Nasty Gal Case paper evaluation HD -High Distinction 80%+ for student reference

8/17/2019 Nasty Gal Case paper evaluation HD -High Distinction 80%+ for student reference

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Marketing (MKTG ) Class, Group #, Title: Case Study Eg on Nasty Gal (Competitor to Zara)

ro!essor"s name, Students" name, email, student#, sumitted date, due date

B Y WEEK 3, STUDENTS MUST PRESENT A PROPOSAL FOR THEIRRESEARCH PAPER & 400 word !or " #r"$% A'()"%(o$ Proo"' (100words each: describe why RMIT is ideal to get a research grant on this toic! who

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Nicely done=T".'* o! Co$%*$%2STR3T 4

>?>3@TIA> S@MMRB (Teach so#ething new to the world%&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&C1& INTR.'@3TI.N&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&D9& INT>RN* N*BSIS&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&E

9&1& 3.MPNB&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& E

9&1&1& Reso$rce72ased Aiew nalysis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&E9&1&9& ARIN -ra#ework&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&F9&1&;& Porters Aal$e 3hain nalysis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&H9&1&C& 3o#any 3$lt$re nalysis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&109&1&D& Co*%(%(;* S%r*$7%/ ssess#ent&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&11

9&9& 3.**2.RT.R&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& 199&;& *ist of S%r*$7%/ "$d W*">$*&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&1C

;& >?T>RN* N*BSIS&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&1D;&1& 3onte+t&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&1D

3=1=1= M")ro E$;(ro$*$%"' A$"'-(&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&1D;&9& Co*%(%(;* E$;(ro$*$%&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&1E

;&9&1& 3haracteristics of the ind$stry&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&1E

;&9&9& 'irect and Indirect 3o#etitors&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&1E;&9&;& Porters -i5e -orces nalysis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& 1;&9&C& Strategic Gro$ Maing&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&1F;&9&D& 'ri5ing -orces nalysis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&90;&9&E& Jey S$ccess -actors&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& 90;&9&& Michael Porters -ra#ework for 3o#etiti5e nalysis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&90

3=3= CUSTOMERS o(%(o$($79===============================================================================G13=3=1= T"r7*% M"r>*%=============================================================================G13=3=G= M"r>*% S(*================================================================================GG3=3=3= M"r>*% S*7*$%"%(o$ o! Pr("r- M"r>*%======================================G4;&;&D& 3$sto#er Insights 7 Maslows /ierarchy of Needs&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&9E;&;&E& 3$sto#er Aal$e Ma&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&9

;&C& *ist of .ort$nities and Threats&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;0C& >A*@TI.N .- SWOT ANALYSIS&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;1

4=1= ACTIE SWOT TABLE&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;1C&9& .A>R** 3.N3*@SI.NS 'R)N -R.M S).T N*BSIS&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;9

D& 3.RP.RT> *>A>* STRT>GB&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;;D&1& Mission&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& ;;D&9& Goals and .bKecti5es&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;;D&;& *ine of 2$siness&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& ;;D&C& Relationshi a#ong NastyGals 2$sinesses&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;CD&D& 'enition and Merits of NastyGals 3ororate Strategy&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;CD&E& Merits of the 3ororate Strategy&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;C

E& 2@SIN>SS STRT>GB&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;DE&1 Prod$ct *ifecycle < Shakeo$t Stage&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;D

E&9& 2$siness *e5el Strategy&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;EE&9&1& Porters Generic Strategy 7 'i,erentiation -oc$s&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;EE&9&9& Miles and Snows 2$siness Strategy < Prosector&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;E&9&;& 3o#bined Tyology of 2$siness7@nit 3o#etiti5e Strategies&&&&&&&&&&&&&&&&&&&&&&&&&&&;

& [email protected]* STRT>GB&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;FF& >A*@TING *T>RNTIA> STRT>GI3 .PTI.NS&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;H

-or#$lating Strategic .tions&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;HF&1& Taking Preca$tion against Strategic Tra&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;HF&9& Strategies to Preare for and S$r5i5e Shakeo$t Period&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&;HF&;& STRT>GI3 .PTI.NS&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&C0F&;&1& STRT>GI3 .PTI.N 1: Increase NastyGal 2rick7and7Mortar .$tlet&&&&&&&&&&&&&&&&&&&&C0

F&;&1&1& d5antages and 'isad5antages&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&C1

F&;&1&9& -inancial I#lications&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&C1F&;&9& STRT>GI3 .PTI.N 9: Introd$ce New Prod$ct *ine < thleis$re 3ategory&&&&&&&&C9F&;&9&1& d5antages and 'isad5antages&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&C;F&;&9&9& -inancial I#lications&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&C;

F&;&;& STRT>GI3 .PTI.N ;: 'istrib$ting thro$gh 'eart#ent Stores&&&&&&&&&&&&&&&&&&&&&&&&CC


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F&;&;&1& d5antages and 'isad5antages&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CDF&;&;&9& -inancial I#lications&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CD

F&;&C& STRT>GI3 .PTI.N C: NastyGal to Re#ain their Stat$s L$o&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CEF&C& 3.MPRIS.N .- STRT>GI3 .PTI.NS&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&C

H& R>3.MM>N'TI.NS&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CFH&1& 3hosen Strategic lternati5e&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CFH&9& 3hanges to 3ororate 2$siness and -$nctional Strategy&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CF

H&9&1& 3hanges to 3ororate strategy&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CF

H&9&9& 3hanges to 2$siness strategy&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CHH&9&;& 3hanges to -$nctional strategy&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&CH

H&;& Marketing Mi+&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&D0H&;&1& Prod$ct and 2randing&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&D1H&;&9& Price&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& D9H&;&;& Place and Ti#e&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&D;H&;&C& Pro#otion and >d$cation&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& DCH&;&D& Peole&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& DE9.3.6. Processes&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& DH&;&& Physical >5idence&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&DF

10& 3.N3*@SI.N (Teach so#ething new to the world%&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&DH11& PP>N'I?&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& E0

9&1&1& Reso$rce72ased Aiew nalysis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& E19&1&;& NastyGals Aal$e 3hain&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&EC9&1&;& Ind$stry Aal$e 3hain&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&ED9&1&;& Aal$e 3hain < cti5ity by cti5ity 3o#arison&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&E9&1&C& ARIN -ra#ework&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&EH9&9& >laboration on Aario$s Tyes of Relationshis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&03=1=1= M")ro E$;(ro$*$%"' A$"'-(&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&C;&9&9& 'irect and Indirect 3o#etitors&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&F;&9&;& Porters -i5e -orces nalysis&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& F0;&9&C& Strategic Gro$ M"($7&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&F1;&9&D& 'ri5ers of Ind$stry&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&F;;&9&E& K*- S6))* F")%or A$"'-(&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&FC;&9&& Michael Porters -ra#ework for 3o#etiti5e nalysis < Missg$ided&&&&&&&&&&&&&&&FDD& NastyGal Prod$ct *ines Screenshots&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&FD&C& Part 1: Relationshi a#ong NastyGals 2$sinesses&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&H0D&C& Part 9: 3o#rehensi5e analysis of other cororate strategy co#onents andiss$es&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& H1D&E& Merits and Potential Pitfalls of the 3ororate Strategy&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&H9F&;&1& STRT>GI3 .PTI.N 1: 2rick7and7Mortar -inancial 3alc$lations&&&&&&&&&&&&&&&&&&&&&&H;F&;&9& STRT>GI3 .PTI.N 9: thleis$re )ear -inancial 3alc$lations&&&&&&&&&&&&&&&&&&&&&&&&HDF&;&;& STRT>GI3 .PTI.N ;: 'eart#ental Store 3hannel 'istrib$tion 3ost3alc$lations&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&HEH&;& Marketing Mi+ >laboration and Ill$strations&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&HH&C& Ti#eline of I#le#entation&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& 10FH&D& -inancial S$orting 'oc$#entation&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&10H

10. Future Phase Recommendation for Brick and Mortar Expansion&&&&&&&&&&&&&&&&&&&&&&11911& R>->R>N3>S&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& 11;

A)"d*() R*!*r*$)*&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& 11;)ebsites&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& 11C


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E2ECUTIE SUMMARY This report is commissioned to examine NastyGal’s business environment and derive the best strategic option

that the company should take in order to expand their business and maintain their market position in an

increasingly competitive fashion ecommerce industry

NastyGal was founded by by !ophia "moruso in #$$% from just an e&ay store selling vintage items that

targets at 'illennials aged () to #* years old+ synonymous to her age "moruso began building her own brand

by establishing relationships with her customers through social media+ receiving large responses and

eventually setting up the independent NastyGal website in #$$) The company sales rocketed with ,$$-

growth each year from #$$) to #$(# and have since received many investment’s fundings+ media attention and

the accolade of the fastest growing company in .!

/owever+ in the last # years+ NastyGal has kept a low profile about their revenues and initiated changes and

big plans for expansions such as moving into the brick0and0mortar arena and expanding rapidly into different

product lines These decisions if made hapha1ardly would be detrimental to the vitality of the company

2irstly+ the report looks at thinking strategically about the NastyGal’s internal environment The internal

analysis includes the resource0based framework+ 345N testing+ value chain analysis and competitive strength

assessment to assess NastyGal’s resources+ capabilities and cost structure in comparison to her competitors

These analyses has revealed that NastyGal has cost advantages but would need to further develop

differentiating aspects to help themselves achieve a distinctive competence and sustainable competitive

advantage

!econdly+ the report 1ooms into examining NastyGal’s external environment This has helped the company to

gain insights on opportunities+ threats by examining its 6ontext+ 6ompetitive environment and 6ustomers

which will impact the business Notable concepts outlined in this section such as 78!T98 analysis has

revealed that the .! business environment is favourable for NastyGal to continue its operations locally+ while porter’s five forces and strategic group map provides depth on the intensity of industry competition and shed

light on the competitive maneuverings of its rivals

:ith the extensive analysis on internal and external environment+ an active swot table concludes the section

with a list of ways to exploit its strength to pursue opportunities+ overcome weaknesses and minimi1e threats

" strategic vision of where NastyGal needs to head is being conceptuali1ed through the analysis of its

corporate+ business and functional strategies &ased on research findings+ NastyGal currently pursues the

corporate strategy of aggressively rolling out brick0and0mortar outlet to increase their offline presence

2urthermore+ NastyGal is currently in the shakeout stage due to the plummeted growth rate and reported

declining sales and was found to adopt a differentiation focus strategy with the role as a prospector Thecorporate strategy was found to be appropriate to the strategy and change to avoid unrelated diversification

and focus on providing differentiated service or product offerings can help them to transform their weakness

into strength to compete against rivals

"fter gaining a full view of the way NastyGal is operating+ the report prioriti1es problems and opportunities+

thereafter proposed ; strategic options< namely expanding with ( more brick0and0mortar outlet+ establishing

channel distribution with departmental store and launching a new "thleisure product line The strategic

options are compared and contrasted =ualitatively and =uantitatively which resulted in the best strategic option

of expanding market reach with a brick and mortar

9astly+ the report closes with the recommended options accompanied with proposed structural changes to the6orporate+ &usiness and 2unctional strategy " marketing mix recommendation is also provided and supported

with a timeline schedule for implementation and financial supporting documentation attached in the appendix

>* and >,


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1= INTRODUCTION

NastyGal"s Company $istory

NastyGal+ founded by !ophia "moruso in #$$%+ started out by selling vintage clothing on e&ay

/owever+ when her account was suspended in #$$) due to policy violations+ she launched NastyGal

as an independent domain Today NastyGal targets 'illennials of () to #* years old with products

priced between ?;$ and ?($$

NastyGal"s %e&elopment and Gro't

To gain thorough understanding of the needs and preferences of her customers+ !ophia actively

communicated and engaged them through various social media platforms such as 5nstagram "s the

sale of vintage clothing began slowing down+ !ophia added other products from high street brands to

capture a higher market share This proved to be effective as it led to significant increase in sales

2urthermore+ to differentiate herself from her competitors+ she launched her own private label whichsold better and had higher margins

!ince #$$)+ the company has experienced rapid growth year on year+ from ?($ million annual

revenue to today’s ?($$ million 5ts social media presence has grown exponentially making it the

most successful company in engaging in two0way communication with customers instead of above0

the0line marketing

Canges in NastyGal"s Corporate Strategy

!ince its establishment+ NastyGal kept by its mission of providing fierce and sexy fashion for the body0confident+ free0thinking and fashion forward girls /owever+ changes were made when

NastyGal expanded beyond its main business line of vintage fashion to swimwear+ intimates+

accessories+ cosmetics and other lifestyle products 2urthermore+ major shifts was witnessed in #$(*+

where "moruso announced launched # brick0and0mortar outlets in a short timeframe and published

her book @Girl&oss to document the success of NastyGal


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G= INTERNAL ANALYSIS

G=1= COMPANY

G=1=1= R*o6r)*+B"*d (*w A$"'-(

4esource0based view analysis provides a comprehensive way of si1ing up NastyGal’s competitive assets 5nthis way+ strategy changes moving forward can be made without overlooking any company resources that

might be competitively important A"ndersBn+ #$($C

I$%"$7(.'* R*o6r)*


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T"$7(.'* R*o6r)*


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G=1=G= RIN Fr"*wor>

345N framework helps determine whether NastyGal’s resources and capabilities are competitive and cancontribute to sustainable competitive advantage A&owman et al+ #$$;C

assing te !irst t'o tests thus signifies that NastyGal do have competitively superior resources andcapabilities which are their true strategic assets

Overall+ 345N reflects that NastyGal possesses competitively superior resources but would have to develop or

add new resources and capabilities to maintain its competitive superiority and profit potential to face imitative

attempts by new entrants or existing company’s effort to produce e=ually valuable substitutes


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G=1=3= Por%*rJ "'6* C/"($ A$"'-(

NastyGal’s value chain is majority internally manage+ from design development to manufacturing to thecustomer facing operations 8xcept for the ;$- that is outsourced to the overseas production+ other aspects of the business remains in control

" comparison is made to evaluate the NastyGal’s relative cost position compared to the other players in theindustry /owever+ as NastyGal and its direct competitors have kept their financial statements confidential+ arudimentary analysis is provided with as much information available Overall+ NastyGal’s value chain hasshown to be of higher cost advantage than the industry average

Main areas o! Cost d&antages: Marketing and Sales, rodu*t, Te*nology and System %e&elopments

Marketing

and

Sales

rodu*t,

te*nology and

system

de&elopment

Conse+uen*es o! Current Cost Stru*ture: pportunity Cost and Cost o! Customer %e!e*tion

Customer

Ser&i*e


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%istriution


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G=1=4= Co"$- C6'%6r* A$"'-(

NastyGal’s company culture embraces innovations and freedom+ flat corporate hierarchy allowing employeesto be creative and adventurous This culture originates from the former 68O+ where "moruso is recogni1ed asan inspiring female entrepreneur for the millennial generation "dditionally+ the company also has a customer0centric culture+ taking on a relational approach< leveraging on their customer’s feedbacks as pipelines for development

/owever+ NastyGal has been reported to be in a corporate turmoil since #$(* due to the change of 68Ofollowed by ($- of employee layoffs A!tyle7ragmatistcom+ #$(*C !taff loses morale and does not identifythemselves with the vision and strategies of the new leader+ !heree :aterson 8mployees felt that companyhas no sense of direction and NastyGal was too focused on expanding and achievements+ putting profitability

before employees NastyGal should consider the employee’s concerns when making future strategy changes

Overall+ the *ompany *ulture is relati&ely easy to imitate and does not lead to *ompetiti&e ad&antages-


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G=1=:= Co*%(%(;* S%r*$7%/ A**$%

" competitive strength assessment is done up with the two closest direct competitor Gypsy :arrior and'issguided to pinpoint NastyGal’s strength and weaknesses against their closest rivals


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G=G= COLLABORATOR


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Gains !rom .elationsips Synergy

There are high levels of gains to be achieved from these relationships especially with the concession brands

hosted on NastyGal’s page :ith similar target group+ these brands leverages on each other’s company image+

reputation and expertise to bring their brand awareness and sales to greater heights 8specially for NastyGal+

relationships are a catalyst in its growth which contributed extensively to their brand image+ as these renowned

brands serve as a surrogate indicator of =uality+ credibility and trendiness The enhanced brand e=uityultimately drove in higher sales and profits+ attracted fundings which made it possible for NastyGal to

continually scale to greater heights

G=3= L(% o! S%r*$7%/ "$d W*">$*


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3= E2TERNAL ANALYSISThe report will seek to identify opportunities+ threats by examining the 6ontext+ 6ompetitive environment and6ustomers

3=1= Co$%*8%

3=1=1= M")ro E$;(ro$*$%"' A$"'-(

" macro0environmental analysis is conducted to inform political< economic+ social+ technology+ legal andenvironment factors that will impact NastyGal’s business in .! 5t will also help to identify macro0environmental influences that bring opportunities and threats to the company

&erall /mpa*t o! En&ironment

The threat of doing business in .! is low given the political stability+ economic vitality+ growth of technologystability of laws governing businesses in recent years There is an overall strong positive outlook for NastyGal

in terms of their ecommerce store as digital shopping habits continues to be the strongest force in the

bolstering the growth of fashion industries 2urthermore+ rapid technology developments and economic power


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of the Global 'illennials poses potential for NastyGal’s brand to achieve greater appeal and scale in the .!

environment !ocietal trends have also revealed that 'illennials are currently into the "ctivewear fashion and

healthy living+ which would signal a potential product line that NastyGal can look into

3=G= Co*%(%(;* E$;(ro$*$%

3=G=1= C/"r")%*r(%() o! %/* ($d6%r-

NastyGal is categori1ed under the fashion ecommerce industry They have expanded into a multi0categoryretailer and pride themselves to create an online destination for free thinking+ fashion0forward girl

3=G=G= D(r*)% "$d I$d(r*)% Co*%(%or

NastyGal’s direct and indirect competitors are detailed in "ppendix ;;#

5ts main competitors are the online ecommerce stores like Tobi+ 'issguided+ Gypsy :arrior and "sos Overall+specifically 'isguided and Gypsy :arrior have major online presence with similar product offerings+ site

layouts and are primed to catch up with NastyGal and possibly overtake A&usiness 5nsider+ #$(,C

&esides+ there are international brands like Top!hop+ .rban Outfitters+ ara+ 2orever #( competing indirectly

with them Their offerings are less similar to NastyGal’s style of provocative+ fierce elements but they target

the same 'illennials segment and are renowned fashion brands in the brick0and0mortar arena with ecommerce

presence


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3=G=3= Por%*rJ F(;* For)* A$"'-(

5n conclusion+ the treat o! sustitute produ*ts and ne' entrants exerts a high pressure on NastyGal’s

product offering 6oupled with the moderate to high bargaining power of customers due to large amount of

fashion ecommerce players vying for the market share of the 'illennials+ the outlook of NastyGal competing

in this fashion ecommerce industry is relatively challenging and might face slow growth or stagnation The

increase in number of competitors+ some in e=ual si1e and strength+ will continue to cause competitive rivalry

within the industry to increase 5n order to remain competitive and not be displaced by competitors or pressureof other forces+ NastyGal will need to look into plans to further develop their business+ creating points of

difference to gain sustainable competitive advantage over its players


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3=G=4= S%r"%*7() #ro6 M"($7

Strategic Group Map 1: Price vs. Product Line

!trategic Group 'apping is used to identify NastyGal’s competitors that have similar approach and market

positioning To better understand NastyGal’s relative position+ two maps are used showcasing different factors<

price vs range of products and price vs offline presence

5t can be seen that the closest rivals are 'issguided and Gypsy :arrior as they offer a wide variety of products

that span beyond fashion< including lifestyle goods like furniture+ home decorations+ technology accessories

etc ATechcrunch+ #$(*C /owever+ both brands are offering their products at much lower price which indicates

that consumers will likely turn to their site as they are of similar style and more affordable

5n Eanuary #$(,+ 'issguided launched a new product line of "ctivewear+ complementing the societal lifestyle

trend found in the macro0environment analysis in ;( A/uffingtonpost+ #$(,C This shows that 'issguided is

launching product lines that are aligned to the trends+ taking advantage of these opportunities to bring in more

sales to their companies


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Strategic Group Map 2: Perceived Quality and Price vs. Ofine Presence

5t can be seen that NastyGal is not the only company looking to build brand awareness by setting up a physical

retail shop The dotted0lines shows competitive maneuvering where direct rivals like 'issguided+ Gypsy

:arrior+ Tobi are also moving from being an online0only store to opening brick0and0mortars in the .!

Notably 'issguided+ have build their offline presence rapidly by opening a physical store in #$(* and made

announcements to distribute their products across #>% Nordstrom stores in .! AThe2ashion!pot+ #$(#C

:ith close competitors moving into brick0and0mortar+ NastyGal can rethink how to provide a more

differentiated shopping experience that will drive costs both to channels Overall+ increasing offline presence

serves as a good strategy to scale the business and match competitor’s actions This will increase brand

awareness beyond the 'illennials group but for any prospect shoppers that have a FNastyGal !pirit


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3=G=:= Dr(;($7 For)* A$"'-(

Key Findings

3=G== K*- S6))* F")%or

Key Findings

3=G=?= M()/"*' Por%*rJ Fr"*wor> !or Co*%(%(;* A$"'-(


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3=3= CUSTOMERS

3=3=1= T"r7*% M"r>*%

Late eenager to Mid!"enties

The profile of the target consumer is defined by "moruso to be approximately () to #, years old

Millennials

5n other interviews+ she also mentioned that her brand would not be limited to a certain demographic+ age

range+ income or education parameters A7ando'onthly+ #$(;C 5t would be for anyone that believes and

identify herself with NastyGal’s spirit of bold+ confident and non0conforming fashion style Through her social

media engagement with her customers and media discussions about 'illennials+ it can be concluded that

NastyGal is building a brand that resonates with the entire millennial group ANewHork'aga1ine+ #$(*C

Overall+ it can be deduced that NastyGal is currently targeting the 'illennials+ comprising "moruso’s ideal

customer profile of late teens to mid0twenties


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3=3=G= M"r>*% S(*

This section uses the industry revenue+ population and purchasing power of 'illennials in .! and 6alifornia

as an estimate of NastyGal’s target market si1e and potential

Fas#ion $co%%erce &ndustry in 'S

The fashion ecommerce industry in .! depicts positive outlook with a market si1e of ,## billion in #$(* The

graph represents the incremental growth since #$(; and depicts a positive forecast with revenue of )%*billionin #$() A!tatista+ #$(,C 2urthermore+ apparels continue to be the major category that fuels the robust growth

of the .! ecommerce industry Ae'arketer+#$(*C


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Population o( Millennials

Purc#asing Po"er o( Millennials


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3=3=3= M"r>*% S*7*$%"%(o$ o! Pr("r- M"r>*%


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3=3=:= C6%o*r I$(7/% + M"'owJ H(*r"r)/- o! N**d

.sing the 'aslow’s hierarchy of needs can help NastyGal develop insight into their target consumer which

aids in better understanding and preparation of marketing plans to satisfy the level of need shared by their

target market A!olomen et al+ #$$%C

'illennials are found under the category of F&elongingness They are concerned with being accepted by

others in the way they dress to fit into a certain reference group Nasty Gal should continue to build on their

social community+ reinforce their brand identity to create positive associations of belonging in a social stratum

of the cool FNasty Gal A!vatosova+ #$(;C 5n this way+ Nasty Gal would be able to maintain their influence

over their perception of fashion and trigger purchase actions


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3=3== C6%o*r "'6* M"

6ustomer value map is done up by combining Iim and 'auborgne A#$$,C’s customer experiencecycle with customer value list to find out why customers buy and what factors influence decisionsThis provides a checklist on where NastyGal is delivering value and where opportunities exist


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3=4= L(% o! Oor%6$(%(* "$d T/r*"%


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4= EALUATION OF SWOT ANALYSIS

4=1= ACTIE SWOT TABLE


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:= CORPORATE LEEL STRATE#YThis section will analy1e and uncover NastyGal’s corporate level strategy by examining their mission and

goals+ line of businesses and relationship among NastyGal’s businesses

:=1= M((o$

:=G= #o"' "$d O.


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:=4= R*'"%(o$/( "o$7 N"%-#"'J B6($**Overall+ NastyGal performs exchanging of resources and capabilities among its business lines+ enjoys synergy

gains and runs a portfolio of investments as detailed in "ppendix ,* Other corporate strategy components

and issues are also being examined in "ppendix ,*

:=:= D*$(%(o$ "$d M*r(% o! N"%-#"'J Coror"%* S%r"%*7-Overall+ NastyGal uses a combination of related and unrelated diversification+ expanding into activities that

are both similar and unrelated to the original offering of fashion A6hatterjee and :ernerfelt+ (>))C "lthough

the business has various lines of products+ it can be said NastyGal is attempting to operate an overall core

business of a trendy lifestyle with the style influences and spirit of a FNastyGal as defined in the

abovementioned section A4efer to ,(C


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:== M*r(% o! %/* Coror"%* S%r"%*7-

ppropriate Corporate Strategy

NastyGal has an appropriate corporate strategy to the environment they are operating in :ith increasing

intensity of competition+ moving towards physical presence can drive brand awareness+ demand and ultimately

revenue to both channels 5t could also serve as a countermove to competitors that expanded into the physical

space and maintain their position and increase profitability by exposing themselves to more customer groups

/ssue o! 0nrelated %i&ersi!i*ation

/owever+ there are some shortfalls identified in the corporate strategy NastyGal needs to be cautious of

diversifying into unrelated lines as it has accompanied risks albeit the attractive additional revenue stream

'ost importantly+ it dilutes the NastyGal’s branding of being focused on a specific target group as they would

be viewed as creating products for everyone


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= BUSINESS STRATE#Y

=1 Prod6)% L(!*)-)'* 5 S/">*o6% S%"7* Nasty Gal is currently found to be in the shakeout stage due to slowing growth+ intense competition anddeclining profitability compared to previous years


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=G= B6($* L*;*' S%r"%*7-

=G=1= Por%*rJ #*$*r() S%r"%*7- + D(*r*$%("%(o$ Fo)6


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NastyGal adopts a di!!erentiation1!o*us strategy to market their product

To continue leveraging on this strategy+ NastyGal needs to ensure that their product offerings or businessmodel are different from competitors and offer uni=ue value to their customers They have to be reminded of their customer focus and make moves that are of strategic fit with their customers’ needs and desires


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?= FUNCTIONAL STRATE#Y Iey areas of NastyGal’s functional business strategies are discussed in the table below


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= EALUATIN# ALTERNATIE STRATE#IC OPTIONS

For6'"%($7 S%r"%*7() O%(o$

=1= T">($7 Pr*)"6%(o$ "7"($% S%r"%*7() Tr""s mentioned in section %(+ NastyGal is experiencing a shakeout period which will gradually transit to

maturity stage 2aced with competitive turbulence+ the company would need to adopt strategies that allow it to

maintain its current market position and reignite market growth to prevent falling into strategic traps A&ennett

and 6ooper+ (>)*C

=G= S%r"%*7(* %o Pr*"r* !or "$d S6r;(;* S/">*o6% P*r(odThere are various methods for extending growth and NastyGal will employ market e2pansion approa* due

to its best fit in terms of its market+ competitors’ and firm’s characteristics A'oschis+ (>>*C 'arket expansion

approach will increase the number of potential customers by targeting more domestic geographic areas or

application segments NastyGal will develop differentiated positioning focused on untapped or

underdeveloped segments and would be recommended to consider the following moves to maintain

competitiveness


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=3= STRATE#IC OPTIONS

=3=1= STRATE#IC OPTION 1 I$)r*"* N"%-#"' Br()>+"$d+Mor%"r O6%'*%

:ith proven track record and experience of retail management with the # existing outlets+ NastyGal can

consider the strategic option of increasing their brick0and0mortar outlets across .! in a systematic fashion

instead of aggressively rolling them out NastyGal can expand in the 6alifornia !tate+ in particular the 9os

"ngeles 6ity+ with a different approach that encompasses the service innovations found in "ppendix ;#*This will help NastyGal to improve on the retail model continuously and gain efficiencies from the learning

curve Thereafter+ they would be able to move into other cities and states with the proven successful concepts

and models in their retail outlets


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=3=1=1= Ad;"$%"7* "$d D("d;"$%"7*

=3=1=G= F($"$)("' I'()"%(o$


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=3=G= STRATE#IC OPTION G I$%rod6)* N*w Prod6)% L($* 5 A%/'*(6r* C"%*7or-

:ith in0house production capabilities+ NastyGal can venture into expanding their private label products

through related diversification of "thleisure clothing This would not be the typical sportswear but rather+

focusing on the fast0expanding Ffashion0meets0fitness activewear that 'illennials are actively pursuing not

just for workout use but as casual and trendy street wear

http://www.style.com/trends/fashion/2014/athleisurehttp://www.style.com/trends/fashion/2014/athleisure


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=3=G=1= Ad;"$%"7* "$d D("d;"$%"7*

=3=G=G= F($"$)("' I'()"%(o$


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=3=3= STRATE#IC OPTION 3 D(%r(.6%($7 %/ro67/ D*"r%*$% S%or*

NastyGal can consider distributing through department stores to intensify their offline presence and as a

countermove to their direct competitor+ 'issguided Aas outlined in 6ompetitive "nalysis 2ramework ;#%C

NastyGal will use a channel partnership with Nordstrom to scale their offline presence across .!

2or a start+ NastyGal will test it on a small scale by launching their products in * outlets+ # in 9os "ngeles+ # in

New Hork Through the tie0up with Nordstrom+ they would be able to increase their distribution gradually on a

large scale by expanding on the existing locations of Nordstrom stores


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=3=3=1= Ad;"$%"7* "$d D("d;"$%"7*

=3=3=G= F($"$)("' I'()"%(o$


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=3=4= STRATE#IC OPTION 4 N"%-#"' %o R*"($ %/*(r S%"%6 6o

The last strategic option is for NastyGal to remain as status =uo This section is analy1ed to evaluate the

superiority of other alternatives

)astyGal Sales rend and Prediction

9ooking at the graph+ it can be seen that NastyGal’s revenue has plummeted since #$(# and has been at a

standstill in the past # years 5t can be concluded that it is not performing at the same momentum as in its early

years A2ashion!pot+ #$(*C /ence+ a declining growth pattern with sales revenue less tan 344million can be

expected in the year ahead


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With the negative sales outlook and “rough patches” in the recent years, it signals that the company

would enter into a maturity stage where growth would be stagnant, if no actions are taken during

this shakeout period.

=4= COMPARISON OF STRATE#IC OPTIONS

The table below shows a comparison of the abovementioned strategic options based on J key factors


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= RECOMMENDATIONS

=1= C/o*$ S%r"%*7() A'%*r$"%(;*

=G= C/"$7* %o Coror"%*, B6($* "$d F6$)%(o$"' S%r"%*7-

"s NastyGal progresses from this point+ changes will need to be made to improve their business performance

=G=1= C/"$7* %o Coror"%* %r"%*7-


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=G=G= C/"$7* %o B6($* %r"%*7-

=G=3= C/"$7* %o F6$)%(o$"' %r"%*7-


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=3= M"r>*%($7 M(8

This section will provide a brief summary of the marketing plan for NastyGal brick0and0mortar outlet with

further details and illustrations of the communications in ppendi2 5-6 !ince the retail outlet will be

considered as a service+ the J7’s of service marketing will be discussed in relations to NastyGal’s new brick0

and0mortar outlet A5vy+ #$$)C


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=3=1= Prod6)% "$d Br"$d($7

*e(er to +ppendi, -. Part 1

Core rodu*t

The core product in Nasty Gal’ brick0and0mortar store would be a reflection of the online store /ence+ it will

include both partner labels and private label clothing line 2urthermore "moruso’s book will be sold in the

store to increase brand awareness through their success story

Supplementary Ser&i*es

To build a uni=ue brick0and0mortar channel that differentiates itself from other fashion retail services+ these

enhancing and facilitating services would be supplemented


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=3=3= P'")* "$d T(*

NastyGal will open the ;rd outlet at &everley /ills 6ity+ along the streets of &everly &lvd 5t is a popular

destination for tourists and shoppers to find top fashion+ competitors such as 2orever#(+ ara are present in

this vicinity ATripadvisor+#$(,C The timings of openings would be kept the same as other outlets


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=3=4= Proo%(o$ "$d Ed6)"%(o$

Edu*ation on te ne' ser&i*e *on*epts

To educate customers on how to purchase using the new service concepts+ a section called F6lick0and06ollect

and F2ashion 6onsultation will be added under the Nasty Gal’s F:hat’s new 9anding page

5n the service landscape+ instructions on how to buy with the self0checkouts and mobile applications will be

provided through attractive infographics accompanied with clear instructions

romotion

"s 'illennials are heavy users of smart devices+ Nasty Gal will leverage on proximity marketing via wireless

distribution of advertising content to shoppers around the area

9everaging on Nasty Gal’s strength of large established following on various social media platforms+

marketing of new outlet will rely heavily on online channels with no above0the0line advertising


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The launch of new outlet will begin with an opening party where it would include

complimentary refreshments and "moruso herself can be present to promote her book

simultaneously

To further portray a young+ fun brand to the customers+ temporary Finstabooth will be

available in0store where shoppers can take share photos instantly to their instagram withhashtag of @Girlboss and @NastyGal to have them printed out on the machine


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=3=:= P*o'*

7eople are crucial to the heterogeneity aspect of services A:yckham et al (>J,C NastyGal would have to

ensure the =uality of their service staff as they are responsible for creating positive brand associations in

shoppers

Nasty Gal Case paper evaluation HD -High Distinction 80%+ for student reference

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