Glue Store Launches New Brand ‘Macho Vintage’ For Men’s Clothing

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.

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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.”

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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.

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