Global Marketing Assignmnet - Nordstrom Global Marketing Plan

Name Amany Hamza

Student number 21202244

Tutor Mahen Ramsurrun

Course MBA Global Marketing

2013

Figure 1 ndash Nordstrom (Source Permalink)

Nordstrom Global Marketing Plan

Page | 1

Table of Contents

1 Executive Summary 3

2 Introduction 4

3 Situational Analysis 5

31 INTERNAL FACTORS 5

32 EXTERNAL FACTORS 6

4 Market Objectives 8

5 Marketing Strategy 8

51 SEGMENTATION 9

52 TARGETING 10

53 POSITIONING 11

6 Market Entry 12

7 Market Programme 13

71 PRODUCT 13

72 PRICE 14

73 PROMOTION 14

74 PLACE 15

75 Physical Evidence 16

76 PEOPLE 16

77 PROCESS 17

8 Integrated Marketing Communication 18

81 INTERNAL BRANDING 18

82 EXTERNAL BRANDING 18

9 Monitor and Control 19

10 Budget 19

11 Recommendation 20

12 Conclusion 25

13 Acronyms 26

14 References 27


Page | 2

Table of Figures

Figure 1 ndash Nordstrom (Source Permalink) 0

Figure 2 ndash Nordstrom Brasil (Source Google Adapted for the market entry into Brazil) 3

Figure 3 ndash Marketing Analysis (Source Patricia Mink Rath) 4

Figure 4 - Company Overview 6

Figure 5 ndash SLEPT Analysis 7

Figure 6 - Major Segmentation Variables for Consumer Markets 9

Figure 7 - Brand Positioning Based On Pricing Architecture 11

Figure 8 - Comparison of the Different Entry Modes 12

Figure 9 - Product Assortment 13

Figure 10 - Store Locations in Upmarket Shopping Mall 15

Figure 11 - Physical Evidence - Mannequins 16

Figure 12 ndash Process environment 17

Figure 13 ndash Brand Value Equation 18

Figure 14 - Brand Umbrella Strategy 19

Figure 15 - Ansoff Matrix 20

Figure 16 - Holistic Communication Strategy across brick and mortar synergies 21

Figure 17 - AIDA Model 22

Figure 18 - Product Life Cycle and The Boston Matrix 24


Page | 3

1 Executive Summary

During the group presentation the first marketing plan proposal for Nordstrom was provided

to make its first foray out of the USA into Brazil Following that this report sets out to analyse

the market entry plan as throughout Brazil opportunities abound for branded fashion retailers

to expand This paper entrenches the development of marketing branding programme to build

the brand identity and cultivate loyalty to be integral in driving sales growth

Furthermore the appraisal presents a thumbnail sketch of Nordstromrsquos leading position in the

Brazilian marketplace which is driven by inherent implementation activities through the IMC

(Integrated Marketing Communication) process And with the attention to Brazilian consumer

trends and preferences Nordstrom will dominate the Brazilian market

To conclude this recommendation encloses the imperatives for Nordstrom to sustain growth in

ROI (Return on Investment) by leveraging its brand values and attributes in the new domain

where Brazil is the optimal territory for its debut overseas and the preliminary market to test its

potential to open up new markets south of the equator

Figure 2 ndash Nordstrom Brasil (Source Google Adapted for the market entry into Brazil)


Page | 4

2 Introduction

Nordstrom Inc - a fashion specialty retailer with 242 stores all in the US (Yahoo Finance 2013)

and the worldrsquos number 10th best retail brand for 2013 according to Interbrand - is stepping up

efforts to expand globally Hence with the flagging economy and consumers are trading down

in home market opening overseas is a way for Nordstrom to keep growing (Forbes 2012)

Figure 3 ndash Marketing Analysis (Source Patricia Mink Rath)


Page | 5

Nordstrom offers its customers a range of brand names and private label merchandise focused

on apparel shoes cosmetics and accessories And through a series of smart investments and

strategies conceived out of management realisation that the customer is the one in the drivers

seat Nordstrom showed ability to anticipate very well to the markets changes (see Appendix

AP-IF- FH)

Nordstrom integrated marketing framework addresses how its corporate brand communicates

and resonates with its targeted customers to meet their propositions in a way to live up to its

brand promise amid multifaceted efforts of CRM to retain customers and of CLV to acquire

new customers (Kotler et al 2009)

3 Situational Analysis

The marketing environment for Nordstrom represents overwhelming opportunities Figure 4

highlights Nordstromrsquos strength whereas Figure 5 illustrates the SLEPT analysis Related to

this a rational decision to tap the Brazilian market can be in favour of Nordstrom corporate

brand viability in this market

31 INTERNAL FACTORS

Nordstrom has a strong heritage thus it authentically relates to and engages with

stakeholders in an ethical CSR approach Its well-recognized brand is associated with a high

level of quality merchandise with strong brand presence in both high fashion market as well

as lower priced value market with its Rack stores With its recent partnership with online

retailer FiftyOne Global Commerce Nordstrom is aimed to penetrate global markets with its

high-end fashion selection Thereof with the immense growth opportunities that abound in

Brazil Nordstrom would benefit from entering into this new frontier Nevertheless

Brazil has one of the biggest upcoming markets in the fashion scene by hosting two major

fashion events which define trends for the continent (see Appendix AP-IF-FE)


Page | 6

The Integrated omni-channel stores convenience and innovative data driven processes

accompanied by well -trained people committed to internal brand engagement are the

benchmarks of Nordstrom brand strength which has translated into higher sales (see

Appendix AP-IF-FH) that surpassed $10 billion in 2012 despite the deterioration of

economic conditions

Nordstromrsquos competitive edge is based on its updated cutting edge fashions to stay ahead of

its rivals And to maintain perfect merchandise mix it has perpetual inventory system and

its liberal return policy is legendary the brand has been highly responsive to customer

demand While its supply chain expedites merchandise in the areas of handling highly

innovative fashion products partnerships are also enhancing the in-store and online

experiences Nordstrom has partnered with fast-fashion retailer TopShop to entice younger

shoppers and increase its market share

32 EXTERNAL FACTORS

Brazilrsquos dynamic retail sector attracts an influx of major foreign retail chains particularly

luxury players The primary force driving the current surge in the fashion market is a

Figure 4 - Company Overview


Page | 7

healthy macroeconomic context with a pro-business government that welcomes foreign

investment as exhibited in figure 5 (see Appendix AP-EF-HM)

Brazilrsquos rise as an important fashion market results from a complex set of interconnected

conditions such as a rapidly growing disposable income in middle-class (Snoad 2012) This

is associated with increased consumption and significant migration into urban areas where

most shopping malls are located Moreover about 62 of the countryrsquos population is under

29 years of age This favours the apparel market growth as most apparel sales come from the

younger population (Forbes 2013) All of this represents dynamic growth opportunities for

Nordstromrsquos expansion plan

Source AT Kearney 2008 (Adapted from Vivian Yeung 2013)

Figure 5 ndash SLEPT Analysis


Page | 8

Aside from these shopping malls the clothing retail industry is composed of small local

retail companies that lack the economies of scale (see Appendix AP-EF-ES) Therefore the

majority of middle class has little choice but to buy from designers brands at a high price

point (Anaya 2010) This leads to a golden opportunity to differentiate and position itself as

the market nicher to meet the needs of the underserved consumers

E-commerce is on the rise as the country is the fifth largest globally in terms of digital users

(see Appendix AP-EF-EC) Such high Internet usage and participation in social media will

feature the way Nordstrom sells to and communicates with the target audience as

consumers compare products share experiences and more importantly participate in the

creation of products (Global Intelligence Alliance 2010) In this context to keep up with the

changes brought up by the post digital world Nordstrom will embed holistic brand strategy

to fit with consumersrsquo needs and desires to create a seamless branded and valued

experience (Interbrand 2012)

4 Market Objectives

One of Nordstromrsquos key corporate objectives is to strengthen its brand foothold by entering

new markets In order to achieve this objective Nordstrom decided to set the following

marketing objectives by entering the Brazilian retail market which are the ability to establish a

consistent brand globally in order to be able to develop a good base in this challenging market

as well as establishing breadth and depth of the corporate brand awareness in order to develop

a niche position with YOY growth of 5 for the next 3 years to secure long term profitability

and sustainable ROI

5 Marketing Strategy

A Marketing Strategy will be to seize market segments and niche that competitors have

overlooked in the Brazilian market (Ganesha 2003) ndash the poor scale of economies given the

relatively small size of the Brazilian market dominated by luxury department stores called

Daslu for the rich and famous (depicted Appendix AP-EF-DL) and domestic retailers with less

quality thereof Nordstrom should lever delivering high perceived value defined by high

quality and affordable prices of its offerings for the target customers to be the market nicher

(FT 2012)


Page | 9

51 SEGMENTATION

To serve the right customers Nordstrom would design customer-driven marketing

strategies to identify market segment and develop tailored market programs In this context

Brazilian market has carefully been segmented as illustrated in figure 6 to reveal attractive

target markets (Kotler et al 2012) This segment will be of young professional women

between the ages 16-35 who are highly sensitive to the latest fashion trends as exhibited in

figure 6

Figure 6 - Major Segmentation Variables for Consumer Markets

Source Adapted from Kotler et al (2012)


Page | 10

52 TARGETING

After evaluating different segments the targeted audience is customers who are members of

the emerging socioeconomic group with the robust purchasing power To best advocate the

underlying prerequisites of targeted consumers Nordstrom would follow a mass marketing

strategy undifferentiated market focusing on magazines such as Vogue Brasil and Contigo

billboard and newspapers

Contrary with a look at established markets Nordstrom would apply micromarketing

strategy that best serves to build the right relationships with the right customers (Kotler et

al 2012)With regards to this Nordstromrsquos target customers would be grouped in three

main customer profile categories The primary target would be the principle-orientated

customers the innovators while the secondary customer target is the status-orientated the

self-treating and last customer target is the savvy trendy one who is the experiencer (Figure

6) Drawing from Nordstromrsquos customer centric approach it would tailor its brandsrsquo

portfolio and marketing programs to suit the tastes of specific individuals and locations

(Kotler et al 2012) As Nordstrom would be located in urban cities the target customers

would value the latest of fast fashion trends while individualrsquos preference could benefit

from aggregated usage of digital media across all its omni-channels


Page | 11

53 POSITIONING

The Brazilian fashion market is very fragmented thus Nordstrom will differentiate its

corporate brand by offering value proposition that fills the void in the Brazilian market for

luxury fashion forward brands at attainable prices Nordstrom will be well positioned as

luxury affordable retailer to tap into the niche market by coveting and differentiating brand

offer to stand out against competitors Beyond differentiating its physical product and

prices Nordstrom would differentiate itself based on its services as of a legendry one

Fashion degree

Avant-grade- Tendency towards Casual

Oriented design ldquomodern elegant chicrdquo lifestyle

Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce

Figure 7 - Brand Positioning Based On Pricing Architecture


Page | 12

6 Market Entry

The above descriptive marketing analysis cites lucrative opportunities for Nordstrom to enter

the Brazilian market hence the decision to open Nordstrom branded stores will underpin the

growth potential that Brazil offers Apart from its namesake brand Nordstrom will also offer

the newest looks from established brands as well as unique products from rising young

designers (Figure 18)

The main challenges linked to this new market entry are mainly high import charges and

seasonal differences which is a tough logistical challenge for fashion retailers Though it can

yield into a significant opportunity to build up designated competitive advantages to expand

into countries below the equator and that correlates with Nordstromrsquos corporate objective to

become a global brand Nordstrom would limit its risks up front by going into partnership with

local company hence it will be the strategy to follow to enter the market there (see Appendix

AP-ME-LP) The comparison is stated in Figure 8

While our plan emphasises on what the corporate brand stands for to tune up with its brand

image and heritage the Brazilian cultural resonances would be reflected into the marketing mix

programme (Kotler et al 2012) The local adaptation of globally oriented marketing will portray

Figure 8 -


Page | 13

the brand values and personality in terms of local language practices and the merchandise

offering to satisfy the target audience and create customer delight (Hackley 2010)

7 Market Programme

To communicate its desired position to target the defined consumers Nordstromrsquos marketing

mix efforts which are composed of the tactical 7Ps marketing tools should support the above

noted positioning strategy (Kotler et al 2012) Furthermore Nordstrom would market

effectively by fine-tuning its marketing mix into a blended integrated marketing program to

create superior customer value Nordstrom value proposition would be addressed by offering

attractive mix of value in terms of quality clothing fashionable styling excellent service and

attractive deacutecor albeit at affordable monetary prices Hereunder is Nordstromrsquos marketing mix

that would support its positing strategy

71 PRODUCT

Nordstrom would offer a unique mix of unrivalled collection of designer brands its core

brands and trendy fashion assortment to make high end fashion accessible Nordstrom

brand logo hangtag and packaging would reinforce its brand identity and name recognition

on the customerrsquos purchasing pattern Nordstrom would successfully address the sensual

aesthetics of Brazilian women through all its diffusion lines to create a need-satisfying

market offering (Kotler et al 2012)

Figure 9 - Product Assortment

Source Pinterest


Page | 14

72 PRICE

Nordstrom would differentiate itself by being an affordable luxury upscale retailer by

leveraging the marketing mix design and communication of its products in order to be

included in the masstige(1) pricing strategy to appeal to the target audience As suggested

by Kotler et al (2012) psychological pricing is an important element to encounter because

Brazilian consumers expect that the higher the price the better the quality is therefore the

implied premium pricing is applied (Standard 2012)(see Appendix AP-ME-PP)

Furthermore as noted in Figure 7 this pricing structure presents elasticity by applying

masstige to gain competitive advantage where is the gap in the Brazilian market for high

branded products with affordable prices (see Appendix AP-ME-MG) The fact that

Nordstrom would fit to all target audiencersquos needs would engender growth and create

loyalty

Rather than only offering a single price point Nordstrom would be able to be consistently

relevant to customers by the broad range of choices available that would underpin

affordability in the pricing strategy and adaptation to the variations in target audience

demands to deliver on its corporate brand promise

Moreover Nordstrom would be able to apply promotional pricing without the need to use

deep discounts as its prices are already competitive The promotional pricing would be

adopted to stimulate customer traffic where the Brazilian market is heavily biased towards

discounts Nordstromrsquos price point would varyndash from R$250 a bag to R$1250 -plus pair of

Jimmy Choo boots

73 PROMOTION

To optimize CRM and market share after designing a cohesive mix of the other 7Ps

Nordstrom at this stage would communicate the value proposition that is created from this

mix to its target consumers to persuade them to act on the market offering (Kotler et al

2012) With focusing aggressively early at this stage on all channels whereby above and

under the line promotions to expand its reach to existing fans and new customers

1 Masstige products are defined as premium but attainable and there are two key tenets (1) They are considered luxury or premium products and (2) They have price points that fill the gap between mid-market and super premium (Wikipedia 2013)


Page | 15

In the light of the notable emerge of digital media Nordstrom would capitalise on this

through its implication of eCRM to treat customers as individuals with a fully commitment

to seamless engagement whether in stores or via the web therefore enhancing Nordstrom

brand experience and providing high perceived value to customers (Kotler et al 2012)

74 PLACE

Nordstrom will open four female full-sized stores in urban cities in the most upmarket

shopping malls where stores generate the highest sales per square foot to fully reach out to

its affluence target market To raise awareness of its stores it would seek to modernise its

stores through the use of large format photography as well as innovative product

presentation with more tantalising and eye-catching fixtures and a well-designed free-form

layout Furthermore Nordstrom would define store space by lifestyle sections This

approach makes it easier for shoppers to put together outfits to deliver a compelling

customer proposition The stores would be sustainable in the long term through energy-

saving initiatives and environmentally adapted materials To integrate all selling channels

Nordstrom would introduce complimentary Wi-Fi in its stores to allow customers to browse

and buy products via IOS (iPhoneiPad) platform in its brick and mortar stores as well as

online site

(Source Google)

Figure 10 - Store Locations in Upmarket Shopping Mall


Page | 16

75 Physical Evidence

The grand opening of each of the stores with extensive promoting for it in all media related

would send messages that Nordstrom has arrived into the Brazilian market and would open

its doors on the scheduled openings Also the ornate displays will aim to showcase the

newest apparel the stores have on sale whereas mannequins dressed in new apparel brand

posters are devised In the latter after the opening people with experiences of the

merchandise will dedicate their testimonies

76 PEOPLE

As part of the CSR internal communications is the foundation for broadcasting brand

values to help capture a loyal customer base while the promotion mix paves the way for

dialogue with customers to interpret their needs to main suppliers Hence there would be a

dynamic interface between all stakeholders to capture value across the board

Leveraging brand DNA needs to be through aligned internal workings and structures

hence managers will be creating maintaining and supporting the corporate service culture

where outstanding acts of customer service will be rewarded This strand will stem from the

cohesive culture reinforcing brand values

(Source Google)

Figure 11 - Physical Evidence - Mannequins


Page | 17

77 PROCESS

Service with a smile would a pivotal part of Nordstroms brand essence The salespeople

with their elegant dress code would go above and beyond in their duties Hence sales

associates on the floor will be empowered like entrepreneurs given tools like well-stocked

stores digital customer profiles and thank-you notes to keep track of and service individual

customers in the interest of long term relationships Furthermore there will be a

complimentary pianist playing music in the store which adds to the affluent ambiance of

the Nordstrom shopping experience

Figure 12 ndash Process environment

(Source Nordstrom)


Page | 18

8 Integrated Marketing Communication

To sustain strong brand position IMC has to achieve and maintain the brand equation in Figure

13 through the internal and external brand activities as depicted below

81 INTERNAL BRANDING

External recognition of Nordstromrsquos brand would start internally with a consistent

and interrelated message through innovative channels about what the brand

identity This is based on shared attributes among the employees in all interfaces

with the target audience They would be the cornerstone in building the right

image and in communicating a compelling value proposition to the customers

with commitment to design the want-satisfying offering This commitment is

endowing the brandrsquos credibility (Figure 16)

This approach would reflect Nordstrom positioning and grow the equity of its

brand not devalue it (Cullather 2012)

82 EXTERNAL BRANDING

The dynamic brand strategy will provide both exclusivity and flexibility to meet or even

exceed the expectations of these potential customers to retain future customers and acquire

(Source UWL The Blue Book)

Tangible and intangible benefits

Total costs of ownership

Brand value = Benefit received by customers

Costs to the customer of brand purchase

Figure 13 ndash Brand Value Equation


Page | 19

Nordstrom Group

Core BrandsInternational

High-end Brands

Featured Designers

potential ones This is suggested in the following diagram (Figure 14) which is a visual

structure of Nordstromrsquos brand umbrella strategy

Through deploying click and mortar stores communication channels will penetrate the

market place with this strong brand offering

9 Monitor and Control

Nordstrom will set up an effective system for obtaining feedback and controlling the marketing

efforts this will involve both primary and secondary market research by holding well

moderated focus groups and conducting web based surveys (Dhruv et al 2007) to evaluate the

actual activitiesrsquo performance and take corrective actions where needed(Isobel 2008)

10 Budget

Monetary resources will be allocated to the marketing plan as outlined in the projected budget

in table 1 The strand is to optimise the usage of these resources as a result of efficient upfront

planning communications and on-going monitoring To monitor against any adverse actions

there will be 2 of the budget reserved to execute any contingency plan needed

Figure 14 - Brand Umbrella Strategy


Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

The above annotated marketing plan to open Nordstrom branded stores in Brazil - the giant of

the Southern Hemisphere - will help take advantage of its untapped market potential

In sign of the booming Brazilian fashion scene Nordstrom will benefit from extending its reach

southward new market development approach (Figure 15) by opening four stores between

2013 and 2016ndash in most lucrative urban shopping malls - one apiece in Sao Paulo in summer

season of December 2013 to be followed by Rio de Janeiro Brasilia and Salvador

Getting started by employing a healthy holistic marketing strategy shaped by tying

up between its partners (Figure 16) Nordstromrsquos employees as referred earlier in the

7Ps are perceived as a business partner leading to a lasting partner relationship with

the final partner who is the Brazilian customers

Long-term quality and diversity of brands will lie at the heart of the expansion

strategy this will be Nordstromrsquos brand USP Henceforth the core strength of the

promotion strategy would underlie getting the target audientsrsquo attention at the right

place and the right time through a message that will resonate the brandrsquos USP in

their mind Living up to the brand promise would breed loyalty consistent

engagement and recommendations

Exiting New

New

E

xit

ing

Mar

ket

Products Figure 15 - Ansoff Matrix

(Source Adapted from Kotler et al 2009)


Page | 21

Customer-Centricity Engagement BampC

Feedback

Internal Marketing

Want-Satisfying offering

Products

Commitment

ROI

BampB

Customers

Sales and Support People

Department Manager

Suppliers Distributors

Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition

Figure 16 - Holistic Communication Strategy across brick and mortar synergies


Page | 22

Prior to the opening of the stores Nordstrom Brasil will go aggressively on popular

Brazilian digital media It will start by getting into affiliate marketing this

concentrated exposure will help building the brand awareness and address target

audience (Figure 17) This approach will be customised in all aspects of engagement

with customers Another implication in other blogs is to use a pictorial questionnaire

to build up the profile of a potential customer who chooses her colour and style

preferences from pictures of fashion items and celebrities Then she will receive a

personalised shopping list (Forbes 2013)

The grand opening will be promoted by one of the local young popular celebrities

The advertising campaign will feature a Carnival-inspired celebration with fashion

tying it to local and cultural events While the theme is in vibrant colourful branded

collection with the influence of Brazilian Havaianas the digital media will correlate

to this campaign by offering interactive events such as a prize to choose the best send

local designs to be part of Nordstromrsquos collection

There will be implementation of reward programmes to retain the customers as well

as other sales promotions Furthermore it will snap up promising Internet ventures

to diversify to be resent in new retail platforms The social media strategy will extend

well beyond Facebook Twitter and YouTube rsquos Brazilian domain to an array of buzz-

generating fashion and photo-sharing sites like Pinterest

Leading up to during and in between the 2014 Football World Cup and the 2016

Summer Olympics Nordstromrsquos advertising campaigns will take place

heavily While the opening of the first store in Sao Rio in summer 2013 (Dec-March)

bullMarketing communication mix

Awareness

bullAppealing product offering

Interest

bullIncentives to act and buy -promotion mix

Desire

bullPurchase

bullCreating sales

Action


Figure 17 - AIDA Model


Page | 23

will build customer base before the events Thus PR initiatives will strike a chord

with football fans around the world The decision to bolster its expansion in light of

these events will increase its chances of building a worldwide awareness and

recognition for its brand and gain insight BampB opportunities by tailoring the events

costumes and supply other merchandise

The use of PR advertising social media and sponsorship will build brand awareness

while personal selling sales promotion and merchandising will draw consumer

interest In other words advertising will effectively instil a degree of urgency in the

target market while the latter will establish the desire to purchase the product with

a push for the sales (Figure 17)

Nordstromrsquos savvy customer service will set it apart from contending stores the

emphasise will be on creating innovative ways to be at the customerrsquos fingertips by

launching online website in Portuguese language with new apps that makes it easy to

shop anywhere In store the innovation should not stop though having the best of

all in modernised brick and mortar stores to increase product rate of sale Therefore

with the compelling merchandise and unyielding commitment to customer service

Nordstrom will be the retailer that customers trust On the other hand there must be

a balance to not undermine the image of the brand by having all the digital

experience focuses on discounts The digital platform will be seen as central to the

brand building activities and will have a role to play in reinforcing the whole pricing

strategy not just communicating discounts (Interbrand 2012)

The Nordstrom supply chain must have the ability to respond to a wide range of

quantities meet short lead times while the management has to adapt to the projected

lifecycle of the product with actions required as explained in Figure 18


Page | 24

Since Nordstromrsquos entry success into Brazil depends on consumers purchasing its

products it would appreciate the importance of establishing trust and loyalty with

its customers and employees Nordstrom would create a CSR program to promote its

affiliation with the Brazilian environment and concentrate on Supporting

Communities Sustaining the Environment Protecting Human Rights and Caring for

its People

However by entering into Brazil market it will have to guard against competitors

though building strong relationships with customers suppliers and other

stakeholders should help thwart competitors As of the uncertainty of future a

contingency plan will be needed hence there will be a view to open off-price store or

Sales

Time

(1)

B C

D

A

(2)

(3) Portfolio (A ndash well-renowned

Brands) is at Maturity stage ndash

cash cow Generates fund for the

development of Portfolio (D-

New Line)

Cash from Portfolio (B ndash Featured

Brands) through Exclusivity will be

used to support Portfolio (C- Core

Brands) Portfolio ndashA now possibly a

dog due to new entrants

Cash from Portfolio (C- Core Brands) will be used

to support growth of

Portfolio (D- New Line)

and possibly finance

extension strategy for B

Figure 18 - Product Life Cycle and The Boston Matrix


Page | 25

even to launch a new line designer in order not to damage the brand equity while

looking for other solutions like a merge

12 Conclusion

The expansion plan in Brazil is feasible recommended and will strategically facilitate future

expansion to new markets in the Latin American region As Nordstrom Brazil will become the

hub for the Latin American region this entry is just the beginning

To make the best use of Nordstromrsquos resources by focusing on potential consumers that can

best serve through customised marketing programme Nordstrom will build value-laden

customer relationships for her who will capture high perceived value and for Nordstrom which

will reap augmented value in the form of ROI This well planned integration between

marketing mix elements would transform the marketing strategy into real value for both Thus

beyond practicing good CRM Nordstrom must also practice good partner relationship

management with the customers (Kotler et al 2012)

Finally Nordstrom will then integrate its communication efforts to broadcast this value

proposition to target consumers and persuade them to act on the market offering This is the

route to success of Nordstromrsquos expansion plan in the Brazilian market positioning itself as a

niche retailer with the potential to accelerate the 5 market share of the plan objectives


Page | 26

13 Acronyms

ACRONYM MEANING

CLV CUSTOMER LIFETIME VALUE

CRM CUSTOMER RELATIONSHIP MANAGEMENT

CSR CORPORATE SOCIAL RELATIONSHIP

IMC INTEGRATED MARKETING COMMUNICATION

ROI RETURN ON INVESTMENT

SLEPT SOCIAL LEGAL POLITICAL TECHNOLOGY

SWOT STRENGTH WEAKNESS OPPORTUNITIES THREATS

USP UNIQUE SELLING POINT

YOY YEAR ON YEAR


Page | 27

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AT Kearney (2008) Brazil is Most Attractive Emerging Market for Apparel Retailers Looking to

Invest Abroad [Accessed on May 11 2013] httpwwwatkearneycomen_GBnews-medianews-

releasesnews-release-asset_publisher00OIL7Jc67KLcontentbrazil-is-most-attractive-emerging-market-for-apparel-retailers-looking-to-invest-abroad10192

AT Kearney (2012) Brazil Tops AT Kearney Global Retail Development Index for the Second Year

Adam (2011) The New Middle Class [Accessed on May 19 2013]

Allison M (2012) Nordstrom expanding to Canada [Accessed on May 10 2013]

httpseattletimescomhtmlbusinesstechnology2019124254_nordstromcanadaxmlhtml

Anaya S (2010) Inside Brazilrsquos Booming Fashion Industry [Accessed on May 03 2013]

httpwwwbusinessoffashioncom201008inside-brazils-booming-fashion-industryhtml

AQA A2 Business Studies -marketing objectives [Accessed on May 05 2013]

httpwwwphilipallancoukpdfstxtbusa209pdf

Ben-Shabat H Moriarty M Neary D (2011) Retail Global Expansion A Portfolio of Opportunities ndash The 2011 AT Kearney Global Development Index [Accessed on 10th of May 2013]

httpwwwatkearneycomdocuments101923903b4b7-265c-484e-932c-50169e5aa2f3

Bloomberg (2010) Billionaire Philip Green Eyes Brazil China for Topshop Chain [Accessed on May

15 2013] httpwwwbloombergcomnews2010-05-20billionaire-philip-green-eyes-brazil-china-

for-topshop-chain-expansionhtml

Catherwood A Shannon S (2010) Billionaire Philip Green Eyes Brazil China for Topshop Chain

[Accessed on May 03 2013]

Cullather S (2012) The importance of brand equity and how to maintain it [Accessed on May 19

2013] httpwwwguardiancoukmedia-networkmedia-network-blog2012aug10brand-equity-

start-ups-advantage

Docstoc (2011) Chapter 13 Dimensions of Marketing Strategy [Accessed on May 19

2013] httpwwwdocstoccomdocs69185779Chapter-13-Dimensions-of-Marketing-Strategy

Ferrell O Hartline M (2010) Marketing strategy South-Western 5th edition

Forbes (2013) Gap Is Dressed to Impress in These Three Growth Markets [Accessed on May 18

2013] httpwwwforbescomsitesgreatspeculations20130411gap-is-dressed-to-impress-in-

these-three-growth-markets

FT (2012) The Brazilian retail riddle [Accessed on May 13 2013]

httpwwwftcomcmss02395e3f8-026b-11e2-8cf8-00144feabdc0htmlaxzz2SEQWHBNV

G Dhruv K Lamayya (2007) Marketing Research [Accessed on May 29 2013]

httpbooksgooglecoukbooksid=G9gTZLV50u4Camppg=PA143ampdq=market+research+data+

collection+toolsamphl=enampsa=Xampei=5JGlUefBAfH20gWQ9IF4ampved=0CFsQ6AEwBQv=onepageampq

=market20research20data20collection20toolsampf=false

Ganesha (2003) The Art of Marketing Excerpts from The Way of Strategy [Accessed on May 18

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Page | 28

Global Intelligence Alliance (2010) Six Trends that will Shape Brazils Consumer and Retail Market

[Accessed on May 18 2013] httpwwwglobalintelligencecominsights-analysisbulletinssix-

trends-that-will-shape-brazil-s-consumer-and-rixzz2ThgKfPwv

Google (2013) Images ndash VALS 2 segment profiles [Accessed on May 19

2013] httpwwwgooglecoukimgresimgurl=httpwwwfranteractivenetresourcesVALS-

2jpgampimgrefurl=httpwwwfranteractivenetVALS-

2htmlamph=646ampw=500ampsz=43amptbnid=msX8FycGz3SPoMamptbnh=103amptbnw=80ampzoom=1ampusg=__Ek

Ht1eMgcyhR4MrbF9b5jttUKwg=ampdocid=Lk-

rdKp7v4iRyMampsa=Xampei=vAeZUdylHOGQ0QXP7oDYBwampsqi=2ampved=0CEQQ9QEwBgampdur=10

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httpwwwriogringacommy_weblog201108the-new-middle-classhtml

HampM (2013) Expansion Strategy [Accessed on May 11 2013]

httpabouthmcomAboutSectionenAboutFacts-About-HMAbout-HMExpansion-Strategyhtml

Hackley C (2010) Advertising and Promotion An Integrated Marketing Communications

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httpwwwinterbrandcomenBestRetailBrands2013Nordstrom

Internet Marketing Academy The (2013) Affiliate Marketing [Accessed on May 3 2013]

httpbooksgooglecoukbooksid=jEtfBeCH7NECampprintsec=frontcoverampdq=affiliate+marketingamphl

=enampsa=Xampei=w4ihUYb7A6ms0QX8oIGICwampved=0CEgQ6AEwAwv=onepageampqampf=false

ITD Management (2013) 3PLs LOGISTICS SERVICE PROVIDERS ndash Business Development

[Accessed on May 5 2013] httpwwwltdmgmtcomlogistics-service-providersasp

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sau-paulo

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httpwwwglamourcomfashion20110925-of-the-best-fashion-quotes-of-all-timeslide=16

Kotler P Armstrong G (2009) Principles of Marketing Global Edition Pearson Education 13 Ed

Kotler P Keller K Brady M Goodman M (2012) Marketing Management Pearson 2 Ed

Lazzara L (2010) Nordstrom Marketing Report [Accessed on May 13 2013]

httpissuucomlaurenlazzaradocsnordstrom_marketing_report3print

Marisa (2013) Investor Relations [Accessed on May 12 2013]

httpwwwmzwebcombrmarisawebconteudo_enasptipo=12319ampidioma=1ampconta=44

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httpwwwmarketingweekcoukanalysisqa-clare-dobbie-marketing-director-asos3027445article


Page | 29

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httpbooksgooglecoukbooksid=_Jz4ZJsoaMgCamppg=PA23ampdq=glocalization+marketingamphl=enamp

sa=Xampei=Dz-iUaChL-

jA7AbwkYHIAgampved=0CGMQ6AEwCQv=onepageampq=glocalization20marketingampf=false

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2013] httprumoursrtruetumblrcom

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put-customers-in-driver-s-seat-or-be-dead-by-2020

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markets-in-canada

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98fa-31e468bbb824

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Yeung Vivian (February 24 2012) Brazil PESTEL analysis [Accessed on May 3 2013]

httpprezicomqjss9hu-khzpbrazil-pestle-analysis


Page | 1

Table of Contents

1 Executive Summary 3

2 Introduction 4

3 Situational Analysis 5

31 INTERNAL FACTORS 5

32 EXTERNAL FACTORS 6

4 Market Objectives 8

5 Marketing Strategy 8

51 SEGMENTATION 9

52 TARGETING 10

53 POSITIONING 11

6 Market Entry 12

7 Market Programme 13

71 PRODUCT 13

72 PRICE 14

73 PROMOTION 14

74 PLACE 15

75 Physical Evidence 16

76 PEOPLE 16

77 PROCESS 17

8 Integrated Marketing Communication 18

81 INTERNAL BRANDING 18

82 EXTERNAL BRANDING 18

9 Monitor and Control 19

10 Budget 19

11 Recommendation 20

12 Conclusion 25

13 Acronyms 26

14 References 27


Page | 2

Table of Figures




















Page | 3

1 Executive Summary
















Page | 4

2 Introduction







Page | 5





AP-IF- FH)










31 INTERNAL FACTORS











Page | 6





economic conditions








32 EXTERNAL FACTORS





Page | 7













Page | 8














4 Market Objectives







and sustainable ROI








(FT 2012)


Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





74 PLACE












online site

(Source Google)



Page | 16








76 PEOPLE









(Source Google)



Page | 17

77 PROCESS









(Source Nordstrom)


Page | 18
























Page | 19

Nordstrom Group


High-end Brands

Featured Designers










10 Budget







Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

















Exiting New

New

E

xit

ing

Mar

ket




Page | 21


Feedback

Internal Marketing


Products

Commitment

ROI

BampB

Customers


Department Manager


Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition



Page | 22
























Awareness


Interest


Desire

bullPurchase

bullCreating sales

Action




Page | 23


























Page | 24






its People





Sales

Time

(1)

B C

D

A

(2)





New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 2

Table of Figures




















Page | 3

1 Executive Summary
















Page | 4

2 Introduction







Page | 5





AP-IF- FH)










31 INTERNAL FACTORS











Page | 6





economic conditions








32 EXTERNAL FACTORS





Page | 7













Page | 8














4 Market Objectives







and sustainable ROI








(FT 2012)


Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





74 PLACE












online site

(Source Google)



Page | 16








76 PEOPLE









(Source Google)



Page | 17

77 PROCESS









(Source Nordstrom)


Page | 18
























Page | 19

Nordstrom Group


High-end Brands

Featured Designers










10 Budget







Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

















Exiting New

New

E

xit

ing

Mar

ket




Page | 21


Feedback

Internal Marketing


Products

Commitment

ROI

BampB

Customers


Department Manager


Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition



Page | 22
























Awareness


Interest


Desire

bullPurchase

bullCreating sales

Action




Page | 23


























Page | 24






its People





Sales

Time

(1)

B C

D

A

(2)





New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 3

1 Executive Summary
















Page | 4

2 Introduction







Page | 5





AP-IF- FH)










31 INTERNAL FACTORS











Page | 6





economic conditions








32 EXTERNAL FACTORS





Page | 7













Page | 8














4 Market Objectives







and sustainable ROI








(FT 2012)


Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





74 PLACE












online site

(Source Google)



Page | 16








76 PEOPLE









(Source Google)



Page | 17

77 PROCESS









(Source Nordstrom)


Page | 18
























Page | 19

Nordstrom Group


High-end Brands

Featured Designers










10 Budget







Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

















Exiting New

New

E

xit

ing

Mar

ket




Page | 21


Feedback

Internal Marketing


Products

Commitment

ROI

BampB

Customers


Department Manager


Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition



Page | 22
























Awareness


Interest


Desire

bullPurchase

bullCreating sales

Action




Page | 23


























Page | 24






its People





Sales

Time

(1)

B C

D

A

(2)





New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 4

2 Introduction







Page | 5





AP-IF- FH)










31 INTERNAL FACTORS











Page | 6





economic conditions








32 EXTERNAL FACTORS





Page | 7













Page | 8














4 Market Objectives







and sustainable ROI








(FT 2012)


Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





74 PLACE












online site

(Source Google)



Page | 16








76 PEOPLE









(Source Google)



Page | 17

77 PROCESS









(Source Nordstrom)


Page | 18
























Page | 19

Nordstrom Group


High-end Brands

Featured Designers










10 Budget







Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

















Exiting New

New

E

xit

ing

Mar

ket




Page | 21


Feedback

Internal Marketing


Products

Commitment

ROI

BampB

Customers


Department Manager


Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition



Page | 22
























Awareness


Interest


Desire

bullPurchase

bullCreating sales

Action




Page | 23


























Page | 24






its People





Sales

Time

(1)

B C

D

A

(2)





New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 5





AP-IF- FH)










31 INTERNAL FACTORS











Page | 6





economic conditions








32 EXTERNAL FACTORS





Page | 7













Page | 8














4 Market Objectives







and sustainable ROI








(FT 2012)


Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





74 PLACE












online site

(Source Google)



Page | 16








76 PEOPLE









(Source Google)



Page | 17

77 PROCESS









(Source Nordstrom)


Page | 18
























Page | 19

Nordstrom Group


High-end Brands

Featured Designers










10 Budget







Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

















Exiting New

New

E

xit

ing

Mar

ket




Page | 21


Feedback

Internal Marketing


Products

Commitment

ROI

BampB

Customers


Department Manager


Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition



Page | 22
























Awareness


Interest


Desire

bullPurchase

bullCreating sales

Action




Page | 23


























Page | 24






its People





Sales

Time

(1)

B C

D

A

(2)





New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 6





economic conditions








32 EXTERNAL FACTORS





Page | 7













Page | 8














4 Market Objectives







and sustainable ROI








(FT 2012)


Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





74 PLACE












online site

(Source Google)



Page | 16








76 PEOPLE









(Source Google)



Page | 17

77 PROCESS









(Source Nordstrom)


Page | 18
























Page | 19

Nordstrom Group


High-end Brands

Featured Designers










10 Budget







Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

















Exiting New

New

E

xit

ing

Mar

ket




Page | 21


Feedback

Internal Marketing


Products

Commitment

ROI

BampB

Customers


Department Manager


Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition



Page | 22
























Awareness


Interest


Desire

bullPurchase

bullCreating sales

Action




Page | 23


























Page | 24






its People





Sales

Time

(1)

B C

D

A

(2)





New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 7













Page | 8














4 Market Objectives







and sustainable ROI








(FT 2012)


Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





74 PLACE












online site

(Source Google)



Page | 16








76 PEOPLE









(Source Google)



Page | 17

77 PROCESS









(Source Nordstrom)


Page | 18
























Page | 19

Nordstrom Group


High-end Brands

Featured Designers










10 Budget







Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

















Exiting New

New

E

xit

ing

Mar

ket




Page | 21


Feedback

Internal Marketing


Products

Commitment

ROI

BampB

Customers


Department Manager


Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition



Page | 22
























Awareness


Interest


Desire

bullPurchase

bullCreating sales

Action




Page | 23


























Page | 24






its People





Sales

Time

(1)

B C

D

A

(2)





New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 8














4 Market Objectives







and sustainable ROI








(FT 2012)


Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





74 PLACE












online site

(Source Google)



Page | 16








76 PEOPLE









(Source Google)



Page | 17

77 PROCESS









(Source Nordstrom)


Page | 18
























Page | 19

Nordstrom Group


High-end Brands

Featured Designers










10 Budget







Page | 20

Market Penetration

Product Development

Market Development

Diversification

11 Recommendation

















Exiting New

New

E

xit

ing

Mar

ket




Page | 21


Feedback

Internal Marketing


Products

Commitment

ROI

BampB

Customers


Department Manager


Regional Managers

Board of

Directors

Cap

ture

Val

ue

in R

etu

rn

(Co

rpo

rate

- M

ark

etin

g

Ob

ject

ives

ndash

Cap

ture V

alue

Pro

po

sition



Page | 22
























Awareness


Interest


Desire

bullPurchase

bullCreating sales

Action




Page | 23


























Page | 24






its People





Sales

Time

(1)

B C

D

A

(2)





New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 9

51 SEGMENTATION






figure 6




Page | 10

52 TARGETING


















Page | 11

53 POSITIONING







Fashion degree



Well-

Renowned

Brands

Core

Brand

Featured

Brands

Super

Premium

Masstige -

Affordable

Accessible

Pri

ce



Page | 12

6 Market Entry
















Figure 8 -


Page | 13



7 Market Programme









71 PRODUCT








Source Pinterest


Page | 14

72 PRICE











loyalty









Jimmy Choo boots

73 PROMOTION








Page | 15





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Page | 19

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Page | 25



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Page | 26

13 Acronyms

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YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































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Page | 30



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Page | 10

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Page | 11

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Page | 15





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Page | 16








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Page | 17

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Page | 18
























Page | 19

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Page | 20

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Page | 25



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Page | 26

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Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



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Page | 11

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Page | 15





74 PLACE












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Page | 16








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Page | 18
























Page | 19

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Page | 26

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Page | 27

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Page | 28



























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Page | 29


































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Page | 30



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Page | 12

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Page | 28



























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Page | 29


































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Page | 15





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Page | 26

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Page | 27

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Page | 28



























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Page | 29


































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Page | 30



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Page | 26

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Page | 27

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Page | 28



























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Page | 29


































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Page | 30



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Page | 15





74 PLACE












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Page | 19

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Page | 26

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Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



98fa-31e468bbb824








Page | 16








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Page | 26

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YOY YEAR ON YEAR


Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



98fa-31e468bbb824








Page | 17

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Page | 26

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YOY YEAR ON YEAR


Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



98fa-31e468bbb824








Page | 18
























Page | 19

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Page | 26

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YOY YEAR ON YEAR


Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



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Page | 19

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Page | 26

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YOY YEAR ON YEAR


Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



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Page | 20

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Page | 24






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Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



98fa-31e468bbb824








Page | 21


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Page | 24






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Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



98fa-31e468bbb824








Page | 22
























Awareness


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Page | 24






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Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























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Page | 29


































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Page | 30



98fa-31e468bbb824








Page | 23


























Page | 24






its People





Sales

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Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































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Page | 30



98fa-31e468bbb824








Page | 24






its People





Sales

Time

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New Line)













Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 25



12 Conclusion
















Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 26

13 Acronyms

ACRONYM MEANING









YOY YEAR ON YEAR


Page | 27

14 References





















start-ups-advantage
















Page | 28



























sau-paulo












Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 27

14 References





















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Page | 28



























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Page | 29


































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Page | 30



98fa-31e468bbb824








Page | 28



























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Page | 29


































markets-in-canada





Page | 30



98fa-31e468bbb824








Page | 29


































markets-in-canada





Page | 30



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Page | 30



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