities fitted for these types of customers. Ted Baker does not have any kind of advertisement, only a small visual campaign for their online presence, and some trials of promotional activities in the past (Hughes,2018).

To reach their goals for the next quarter (Appendix, p. 20) to expand their market share in the US and Germany the major problem is to get them known. 65% of Germans don’t even know the brand exists, while Ted´s competitors have the same percentage of people “definitely considering” buying from them (Fig.:36). Their current marketing concept, consisting mainly of BTL with direct emailing (Fig.:34), sales, CRM and some social media activity, is not designed to reach new customers at all (Travell, 2021).

AIDA MODEL IN TED BAKER BRAND AWARENESS CONTEXT

A I D A

Attention Interest Desire Action

Using design elements like strong imagery, colours and signature prints for campaign with story line for ATL advertisment.

Using messages, interactive objects and backround text while integrating the brand.

Integrating macrotrends for sustainability, technology and diversity, representing the current zeitgeist.

RAISING THE BRAND AWARENESS :

While consumers receive fashion communication often from “personal sources such as people around them, including friends, family salespeople and sometimes more importantly – people from the street” (Solomon, Mrad, 2022), the basic content for people to talk about must come from the brand itself.

Ted Baker made a good start with their first ever campaign “Paint it Ted” in 2018, but gave up to quickly (Fig.:35). By analysing it with the AIDA model (Fig.:33) the start is always to get attention for example with a big above the line campaign for a new collection on billboards, in magazines and media, accessible for a large group of people to get the brand signature elements like their best-selling coat. Followed by the unique approach of painting to keep the interest (Heubel, 2019). Now the “advertisement convinces consumers that they want and desire the product or service because it will satisfy their needs.” (Jackson, 2022) and what could create more desire than to win an actual one-off-a-kind coat. The last step will be a call to action, by doing something, purchasing the products, or just responding in some form, in this case the contribution to the competition.

Using marketing tools for calls for action, discounts, loyalty schemes, events, ...

PROMOTION.

KOTLERS COMMUNICATION

MODEL

SENDER: ENCODING DECODING RECEIVER:

•

• Positive: more inclusion, bigger campaign

• Negative: make changes, rethink interpretation and target group

• Verbal: comments, reviews,

• Non-Verbal: new customers and more sales & profits

TED BAKERS COMMUNICATION:

Suppose Ted Baker wants to create an advertisement campaign to raise brand awareness and make more people loyal customers, a clear message must be developed. As illustrated in Kotlers communication model (Fig.:38) this is actualy a more difficult task to do than said, since a lot of “noises” can disrupt the path from creating the message to the customer understanding what is meant.

Using a campaign to advertise the resale events as an example, location, age, gender and culture can completely change how the receiver (the people interested to come to one of the events) precepts the information and might rethink to actually spend time and money.

However psychological research in fashion (Mair, 2018) shows people nowadays are more likely to keep an interest in advertising when the visuals support a more accurate and representative portrayal of the customers body image. Making them ”feel better about themselves, more accepting of their changing bodies, more confident, less invisible and more valued by companies and by society as a whole” (Mair, p.44, 2018) and then as a result spend more money. Competitors like Hugo Boss already included all kinds of bodies and faces in their latest campaigns (Fig.:40), resulting in a rapid increase of positive feedback, sales and PR attention (Boss, 2022).

And although an inclusive campaign can be tricky and should be handled with expertise and care, to not accidently offend somebody, every company needs to acknowledge “that not every woman is a six-foot-tall Blonde” and “that if a fashion brand wants to remain in the market, it should completely adapt to all changes in market trends and shifts in consumer behavior.” (Solomon, Mrad, p.78, 2022).

The campaign example as demonstrated in a DRIP model (Fig.:39) combines all aspects and represents the 3 A´s: attention, awareness and attraction, being a good opportunity to entertain, engage and inform customers (Jackson, 2022).

DRIP MODEL: TED BAKER CAMPAIGN EXAMPLE

Differentiate R

Ted Baker differentiates from competitors creating a resale pop up events and a inclusivity campaign to promote it.

Informing customers via billboards, social media, YouTube and online magazine advertisement and direct e-mails to already existing customers.

e-enforce

Communicating information of the events, available products, dates and locations while welcoming all people.

nform

The campaign promotes the events and builds interest and desire to buy while building a connection to the macrotrends of sustainability and diversity.

ersuade

Part A - Marketing Mix

CONCLUSION.

Overall, Ted Baker already does a good job with their use of the marketing mix for the current fashion industry but need to improve fast to adapt to the future developments. At the moment they could gain a major advantage over their competitors and “use the buzz of being the first” (Lutkevich, 2021) to promote their brand awareness internationally.

Their price and product strategies are well established with a wide range of options and are only mentioned in positive customer feedback, while place and promotion are the two elements which have the most opportunities to grow Ted Bakers business for 2023.

SUMMARY OF ALL MENTIONED SUGGESTIONS:

• Smart mirrors in changing rooms to let customers see other available options

• Loyalty scheme with digital tasks and physical benefits

• Social media filters and stickers for products, logos and events

• In store personalisation with embroidery

• Online tool to design own Ted Baker prints for scarves

• Resale pop-up events at different location

• Inform people of Ted Bakers sustainability strategy

• ATL campaign featuring a diverse set of people (ethnicities, body shapes, disabilities, …)

Industry Summative Assignment Report by Mae Woelfle N1011985

Zara Case Study

ANALYSIS OF ZARAS POSITION IN THE MARKET

OUTPERFORMING OTHER HIGH-STREET RETAILERS WITH FAST, ACCURATE AND HIGH FASHION DESIGNS AT AFFORDABLE PRICES.

Part B - Zara Case Study

Q1.

FROM THE CASE STUDY, OUTLINE THE PRIMARY SOURCING MODEL (MANUFACTURING TYPE) USED BY ZARA AND DISCUSS HOW THIS GIVES ZARA A COMPETITIVE ADVANTAGE OVER OTHER HIGH STREET RETAILERS AND SOURCING MODELS? CONSIDER THE DIFFERENT ASPECTS THAT MAKE UP COMPETITIVE ADVANTAGE IN SUPPLY CHAIN MANAGEMENT.

Zara is worldwide known for its famous quick product changes, trendiness and the short lead times. The concept of dropping new products every two weeks is only possible with a complex system of speeding up processes and a fast information flow.

The main reason for the agile and responsive supply chain is Zara’s “proximity sourcing” – also known as nearshoring (Amsterdam Standard, 2020). Integrated manufacturing and logistic systems, majority in european low wage countries as well as some nearby countries like Morocco and Turkey, combined with smart information technology, inform product decision and allow automated distribution. Only the basic core items will be produced in China or Bangladesh, with longer lead time but at much lower cost (Fig.:44).

While other high-street retailers need to source, approve and get their fabrics produced, making profits from the volume of goods at low prices (Londrigan, Jenkins, 2018), Zara already has a large selection of raw fabrics preproduced, ready to be quickly dyed or printed and then transformed into new products (Fig.:45). Reducing weeks of fabric approval, sampling and lead time, as well as waste and costs. Since the fabrics can be used or several different designs over several collections, bought in bulk in large MOQ with quantity discounts and do not require any special machinery or expertise to create complex designs.

Common problems like misunderstandings and cultural differences are eliminated by the use of advanced technology starting with CAD systems, transmitting the specs form the designers directly to the relevant machines. Making it fast and reliable by overstepping the often biggest problem, the human factor (The Manufacturer, 2016 ).

Extra time to compensate increased demands is already planned in the normal 4.5 day work week, so unpredictable circumstances do not cause any major disruptions (Fig.:43) and keep the whole process flexible for each week.

Fig.:44

Turkey Bangladesh

Production capacity exported $13.36 billion in 2021 exported $23.99 billion in 2021

Labour cost (min. wage) £277.66 per month £13.72 per month

Transportation 10 days / 1 day by air min. 20 days by sea

Expertise denim but wide variety all readymade garments

MOQ low, starting at 100 - 300 high, starting at 1.000 - 10.000

Ethical Standards high regulations low standards and workers rights

FABRIC EXAMPLES

SOURCING FACTS TURKEY VERSUS BANGLADESH

Part B - Zara Case Study

RISKS IN THE SUPPLY CHAIN

Macro-environment risks

Extended value chain risks

Internal operation risks

potential downturns in the global economy critical shortage of raw materials political instability newly created regulations natural disasters issues with partners changes from customers financial problems product related issues product development issues manufacturing delays logistic disruptions increased pressure on lead time

Functional support risks legal, financial, IT and HR shortcomings lead to issues in compliance or information flow

ILLUSTRATION OF ZARAS LOGISTICS AND LOCATIONS

SUSTAINABLITY

• lack of transparency

• minimal use of organic recycled fibres

• no specific goals set to become more sustainable

• minimal start of circular fashion program by Inditex but not specifically for Zara

• speed and design are more important than environmental factors

“The choice of suppliers shall be governed by principles of objectivity and transparency, combining the interest of the company in achieving the best conditions, with that of maintaining stable relations with ethical and responsible suppliers.” (Inditex, Code of Conduct and Responsible Practices, 2012)

When selecting a supplier, fashion industry professionals “look for the best value for money in terms of quality of the product, cost and speed of the production,” (Boardman, Parker-Strak & Henniger, p.131, 2020) by comparing and contrasting different competitors not only by price but also by quality assurance and ethical conditions for a successful long term relationship.

KEY FACTORS WHEN CHOOSING A SUPPLIER:

• Past performance and experience – a supplier needs to be reliable, producing as agreed in terms of quality and time. The more experience at manufacturing fashion garments the supplier has, the better (Boardman, Parker-Strak & Henniger, 2020).

» For time pressured products Zara is working with their own factories, being in total control over processes and performances. Experience has shown the 4.5 day work week works best for them to respond to increased demands.

WHAT CRITERIA DO FASHION INDUSTRY PROFESSIONALS LOOK FOR IN A SUPPLIER WHEN DECIDING WHERE TO PLACE AN ORDER FOR MANUFACTURING? FROM THE CASE STUDY, HOW DO ZARA BENEFIT FROM THESE CRITERIA IN ITS CURRENT SUPPLY CHAIN STRATEGY? CONSIDER THE BENEFITS AND FACTORS OF SUPPLY CHAIN MANAGEMENT AND THE RETAILER/SUPPLIER RELATIONSHIP Fig.:46 Fig.:47

• Production capabilities – factory size, equipment and manpower need to be suitable for the needed quantities, room to expand to maintain timely service are essential to determine MOQ and max. production levels (Hansell, Jackson, 2022).

» Due to the fact that the concept is to produce less quantity of a style but large amounts of different styles a wider selection of different machinery will be needed instead of large standardised production lines.

• Cost-competitiveness – pricing and costs will always be as important as the product itself. Customer expectations and demands need to be in balance with making profit for a successful business.

» Zara prices items based on market demand, not the cost of manufacture. Short production with low quantities create a sense of urgency to buy, meaning Zara sells 85% of their items at full price and leaves only 10% annually unsold. Making Zara more flexible in terms of price negotiation with suppliers (SCM Globe, 2020).

• Logistics and location – The factory’s location and transportation capabilities can have major effects. Depending on preferred transportation, connection to a harbour, airport or motorway are essential for speed.

» “Raw material is sent by suppliers in Italy, Spain, Portugal and Greece withing 5 days of orders being placed to Zara’s manufacturing centre. Then finished garments leave the Cube and are transported by underground tunnels with high speed monorails to the Zara logistics hub in Zaragoza. And from there they deliver garments to stores worldwide in just a few days: China – 48 hrs; Europe – 24 hrs; Japan – 72 hrs; United States – 48 hrs. It uses trucks to deliver to stores in Europe and uses air freight to ship clothes to other markets.” (SCM Globe, 2020), (Fig.:47).

• Ethical practices & policies – as a result from public “pressure to ensure the whole supply chain is adhering to ethical standards and the widespread media reporting that occurs when this is not the case” (Boardman, Parker-Strak & Henniger, p.133, 2020), retailers will conduct strict and unannounced audits before agreeing to work with any supplier.

» Inditex (2022) calls their program: “We are collaborating to have a positive impact” but Zara overall scores at ethical rating websites like good on you (2022) a “Not good enough” failing at several categories due to a lack of information and transparency (Fig.: 48).

• Communication – communicating and understanding, taking instruction, but also for problem solving, transparency and trust are key factor when working in a team. Language barriers can be a great risk, but also cultural differences need to be taken into account (Londrigan, Jenkins, 2018).

» Zara having factories in Spain and near countries will have less problems and with fixed regulations and instructions less misunderstandings.

Zara has a clear supply chain advantage over their high-street competitors, but will still evaluate the common risks (Fig.:46) and monitors the key factors for their offshore suppliers producing core items. The goal is and always will be to “develop and maintain strong & effective supplier relationship” (Hansell, Jackson, 2022), by listening and respecting the suppliers needs (Boardman, Parker-Strak & Henniger, 2020).

Q3.

FROM THE CASE STUDY, HOW DOES ZARA IDENTIFY ITS CUSTOMERS WANTS AND NEEDS AND

Zara`s combination of fast responds to trends and the model of build-up demand, limited availability and fast changes maximises the companies in-season selling, having “the highest net sales of the Inditex Group worldwide in 2021, amounting to just under 20 billion euros.” (Smith, 2022)

And even though they do not use any advertisement, only use of mouth, their tactic to trick the customers into buying garments quickly at full price, leave them with an incredibly low rate of only 15% markdowns (Fig.:49) (Londrigan, Jenkins, 2018).

The constant changes are attractive for their loyal shoppers, finding new items every time they stop by, often while browsing through prime locations in high profile shopping areas, looking for interesting styles rather than searching something specific, perfectly fitting into the category of early adopters (Fig.:51). A common phrase on TikTok is: “Ladies - Don’t walk, run to Zara!” (@carolinemtzgr,2022).

Although Zara has many customers in a loyalty loop (Fig.:50), spending regularly a lot of money on the latest fashion without comparing the products to competitor or researching for other options, the loop can easily be broken when customers become upset about something. According to 80% of Zara’s reviews on trust pilot (Fig.:52-54) and several complaints on their social media accounts there are currently a lot of weaknesses in Zara’s shopping experiences. From poor customer service, long queues and understaffed stores up to inconsistent sizes and damaged garments from online orders, more and more customers do not want to shop there again.

All these problems have “provoked a backlash among some shoppers on social media”, with the new “updated terms and conditions, stating that customers must now pay £1.95 to return clothing bought online,” (Drapers, 2022), balancing over-ordering and the rise of transportation costs, but “rather than fixing the problems of the reasons for the return on their end, they put the problem as a customer issue. 72% of all returns are due to sizing issues, and yet the website only displays the smallest sizes, only modelled on one person on one body type. How are consumers supposed to make the best sizing choice for them?” (@thethriftythinker, TikTok, 2022). People understand the charge but see major problems in the execution of size irregulation, representation and information (Fig.:56).

Only the recently updated flagship store in Madrid is loved by all customers. Equipped with advanced changing room technology, by scanning RFID chips and automatic information on the mirror, departments sorted in sections and areas to sit down, customers travel there just to get the experience. (Fig.:55) Problem areas like the returns are made with handheld monitors to avoid long queues on the checkout. Journalists like Fiona Govan (2022) calling it the “biggest store in the world and it´s like stepping into the future”, maybe being exactly the trigger Zara needs to win all of the disengaged customers back.

•

Trigger point

EARLY ADOPTERS

•

•

•

•

Zara

REFLECTING CUSTOMER JOURNEY

• making the customer enjoy the purchase by providing:

» the right product » at the right time » at the right place » at the right price

» at the right way to the right customer!

• reducing barriers and making regular purchases a pleasent experience, to skip consideration and evaluation steps before the buying action.

Fashion Industry Summative Assigment Report by Mae Woelfle N1011985

Fashion Industry Summative Assignment Report by Mae Woelfle N1011985

OBSERVATION.

Primary reseach trip to several Ted Baker stores in the UK including, Glasgow, Manchester, Oxford and Nottingham, at the airports London Heathrow and Stanstead, as well as several concession lines in department stores like Selfridges, House of Fraser and John Lewis from January until May 2022, but only for womenswear.

• 17-40 year old

• styled long hair and sophisticated make-up

CUSTOMERS

• often with friends, boyfriend or husband

• wearing smart casual clothing

• every store has a different range of products

• often size 0,2,4 on display, other sizes must be asked for

RANGE

• sorted by collections with suitable accessoires

• mix of clothing for different occasions with some variations

• window display showing full outfits of current collection

• mannequin in the centre of the room

PRESENTATION

• clothing on racks, jeans and t-shirts folded on tables in a visual presentation with matching accessories

• extra sections for handbags, jewellery table and shoe area

STAFF

• waiting behind the cashier desk, attentive and helpful when asked

• know what is currently in stock at the store

• package everthing neatly in paper and bag

• dressed in creative smart casual

• shop is always tidy, clothing perfectly neat

EXPERIENCE

• open changing room doors when empty

• long bar to hand garments in changing room, small seat and full mirrors on both sides of the dressing room

Stores Concessions

CUSTOMER RESEACH

BY TED BAKER 2022.

CUSTOMER REVIEWS.

There are lot of reviews although Ted Baker does not ask their customers to review anything. All comments on the company and the garments do come from the customers themselves, on all kinds of different channels: Tik Tok, Twitter, Facebook, Instagram, Youtube, review websites like Trustpilot, ...

Noticeable is that the majority of the comments are “excellent” (5 stars) and the others are “bad” (1 star) due to lost or wrong online orders, failed returns without receipt or extended international shipping time. All things that can happen occasionally.

EXAMPLES:

POSITVE THINGS MENTIONED:

• excellent in-store service

• replacment of faulty items

• fast responds

• website faults handled fast by customer service

• good quality

• worldwide shipping

• fast returns

• good resale value

• creative pattern, colours and prints

• good sizing guide

• additional e-mail receipt

NEGATIVE THINGS MENTIONED:

• website shows you everything even out of stock and no option to filter out.

• product faults

• no return without receipt

• delays in international shipping

• package tracking does not work

• strict replacement for faults policy

• order cancellation after checkout due to “Out of stock”

• wrong items send

MY PERSONAL REVIEW:

• Good customer service - Bought a dress in Glasgow, somebody forgot the security tag, I didn’t see it until back home, brought it to my local Ted Baker store and they removed it. Even repacked it in their packag ing and apologies for the problems this made.

• Good size guide - Due to their own specific sizing system (0-6) everybody has to look at the size guide and find himself buying the perfect size without comparing size to normal wardrobe.

• Luxurious in store experience - Sale assistants always available to help, get sizes, colourways and give good advice if asked for.

TED BAKER PERFORMANCE REPORT 2022.

Newest Data from the Preliminary Results Announcement (26.05.2022) for the 52 weeks ended 29 January 2022 and Q1 trading update for the 12 weeks ending 22 April 2022.

TED`S GROWTH STRATEGY: FY22 HIGHLIGHTS: CHANNEL PERFORMANCE:

Rachel Osborne, Chief Executive Officer, commented:

Fig.:4

TED`S ACHIEVEMENTS:

Fig.:64

Fig.:3 Fig.:64 Fig.:64 Fig.:38

PRODUCT.

PRICE.

PRICE RANGE IN WOMENSWEAR CLOTHING :

• Current clothing prices range from £35 for basic cotton t-shirt to a standard of £150-295 for dresses and special outerwear for up to £425.

• Prices depend on materials, fabric, lengths and level of detail.

• Core items are always priced less than trend products.

SALES AND OUTLET:

• Outlet shops selling clothing form last season and garments with minor mistakes

• Regular discounts from 30% up to 70% off on website and via email message

• Permanent but always changing website outlet to sell deadstock with big markdowns

• Ted Baker, 2022. About Ted Ted Baker UK. [online] Tedbaker.com. Available at: <https://www.tedbaker.com/uk/info/about-ted> [Accessed 18 May 2022].

• Ted Baker, 2022. FULL YEAR RESULTS 52 weeks ended 29 January 2022. Ted Baker Anual Reports. [online] Available at: <https://www.tedbakerplc. com/~/media/Files/T/Ted-Baker/results-and-reports/presentation/2022/presentation.pdf> [Accessed 18 May 2022].

• Ted Baker, 2022. Ted Baker Press Release. [online] Available at: <https://www.tedbakerplc.com/~/media/Files/T/Ted-Baker/press-release/ted-cmd-out line-ir.pdf> [Accessed 18 May 2022].

• Ted Baker Group, 2022. Ted’s Aim & Strategy. [online] Tedbakerplc.com. Available at: <https://www.tedbakerplc.com/about-us/teds-aim-and-strategy> [Accessed 18 May 2022].

• Ted Baker, 2022. Preliminary Results Announcement for the 52 weeks ended 29 January 2022 and Q1 trading update for the 12 weeks ending 22 April 2022. [online] Available at: <https://www.tedbakerplc.com/~/media/Files/T/Ted-Baker/results-and-reports/report/2022/rns.pdf> [Accessed 26 May 2022].

• Solomon, M. and Mrad, M., 2022. Fashion & Luxury Marketing. 1st ed. London: Sage Publications LTD, pp.63-363.

• Hansell, M., 2022. Introduction to the Marketing Mix. [Lecture at Nottingham Trent University]. 16.Feburary.

• Hansell, M., 2022. Marketing Mix: Place. [Lecture at Nottingham Trent University]. 04.March.

• Wunderman Thompson Technology, 2021. Retail Futures 2021. The future laboratory. London: LS:N Global, p.13.

• LS:N Global, 2021. Retail Futures 2021. The future laboratory. London: LS:N Global, p.11.

• Mintel, 2022. Ted Baker to open 30 new stores in new franchise agreement. [online] Reports.mintel.com. Available at: <https://reports.mintel.com/sina tra/oxygen/display/id=1129277?fromSearch=%3Ffreetext%3DTed%2520Baker> [Accessed 22 May 2022].

• Grose, V., 2021. A practical guide to the fashion industry: Concept to Consumer. 2nd ed. London: Bloomsbury visual arts.

• Business of Fashion, 2021. State The State of Fashion 2022. [online] Available at: https://www.businessoffashion.com/reports/news-analysis/the-stateof-fashion-2022-industry-report-bof-mckinsey/ [Accessed 22 May 2022].

• Mintel, 2021. Designer Fashion UK. [online] Reports.mintel.com. Available at: <https://reports.mintel.com/display/1049095/?fromSearch=%3Ffilters. category%3D124%26last_filter%3Dcategory&resultPosition=8> [Accessed 24 May 2022].

• Mintel, 2021. UK Fashion Technology and Innovation Market Report Mintel.com. [online] Mintel Store. Available at: <https://reports.mintel.com/dis play/1046043/?fromSearch=%3Ffilters.category%3D124%26last_filter%3Dcategory&resultPosition=15> [Accessed 24 May 2022].

• Mintel, 2021. Department Stores - UK - 2021 : Consumer market research report Mintel.com. [online] Mintel Store. Available at: <https://reports.mintel. com/display/1049559/?fromSearch=%3Ffilters.category%3D124%26last_filter%3Dcategory&resultPosition=14> [Accessed 24 May 2022].

• Howland, D., 2020. Brick and mortar’s next chapter. [online] Retail Dive. Available at: <https://www.retaildive.com/news/brick-and-mortars-next-chap ter/578768/> [Accessed 24 May 2022].

• Nobbs, K., Foong, M. and Baker, J., 2015. An exploration of fashion visual merchandising and its role as a brand positioning device. Journal of Global Fashion Marketing, 6(1), pp.4-19.

• Blum, P., 2021. Circular fashion. 1st ed. London: Laurence King Publishing.

• Esch, L., 2021. 10 figures that illustrate the 2021 resale fashion market. [online] Fashion United UK. Available at: <https://fashionunited.uk/news/busi ness/10-figures-that-illustrate-the-2021-resale-fashion-market/2021081357152> [Accessed 25 May 2022].

• Thredup.com. 2022. 2022 Fashion Resale Market and Trend Report. [online] Available at: <https://www.thredup.com/resale/> [Accessed 25 May 2022].

• Drapers. 2021. Sustainability and the Consumer 2021 - Drapers. [online] Available at: <https://www.drapersonline.com/guides/sustainabili ty-and-the-consumer-2021> [Accessed 22 May 2022].

• Narts.org. 2022. Shopping Guide | NARTS: The Association of Resale Professionals. [online] Available at: <https://www.narts.org/i4a/memberDirectory/ index.cfm?directory_id=8&pageID=3300> [Accessed 25 May 2022].

• Wadham, C., 2021. First Look: Selfridges’s pre-loved wedding pop-up. [online] Drapers. Available at: <https://www.drapersonline.com/news/ first-look-resellfridges-the-wedding> [Accessed 25 May 2022].

• Harris, S., n.d. Circular fashion. 1st ed. London: Laurence King Publishing.

• Jackson, T, & Shaw, D 2000, Mastering Fashion Buying and Merchandising Management, Bloomsbury Publishing Plc, London. Available from: ProQuest Ebook Central.

• [Accessed 20 May 2022].

• Hughes, H., 2018. ‘Paint it Ted’: Ted Baker reveals its first ever advertising campaign. [online] Fashion United UK. Available at: <https://fashionunited. uk/news/fashion/paint-it-ted-ted-baker-reveals-its-first-ever-advertising-campaign/2018110539795> [Accessed 25 May 2022].

• Travell, C., 2021. Brand Management and Marketing [Lecture at Nottingham Trent University]. 11.November.

• Heubel, M., 2019. Das AIDA-Modell – die Werbewirkungsformel verständlich erklärt › SmartMarketingBreaks.eu. [online] Smartmarketingbreaks.eu. Available at: <https://smartmarketingbreaks.eu/aida-werbewirkungsmodell/> [Accessed 26 May 2022].

• Jackson, S., 2022. Marketing Mix: Promotion. [Lecture at Nottingham Trent University]. 11.March.

• Mair, C., 2018. The psychology of fashion. 1st ed. Oxon: Routledge, pp.35-45.

• HUGO AG, 2022. HUGO BOSS Group: Company. [online] Group.hugoboss.com. Available at: <https://group.hugoboss.com/en/company> [Accessed 27 May 2022].

• Jackson, S., 2022. Marketing Mix: Promotion. [Lecture at Nottingham Trent University]. 11.March.

• Lutkevich, B., 2021. What is buzz marketing? -- Definition from WhatIs.com. [online] SearchCustomerExperience. Available at: <https://www.techtarget. com/searchcustomerexperience/definition/buzz-marketing> [Accessed 30 May 2022].

• Amsterdam Standard. 2020. Nearshoring, Outsourcing, Onshoring & Offshoring: What’s Difference?. [online] Available at: <https://amsterdamstand ard.com/en/post/nearshoring> [Accessed 18 May 2022].

• Londrigan, M. and Jenkins, J., 2018. Fashion supply chain management. New York: Fairchild Books, An imprint of Bloomsbury Publishing Inc.

• The Manufacturer. 2016. The role of human factors in the future of manufacturing - The Manufacturer. [online] Available at: <https://www.themanufac turer.com/articles/the-role-of-human-factors-in-the-future-of-manufacturing/> [Accessed 20 May 2022].

• Inditex.com. 2022. Code of Conduct and Responsible Practices. [online] Available at: <https://www.inditex.com/documents/10279/241587/ Code+of+Conduct+and+Responsible+Practices/aa0ee7c0-74b5-4f8d-a210-5581678919fe> [Accessed 20 May 2022].

• Boardman, R., Parker-Strak, R. and Henninger, C., 2020. Fashion Buying and Merchandising. Oxon: Routledge, p.131.

• Hansell, M., Jackson, S., 2022. Lecture: Fashion Supply Chain Management (Nottingham Trent University) 29. April.

• Mhugos, 2020. Zara Clothing Company Supply Chain | SCM Globe. [online] SCM Globe. Available at: <https://www.scmglobe.com/zara-clothing-com pany-supply-chain/> [Accessed 20 May 2022].

• Directory.goodonyou.eco. 2022. Zara - Sustainability Rating - Good On You. [online] Available at: <https://directory.goodonyou.eco/brand/ zara?_gl=1*1eyo25e*_ga*MTQxMjQ0NjE5OS4xNjUzMDM5NDYy*_ga_TTB1J3Q9MN*MTY1MzAzOTQ2MS4xLjAuMTY1MzAzOTQ2MS42MA..&_ ga=2.249646534.1345779462.1653039463-1412446199.1653039462> [Accessed 20 May 2022].

• Smith, P., 2021. Zara: sales value Spain 2020 Statista. [online] Statista. Available at: <https://www.statista.com/statistics/1178148/sales-value-zaraspain/> [Accessed 19 May 2022].

• @carolinemtzgr, 2022. [online] TikTok. Available at: <https://www.tiktok.com/@carolinemtzgr?lang=en> [Accessed 19 May 2022].

• Dirvanauskas, G., 2022. Zara begins charging for online returns. [online] Drapers. Available at: <https://www.drapersonline.com/news/zara-beginscharging-for-online-returns> [Accessed 19 May 2022].

• @thethriftythinker, 2022. [online] TikTok. Available at: <https://www.tiktok.com/@thethriftythinker?lang=en> [Accessed 19 May 2022].

• Govan, F., 2022. IN PICS: Zara’s brand new flagship store in Madrid is the biggest and most innovative in the world - Olive Press News Spain. [online] Olive Press News Spain. Available at: <https://www.theolivepress.es/spain-news/2022/04/20/in-pics-zaras-brand-new-flagship-store-in-madrid-is-thebiggest-and-most-innovative-in-the-world/> [Accessed 19 May 2022].

• Amsterdam Standard. 2020. Nearshoring, Outsourcing, Onshoring & Offshoring: What’s Difference?. [online] Available at: <https://amsterdam standard.com/en/post/nearshoring> [Accessed 18 May 2022].

• Arnold, A., 2017. 4 Ways Social Media Influences Millennials’ Purchasing Decisions. [online] Forbes. Available at: <https://www.forbes.com/sites/ andrewarnold/2017/12/22/4-ways-social-media-influences-millennials-purchasing-decisions/?sh=167dc1ed539f> [Accessed 17 May 2022].

• Beaudoin, P., Lachance, M.J. and Robitaille, J. (2003), “Fashion innovativeness, fashion diffusion and brand sensitivity among adolescents”, Journal of Fashion Marketing and Management, Vol. 7 No. 1, pp. 23-30.

• Blum, P., 2021. Circular fashion. 1st ed. London: Laurence King Publishing, pp.14-106.

• Boardman, R., Parker-Strak, R. and Henninger, C., 2020. Fashion Buying and Merchandising. Oxon: Routledge, pp.78-85.

• Buchanan, S., 2015. Smart Fitting Rooms. [online] Smart Fitting Rooms LS:N Global. Available at: <https://www.lsnglobal.com/micro-trends/arti cle/16876/smart-fitting-rooms> [Accessed 23 May 2022].

• Business of Fashion, 2021. State The State of Fashion 2022. [online] Available at: https://www.businessoffashion.com/reports/news-analysis/thestate-of-fashion-2022-industry-report-bof-mckinsey/ [Accessed 19 February 2022].

• Chakraborty, S., 2019. Ted Baker: Charting the bespoke route globally. [online] https://www.retail4growth.com/. Available at: <https://www.retail 4growth.com/projects/ted-baker-charting-the-bespoke-route-globally-4226> [Accessed 21 May 2022].

• Clean Clothes, 2015. Bangladesh Factsheet February 2015. [online] Clean Clothes Campaign. Available at: <https://cleanclothes.org/file-repository/ resources-publications-factsheets-bangladesh-factsheet-2-2015.pdf/view> [Accessed 1 May 2022].

• Clean Clothes Campaign. n.d. Poverty wages. [online] Available at: <https://cleanclothes.org/poverty-wages> [Accessed 1 May 2022].

• Contrado. 2022. Fabric Printing. [online] Available at: <https://www.contrado.co.uk/cotton-satin-fabric-> [Accessed 20 May 2022].

• Devo, J., 2018. The Digital Fitting Room Is Coming. [online] Gadgetsboy.co.uk. Available at: <https://www.gadgetsboy.co.uk/digital-fit ting-room-vodafone-mango/> [Accessed 23 May 2022].

• Dfsworldwide.com. 2022. UK/Bangladesh Commercial Shipping | 20/40f Container Sea & Air Freight. [online] Available at: <https://www.dfsworld wide.com/Shipping-to-Bangladesh.html> [Accessed 13 May 2022].

• Dillon, S., 2022. The Fundamentals of Fashion Management. 2nd ed. New York: Bloomsbury.

• Directory.goodonyou.eco. 2022. Zara - Sustainability Rating - Good On You. [online] Available at: <https://directory.goodonyou.eco/brand/ zara?_gl=1*1eyo25e*_ga*MTQxMjQ0NjE5OS4xNjUzMDM5NDYy*_ga_TTB1J3Q9MN*MTY1MzAzOTQ2MS4xLjAuMTY1MzAzOTQ2MS42MA..&_ ga=2.249646534.1345779462.1653039463-1412446199.1653039462> [Accessed 20 May 2022].

• Dirvanauskas, G., 2022. Zara begins charging for online returns. [online] Drapers. Available at: <https://www.drapersonline.com/news/zara-beginscharging-for-online-returns> [Accessed 19 May 2022].

• Drapers. 2021. Sustainability and the Consumer 2021 - Drapers. [online] Available at: <https://www.drapersonline.com/guides/sustainabili ty-and-the-consumer-2021> [Accessed 22 May 2022].

• Eberle, H., 2014. Clothing Technology. 6th ed. Berlin: Europa Verlag, pp.8-222.

• Erdly, C., 2021. The Resale Market Is Booming: Here’s How Small Businesses Can Benefit. [online] Forbes. Available at: <https://www.forbes.com/ sites/catherineerdly/2021/06/27/the-resale-market-is-booming-heres-how-small-businesses-can-benefit/?sh=6eaea5667c62> [Accessed 23 May 2022].

• Esch, L., 2021. 10 figures that illustrate the 2021 resale fashion market. [online] Fashion United UK. Available at: <https://fashionunited.uk/news/ business/10-figures-that-illustrate-the-2021-resale-fashion-market/2021081357152> [Accessed 25 May 2022].

• Fashionary Team, 2019. The Fashion Business Manual. 1st ed. Hong Kong: Fashionary International Ltd.

• Fashionary Team, 2017. Fashionpedia. 1st ed. Hong Kong: Fashionary International Ltd.

• Fletcher, K., 2008. Sustainable fashion and textiles : design journeys 2nd ed.. London ; Sterling, VA: Earthscan.

• Gallagher, K., 2017. Luxury fashion brands shift budgets to digital. [online] Business Insider. Available at: <https://www.businessinsider.com/luxu ry-fashion-brands-shift-budgets-to-digital-2017-6> [Accessed 28 May 2022].

• Ganbold, S., 2020. Bangladesh: export value of ready-made garments 2020. [online] Statista. Available at: <https://www.statista.com/statis tics/987707/bangladesh-export-value-garments/> [Accessed 13 May 2022].

• Gordon, S., 2022.Quality Management Systems. [Lecture at Nottingham Trent University]. 25. April.

• Govan, F., 2022. IN PICS: Zara’s brand new flagship store in Madrid is the biggest and most innovative in the world Olive Press News Spain. [online] Olive Press News Spain. Available at: <https://www.theolivepress.es/spain-news/2022/04/20/in-pics-zaras-brand-new-flagship-store-in-ma drid-is-the-biggest-and-most-innovative-in-the-world/> [Accessed 19 May 2022].

• Google. 2022. Google Trends. [online] Available at: <https://trends.google.com/trends/explore?geo=GB&q=Ted%20Baker,wedding%20guest%20 dress,All%20Saints> [Accessed 22 May 2022].

• Grose, V., 2021. A practical guide to the fashion industry: Concept to Consumer. 2nd ed. London: Bloomsbury visual arts.

• Grumbach, D., 2014. History of international fashion. Northhampton: Interlink books.

• Gurzki, H., 2019. Dreaming Up A World – How Luxury Brands Create Desire. [online] Forbes. Available at: <https://www.forbes.com/sites/esmtber lin/2019/11/20/dreaming-up-a-world--how-luxury-brands-create-desire/?sh=128c1bf971af> [Accessed 28 May 2022].

• Gwilt, A., 2020. A practical guide to sustainable fashion 2nd ed.. London: Bloomsbury Publishing USA

• Hallett, C. and Johnston, A., 2014. Fabric for fashion. London: Laurence King Publishing, pp.22-60.

• Hansell, M., Jackson, S., 2022. Lecture: Fashion Supply Chain Management (Nottingham Trent University) 29. April.

• Hansell, M., 2022. Introduction to the Marketing Mix. [Lecture at Nottingham Trent University]. 16.Feburary.

• Hansell, M., 2022. Marketing Mix: Place. [Lecture at Nottingham Trent University]. 04.March.

• Harris, S., n.d. Circular fashion. 1st ed. London: Laurence King Publishing.

• Heubel, M., 2019. Das AIDA-Modell – die Werbewirkungsformel verständlich erklärt › SmartMarketingBreaks.eu. [online] Smartmarketingbreaks.eu. Avail able at: <https://smartmarketingbreaks.eu/aida-werbewirkungsmodell/> [Accessed 26 May 2022].

• Howland, D., 2020. Brick and mortar’s next chapter. [online] Retail Dive. Available at: <https://www.retaildive.com/news/brick-and-mortars-next-chap ter/578768/> [Accessed 24 May 2022].

• Hughes, H., 2018. ‘Paint it Ted’: Ted Baker reveals its first ever advertising campaign. [online] Fashion United UK. Available at: <https://fashionunited.uk/ news/fashion/paint-it-ted-ted-baker-reveals-its-first-ever-advertising-campaign/2018110539795> [Accessed 25 May 2022].

• HUGO AG, 2022. HUGO BOSS Group: Company. [online] Group.hugoboss.com. Available at: <https://group.hugoboss.com/en/company> [Accessed 27 May 2022].

• Inditex.com. 2022. Code of Conduct and Responsible Practices. [online] Available at: <https://www.inditex.com/documents/10279/241587/ Code+of+Conduct+and+Responsible+Practices/aa0ee7c0-74b5-4f8d-a210-5581678919fe> [Accessed 20 May 2022].

• Ilo.org. 2013. Bangladesh - Bangladesh Labour (Amendment) Act, 2013 (Act No. 30 of 2013).. [online] Available at: <https://www.ilo.org/dyn/natlex/nat lex4.detail?p_lang=en&p_isn=94286&p_classification=01.02> [Accessed 1 May 2022].

• Jackson, S., 2022. Marketing Mix: Promotion. [Lecture at Nottingham Trent University]. 11.March.

• Jackson, T, & Shaw, D 2000, Mastering Fashion Buying and Merchandising Management, Bloomsbury Publishing Plc, London. Available from: ProQuest Ebook Central. [29 November 2021].

• Jolly, J., 2019. Ted Baker under pressure to publish findings of inquiry into founder. [online] the Guardian. Available at: <https://www.theguardian.com/ business/2019/apr/11/ted-baker-finds-areas-for-improvement-after-forced-hugging-investigation> [Accessed 21 May 2022].

• Klarna, 2020. Clicks and cliques: Understanding Shopper tribes now.. Klarna, pp.2-8.

• Khan, Islam, M. and Wichterich, C., 2015. Safety and labour conditions: the accord and the national tripartite plan of action for the garment industry of Bangladesh.. [online] Global-labour-university.org. Available at: <https://global-labour-university.org/fileadmin/GLU_Column/papers/no_212_Khan_and_ Wichterich.pdf> [Accessed 13 May 2022].

• Kuehne + Nagel. 2021. Sustainability Report 2021. [online] Available at: <https://home.kuehne-nagel.com/-/company/sustainability-report-2021> [Ac cessed 14 May 2022].

• Lloydsbanktrade.com. n.d. Opening hours and bank holidays in Bangladesh - Business Environment - International Trade Portal International Trade Portal. [online] Available at: <https://www.lloydsbanktrade.com/en/market-potential/bangladesh/opening-hours> [Accessed 1 May 2022].

• Loeb, W., 2019. The Resale Fashion Industry Is Bigger And More Disruptive Than You Think. [online] Forbes. Available at: <https://www.forbes.com/sites/ walterloeb/2019/05/15/resale-fashion-industry-bigger-and-more-disruptive-than-you-think/> [Accessed 23 May 2022].

• Londrigan, M. and Jenkins, J., 2018. Fashion supply chain management. New York: Fairchild Books, An imprint of Bloomsbury Publishing Inc.

• Love, A.; Mountain, N., 2022. Ethics and sourcing. [Lecture at Nottingham Trent University]. 21. March.

• LS:N Global, 2021. Retail Futures 2021. The future laboratory. London: LS:N Global, p.11.

• Lutkevich, B., 2021. What is buzz marketing? -- Definition from WhatIs.com. [online] SearchCustomerExperience. Available at: <https://www.techtarget. com/searchcustomerexperience/definition/buzz-marketing> [Accessed 30 May 2022].

• Mair, C., 2018. The psychology of fashion. 1st ed. Oxon: Routledge, pp.35-45.

• McEleny, C., 2018. What brands can learn in the fallout from D&G’s offensive Chinese ads. [online] The Drum. Available at: <https://www.thedrum.com/ news/2018/12/03/what-brands-can-learn-the-fallout-dg-s-offensive-chinese-ads> [Accessed 26 May 2022].

• McFarlane, S., 2022. Love Island’s eBay styling could change second-hand buying habits. [online] BBC News. Available at: <https://www.bbc.co.uk/news/ business-61478777> [Accessed 28 May 2022].

• McGregor, K., 2022. Editor’s Comment: Circularity is not an overnight solution. [online] Drapers. Available at: <https://www.drapersonline.com/insight/ comment/circularity-is-not-an-overnight-solution> [Accessed 18 May 2022].

• Mhugos, 2020. Zara Clothing Company Supply Chain | SCM Globe. [online] SCM Globe. Available at: <https://www.scmglobe.com/zara-clothing-compa ny-supply-chain/> [Accessed 20 May 2022].

• Miller, K., 2020. The Triple Bottom Line: What It Is & Why It’s Important. [online] Business Insights Blog. Available at: <https://online.hbs.edu/blog/post/ what-is-the-triple-bottom-line> [Accessed 13 May 2022].

• Minimum-wage.org. 2022. Bangladesh Minimum Wage - World Minimum Wage Rates 2022. [online] Available at: <https://www.minimum-wage.org/ international/bangladesh> [Accessed 18 May 2022].

• Mintel, 2022. Ted Baker to open 30 new stores in new franchise agreement. [online] Reports.mintel.com. Available at: <https://reports.mintel.com/sina tra/oxygen/display/id=1129277?fromSearch=%3Ffreetext%3DTed%2520Baker> [Accessed 22 May 2022].

• Mintel, 2021. Designer Fashion UK. [online] Reports.mintel.com. Available at: <https://reports.mintel.com/display/1049095/?fromSearch=%3Ffilters. category%3D124%26last_filter%3Dcategory&resultPosition=8> [Accessed 24 May 2022].

• Mintel, 2021. UK Fashion Technology and Innovation Market Report Mintel.com. [online] Mintel Store. Available at: <https://reports.mintel.com/dis play/1046043/?fromSearch=%3Ffilters.category%3D124%26last_filter%3Dcategory&resultPosition=15> [Accessed 24 May 2022].

• Mintel, 2021. Department Stores - UK - 2021 Consumer market research report Mintel.com. [online] Mintel Store. Available at: <https://reports.mintel. com/display/1049559/?fromSearch=%3Ffilters.category%3D124%26last_filter%3Dcategory&resultPosition=14> [Accessed 24 May 2022].

• Mountain, N., 2021. Introduction to Sustainability in the Global Fashion Industry Lecture. [Lecture at Nottingham Trent University]. 6. December.

• Mountain, N., 2021. The Critical Path. [Lecture at Nottingham Trent University]. 18.October.

• Nails by Mets. n.d. EVENT: Ted Baker #TedLovesChew Instore Event - Nails by Mets. [online] Available at: <https://nailsbymets.com/event-ted-bakertedloveschew-instore-event/> [Accessed 25 May 2022].

• Narts.org. 2022. Shopping Guide | NARTS: The Association of Resale Professionals. [online] Available at: <https://www.narts.org/i4a/memberDirectory/ index.cfm?directory_id=8&pageID=3300> [Accessed 25 May 2022].

• Nobbs, K., Foong, M. and Baker, J., 2015. An exploration of fashion visual merchandising and its role as a brand positioning device. Journal of Global Fashion Marketing, 6(1), pp.4-19.

• Odell, A., 2020. The Best-Case, Worst-Case for Fashion Media. [online] The Business of Fashion. Available at: <https://www.businessoffashion.com/ opinions/media/the-best-case-worst-case-for-fashions-media-giants/> [Accessed 26 May 2022].

• Patel, P., 2019. Zara uncovered: Inside the brand that changed fashion. [online] BBC News. Available at: <https://www.bbc.co.uk/news/busi ness-49268965> [Accessed 20 May 2022].

• Preetha, S., 2021. Not Even the Bare Minimum: Bangladeshi Garment Workers’ Wages and the Responsibility of Canadian Brands. [online] Steelworkers Humanity Fund. Available at: <https://www.bcwsbd.org/uploads/Not%20Even%20Bare%20Minimum%202021%20Report.pdf> [Accessed 13 May 2022].

• Rachel Douglass, R., 2022. ABG reportedly considering Ted Baker takeover bid. [online] Fashion United UK. Available at: <https://fashionunited.uk/ news/business/abg-reportedly-considering-ted-baker-takeover-bid/2022042562758> [Accessed 23 May 2022].

• Rag-Sourcing. n.d. 8 Reasons Why You Should Choose Turkish Clothing Manufacturers For Your Business Rag

• Sourcing. [online] Available at: <https://www.rag-sourcing.com/8-reasons-why-you-should-choose-a-turkish-clothing-manufacturers-for-your-busi ness/> [Accessed 21 May 2022].

• reviews.io. 2022. Ted Baker Reviews - Read 209 Genuine Customer Reviews www.tedbaker.com. [online] Available at: <https://www.reviews.io/compa ny-reviews/store/ted-baker> [Accessed 25 May 2022].

• Robert, Y., 2019. What Kim Kardashian West Got Right With SKIMS. [online] Forbes. Available at: <https://www.forbes.com/sites/yolarob ert1/2019/09/24/what-kim-kardashian-west-got-right-with-skims/?sh=116943895825> [Accessed 16 March 2022].

• Seares, E. and Warrington, S., 2022. Counting the cost of fashion’s returns problem. [online] Drapers. Available at: <https://www.drapersonline.com/ insight/counting-the-cost-of-fashions-returns-problem> [Accessed 19 May 2022].

• Sewport. 2022. Which Countries Have the Best Clothing Manufacturers (Industry Research). [online] Available at: <https://sewport.com/coun tries-with-best-clothing-manufacturers> [Accessed 18 May 2022].

• Ship Map. 2019. Shipmap.org. [online] Available at: <https://www.shipmap.org> [Accessed 8 May 2022].

• Smart Freight Centre. 2022. Reduce emissions | Smart Freight Centre. [online] Available at: <https://www.smartfreightcentre.org/en/smart-freight-solu tions/> [Accessed 14 May 2022].

• Smith, P., 2021. Zara: sales value Spain 2020 | Statista. [online] Statista. Available at: <https://www.statista.com/statistics/1178148/sales-value-zaraspain/> [Accessed 19 May 2022].

• Solomon, M. and Mrad, M., 2022. Fashion & Luxury Marketing. 1st ed. London: Sage Publications LTD, pp.63-363.

• Take-Profit. 2022. Bangladesh Wages 2022 Minimum & Average. [online] Available at: <https://take-profit.org/en/statistics/wages/bangladesh/> [Ac cessed 1 May 2022].

• Ted Baker, 2022. About Ted Ted Baker UK. [online] Tedbaker.com. Available at: <https://www.tedbaker.com/uk/info/about-ted> [Accessed 18 May 2022].

• Ted Baker, 2022. FULL YEAR RESULTS 52 weeks ended 29 January 2022. Ted Baker Annual Reports. [online] Available at: <https://www.tedbakerplc. com/~/media/Files/T/Ted-Baker/results-and-reports/presentation/2022/presentation.pdf> [Accessed 18 May 2022].

• Ted Baker, 2022. Ted Baker Press Release. [online] Available at: <https://www.tedbakerplc.com/~/media/Files/T/Ted-Baker/press-release/ted-cmd-out line-ir.pdf> [Accessed 18 May 2022].

• Ted Baker Group, 2022. Ted’s Aim & Strategy. [online] Tedbakerplc.com. Available at: <https://www.tedbakerplc.com/about-us/teds-aim-and-strategy> [Accessed 18 May 2022].

• Ted Baker, 2022. Preliminary Results Announcement for the 52 weeks ended 29 January 2022 and Q1 trading update for the 12 weeks ending 22 April 2022. [online] Available at: <https://www.tedbakerplc.com/~/media/Files/T/Ted-Baker/results-and-reports/report/2022/rns.pdf> [Accessed 26 May 2022].

• Textile News, Apparel News, RMG News, Fashion Trends. 2022. Top ten apparel sourcing countries to watch in 2022. [online] Available at: <https://www. textiletoday.com.bd/top-ten-apparel-sourcing-countries-watch-2022/> [Accessed 20 May 2022].

• The Economist. 2009. Triple bottom line. [online] Available at: <https://www.economist.com/news/2009/11/17/triple-bottom-line> [Accessed 12 May 2022].

• The Manufacturer. 2016. The role of human factors in the future of manufacturing - The Manufacturer. [online] Available at: <https://www.themanufactur er.com/articles/the-role-of-human-factors-in-the-future-of-manufacturing/> [Accessed 20 May 2022].

• Thredup.com. 2022. 2022 Fashion Resale Market and Trend Report. [online] Available at: <https://www.thredup.com/resale/> [Accessed 25 May 2022].

• Travell, C., 2021. Brand Management and Marketing [Lecture at Nottingham Trent University]. 11.November.

• UK Government, n.d. Global Strategic Trends - The Future Starts Today. [online] Assets.publishing.service.gov.uk. Available at: <https://assets.pub lishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/771309/Global_Strategic_Trends_-_The_Future_Starts_Today.pdf> [Accessed 20 March 2022].

• Wadham, C., 2021. First Look: Selfridges’s pre-loved wedding pop-up. [online] Drapers. Available at: <https://www.drapersonline.com/news/ first-look-resellfridges-the-wedding> [Accessed 25 May 2022].

• Waite, A., 2021. Global Sourcing. [Lecture at Nottingham Trent University]. 25.October.

• Warren, J., 2021. How to Sell on Instagram: 8 Features for Driving Sales. [online] Later.com. Available at: <https://later.com/blog/sell-on-instagram/> [Accessed 23 May 2022].

• Webb, B., 2022. Where fashion resale is headed in the next two years. [online] Vogue Business. Available at: <https://www.voguebusiness.com/sustaina bility/where-fashion-resale-is-headed-in-the-next-two-years-vestiaire-kering-balenciaga> [Accessed 23 May 2022].

• Wikipedia.org. 2022. Maslow’s hierarchy of needs - Wikipedia. [online] Available at: <https://en.wikipedia.org/wiki/Maslow’s_hierarchy_of_needs> [Accessed 13 May 2022].

• Williams, G., 2015. Fashion China. New York: Thames & Hudson.

• Wright, G., 2022. If fashion brands aren’t inclusive, are they out? - Retail Gazette. [online] Retailgazette.co.uk. Available at: <https://www.retailgazette. co.uk/blog/2022/03/if-fashion-brands-arent-inclusive-are-they-out/> [Accessed 16 March 2022].

• Wunderman Thompson Technology, 2021. Retail Futures 2021. The future laboratory. London: LS:N Global, p.13.

• @carolinemtzgr, 2022. [online] TikTok. Available at: <https://www.tiktok.com/@carolinemtzgr?lang=en> [Accessed 19 May 2022].

• @thethriftythinker, 2022. [online] TikTok. Available at: <https://www.tiktok.com/@thethriftythinker?lang=en> [Accessed 19 May 2022].