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Session 10 Merchandising - 2

Lorraine Trocino is the merchandiser for Jones Apparel Group. The document discusses the classic merchandising functions including negotiating prices, line planning, and product development. It also outlines the educational background needed for merchandising roles. The merchandising department plays a vital role in coordinating design, sales, and production to get the right products to customers on time. Precise planning and controls are needed across all phases of the merchandising process.

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Vishwajeet Bharti
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© Attribution Non-Commercial (BY-NC)
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Download as PPTX, PDF, TXT or read online on Scribd
72 views

Session 10 Merchandising - 2

Lorraine Trocino is the merchandiser for Jones Apparel Group. The document discusses the classic merchandising functions including negotiating prices, line planning, and product development. It also outlines the educational background needed for merchandising roles. The merchandising department plays a vital role in coordinating design, sales, and production to get the right products to customers on time. Precise planning and controls are needed across all phases of the merchandising process.

Uploaded by

Vishwajeet Bharti
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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JONES APPAREL GROUP

INTRODUCTION
LORRAINE TROCINO is the merchandiser of Jones apparel group.
Division President Profitability

Design Department Product development

CLASSIC MERCHANDISING FUNCTIONS


NEGOTIATE PRICES(T EXTILE DEPARTMEN T)

LINE PLAN(D ESIGN DIRECT OR)

PRODUCT DEVELOPM ENT(DESIG N DEPARTME NT)

EDUCATIONAL BACKGROUND
Strong math skills
Basic logic and an understanding of fundamental apparel and textile functions

Basic garment construction


Understanding of textiles

Work study

LINE PLAN

Vision Concept Plan (Design Director) Projected Sales (Division President) Line Plan Communicated Through Computer Design Sent To Factories

PRODUCTION PLANNING AND CONTROL


Merchandisers communicate with agents Agents go to factories to determine lead time and deliveries - SCHEDULE Cutting plan for product line (Division president) Follow up by production department to assure deliveries

MERCHANDISING CALENDAR

SCHEDULE

FED IN MAIN FRAME COMPUT ERS

FOLLOW UP OF THE CURRENT STANDING AND DELAYS

FINDINGS
Merchandising department plays a vital role in the smooth functioning of the product development.
Merchandising department is the liaison between design, sales and production. Success of department is due to the systematic and strategic planning and control.

Consumer buying pattern force Marketing Change

Introduction
Change in role of merchandisers.

Consumers bought what was being produced.

What consumers want is being produced.

Factors to be controlled
Product development
Cost inventory Delivery Manufacturing Time Limit

Which Provides Right apparel product at suitable price and quality to consumers.

Marketing Calenders
No. of seasons in which product line will be presented.
Date of Release. Start and end date of shipment.

Key event Calendar


Optimum scheduling of manufacturing.
Provide necessary shelf stock position.

Merchandising Calendar
Primary control tool in an apparel company.
Design to control key events needed to get right apparel product, in right mix, at right price, to the customer at right time.

Line Plan development


Develop a proposed seasons objectives.
Where and if new seasons should be added. amount of fabric, styles, construction, SKUs in the product line.

Product Development
Putting together the line for the season.
Necessary market research. Garment construction research. Continuous Function.

Style Adoption
Designer sample preparation.
Pre-costing Garment specification Quality specification Timely scheduling of product engineering

Forecasting
Estimate sales for each style.
After final adoption making of more sure-footed forecast

NOT authorization to produce.

Only plans, not commitments.

Manufacturing Plan
Forecasting by style.

Developing shelf stock plan.

Fabric and Yarn requirements


Timely procurement.
Delivery of yarn. Availability of yarn and fabrics. Optimum use of capital investment. Control of material turns. Minimization of loss.

Inventory Management
Monitors inventory levels.
Maintains predetermined level of customer support.

Work in process inventory


Direct manufacturing function.
Important for proper delivery.

Manufacturing Throughput

Customer Service Season Critique

Conclusions
Need for precise planning and accurate controls in every phase of merchandising process is much greater in todays fast pace global market place.

LINE DEVELOPMENT STRUCTURE

26

VF PLAYWEAR

GARY SIMMONS- PRESIDENT

27

DRIVERS OF PRODUCTS:
GENERAL MANAGER OF MERCHANDISING
LEE- BRAND MANAGER FOR MERCHANDISING AND SALES( SIZE OF BUSINESS)

NIKE- VP OF MERCHANDISING ( FOR INFANTS, TODDLERS, BOYS AND GIRLS)


28

HOW DESIGNER WORKS


WITH ASSISTANT DESIGNER
WORKS IN CONCERN WITH MERCHANDISING ASSISSTANT ( MA) AND MERCHANDISING SPECIALIST(MS).

MA AND MS REPORTS TO GM OF MERCHANDISING


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TWO PILLARS:
DESIGNER & ASSISTANT DESIGNER MA AND MS.

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DESIGN PILLAR-DESIGN BUSINESS OPPORTUNITIES

ANALYST AND PAPERWORK PILLAR- ANALYSE THOSE BUSINESS OPPORTUNITIES.

GM COORDINATES BOTH.

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MARKETING STRATEGY
THEY PLAN FOR 3 YEARS BUT FOUCUS ON THE 1ST YEAR.

AUGUST- INITIAL PLAN


NOVEMBER- RETAIL PLAN

JAN- FINAL PLAN

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PRODUCT MARKETING STARTEGY FOCUS ON INITIAL SALES GOAL.


BUSINESS OPPORTUNITIES SET BY CLIENTS OR PRODUCT CATEGORIES.

SALES ARE IN CONCERNED WITH MERCHANDISING


AFTER PMS COMES A FORMALISED PRODUCT MARKETING STRATEGY SHEET.

IT STATES IF WE CAN SELL $10 MILLION , HOW MUCH TO ALLOT TO PARTICULAR CATEGORY

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THIS IS TO DRIVE SEASON DRIVEN CATEGORIES.

WE DO OUR LINE PLAN

FROM THIS WE PROJECT OUR GROSS MARGINS AND OUR PRODUCTION PLANNING FORECAST.

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LINE PLAN:
HOW MUCH VOLUME
HOW MANY STYLE INCREASE IN PRODUCTIVITY PER STYLE TO INCREASE BUSINESS BY 10% ADD 2-3 % MORE STYLE BELIEVES- INCREASING IN DOZENS AFTER INITIAL FORECAST- SOME STYLES DROPPED
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AFTER MEETING MORE STYLES ARE DROPED


AFTER 50-55% SALES DROP MORE STYLES. WE CUT STYLES- SO FROM INITIAL PLAN ONWARDS WE ALWAYS INCREASE OUR PRODUCTIVITY PER STYLES ALLOWS US TO INJECT A NEW STYLE,WITHOUT DILUTING PER STYLE VOLUME.

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SALES FORECAST:
DEVELOP FORECAST FOR SALES ,30 DAYS BEFORE ON SALE .
IT IS FOR MERCHANDISERS AND KEY SALES PEOPLE. RERANKING OF LINE WITH ACTUAL SALES SAMPLE- AT SALESMEETING TO PLAN MARKETING STRATEGY. SEPARATE PLAN FOR REORDERABLES.
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TRIANGLE APPROACH:
SELL THROUGHS BY THE CUSTOMER
LINE REVIEWS DURING LINE DEVELOPMENT PROCESS.

SALES DEPARTMENT INPUT.

THIS TRIANGLE DRIVES OUR FORECASTING.

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MERCHANDISING CALENDER 40 STEPS


LINE PLAN- STARTSHIP AND ENDSHIP DEVELOPED BY MERCHANDISERS

BLENDS MARKETING DEPT. AND OPERATIONAL CALENDERS


USED TO DEVELOP , TRACK INFORMATION AND PROGRESS ACCOMMODATE CHANGES. 2 SITES- B2B AND B2C
39

NPD GROUP FOR PANEL RESEARCH


FOCUS GROUP HELP FROM SITES- IMMEDIATE, 24 HOURS RESPONSE

SITE- HEALTHTEXT.COM

40

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