Marketing and Sales

Jump to section

• Overview & contents
• i. Important Notice and Basis of Preparation
• 1. Executive Summary
• 2. The Business
• 3. Market Analysis
• 4. Location Strategy
• 5. Products and Merchandise Strategy
• 6. SWOT and Competitive Position
• 7. Marketing and Sales
• 8. Operations
• 9. People, Compliance and Controls
• 10. Implementation Plan
• 11. Financial Plan
• 12. Break-Even
• 13. Working Capital and Debt Service
• 14. Returns
• 15. Sensitivity and Scenarios
• 16. Risk Management
• 17. Trigger Points and Management Response
• 18. Key Performance Indicators
• 19. Key Assumptions
• 20. Conclusion
• A. Appendix A: Consolidated Financial Summary
• B. Appendix B: Capital and Pre-Opening Schedules
• C. Appendix C: Funding and Debt Schedules
• D. Appendix D: Risk Register
• E. Appendix E: Glossary

7.1 Brand positioning

The proposition is stated in one sentence and everything else follows from it: good clothes that fit, in your size, in the centre where you already shop. It is not aspirational, it does not reference fashion authority, and it makes no claim the store cannot deliver on the day. A boutique that positions above what it stocks disappoints the customer who walks in.

7.2 Pre-launch and launch

7.3 Ongoing customer acquisition and retention

• The window is the largest marketing asset the store owns. A 5.5 metre glazed frontage on the anchor desire line is seen by every grocery shopper every week. It is changed weekly, costs nothing beyond the time, and outperforms any paid channel available at this budget.
• The size register is the retention engine. Every customer’s size and preferences recorded at the till, with explicit POPIA consent. When something arrives in her size she is messaged individually. This is what a cross-border platform structurally cannot do.
• WhatsApp, not social advertising. A broadcast list of known customers costs nothing per message and reaches people who have already bought. Paid social at this budget buys reach among people who will never visit the centre.
• Fitting appointments for the size-inclusive proposition. A booked appointment with garments pre-selected in her size converts at a multiple of walk-in browsing, and it is the clearest demonstration of the store’s whole argument.
• Referral through the community network. In a township node the church, stokvel and workplace networks carry a recommendation further than any advertisement.

7.4 What the plan does not spend money on