REMIX CLOTHING MARKETING PLAN Attached is the Official Marketing Plan[1]

REMIX CLOTHING MARKETING PLAN Attached is the official marketing plan for Stitch Manufacturing dba Remix Clothing. The content is sensitive and is authorized for internal use only and for approved associates.

2009

Remix Clothing Marketing Plan of 28

01. Market Analysis

A. INDUSTRY DESCRIPTION AND OUTLOOK

Food, water, air, shelter and clothing are necessities of life. We believe that since we need to

wear clothing most of the time we might as well do it with fashion. “Fashion refers to styles

of dress (but can also include cuisine, literature, art, architecture, and general comportment)

that are popular in a culture at any given time.” (Fashion, 2008)

The apparel industry is one of the most important sectors of the economy in terms of

investment, revenue, trade and employment generation all over the world. Apparel industry

has short product life cycles, tremendous product variety, volatile and unpredictable

demand, long and inflexible supply processes. The global apparel manufacturing industry is

expected to grow more than ever in times to come. The global apparel industry‟s total

revenue in 2006 was US$1,252.8 billion (~USD$1.25 trillion), approximately 68% of the

overall industry value. According to an estimate by the US Bureau of Labor and Statistics1,

the global apparel industry will reach a value of US $ 1,781.7 billion (~USD$1.78 trillion) by

the end of 2010. (Fashion Apparel Industry, 2008) The percentage share of different regions

of the world in the total apparel trade revenue for in 2006 is referenced in Figure 1 below.

Figure 1. Global apparel annual market share. http://www.fashionproducts.com/fashion-

apparel-overview.html


B. INDUSTRY CHARACTERISTICS AND TRENDS

The particular segment that we operate in is a submarket of the urban market and is often

referred to as streetwear which MAGIC (Men‟s Apparel Guild in California) features

progressive, “art-based, revolutionary brands with specialized distribution channels.”2 There

are many trends in this market segment and as expected with fashion – change.

Some of the current trends include the distressed look, an example seen below in

Figure 2, made popular with brands such as Monarchy, Affliction, Aqua IV, Don „Ed Hardy‟

and many others. The distressed look is typically vintage in appearance and often features

iconic imagery such as skulls, vines, tattoo-inspired art and often features old English

typography. This style is very popular with sports figures such as boxers and mixed martial

artists as well as pop culture musicians across the board.

Figures 2 & 3.Monarchy and Affliction brand shirts. http://www.monarchycollection.com;

http://afflictionclothing.com

Another popular trend in our market segment is the more urban targeted graphic prints

made popular with designer toy culture and includes companies such as Kid Robot (Figure

1 Bureau of Labor Statistics; http://stats.bls.gov/iag/tgs/iag315.htm 2 MAGIC – About the Show; http://www.magiconline.com/magic/v42/index.cvn?id=10354

http://www.monarchycollection.com/

http://afflictionclothing.com/


4), Bape (A Bathing Ape – Figure 5) and Tokidoki and is prominently featured with hip hop

artists such as Pharell, Gorrillaz, and skateboard culture.

3

4

Figures 4 & 5. Kid Robot outfit; http://kidrobot.com; BAPE store located outside of

Yokohama, Japan as the line forms for exclusive BAPE apparel; http://www.bape.com

C. TARGET MARKETS (CUSTOMER DISCOVERY)

Remix Clothing has three different lines that target slightly different demographics. Remix

caters primarily to Generation Y (Millennials or Echo Boomers), individuals born between

1980 and 1994. We have Remix Eco Premium, an upward targeted cut & sew collection that

targets Generation X (born 1965 – 1980) and lastly a younger-targeted line to Generation Z

(born 1990 – 2001). Gen Z are active consumers and are “highly connected, having had

lifelong use of communications and media technologies such as DVDs, the internet, instant

messaging, text messaging, iPods and mobile phones, earning them the nickname „digital

natives‟.”5

With nearly two decades of marketing and promotions experience we are familiar with

the particular segment of the age groups we are targeting. People who wear our products

3 Kid Robot MUNNY Camo Metallic Nylon Jacket Black For Men; http://kidrobot.com/products2.cfm?ID=6827&cfid=8597208&cftoken=46338337&nav_choos

er=&dept=APPAREL&typ=OUTERWEAR 4 A Bathing Ape (BAPE), Young man decked out head to toe in BAPE clothing.

http://bape.com

http://kidrobot.com/

http://www.bape.com/


are fashion forward people of influence and are often identified as promoters, djs, dancers,

artists, musicians, etc.

Our consumers are typically hipsters, “a blanket description for the trend in the

"alternative", "anti-fashion" fashion of middle class and upper class urban, young people

moving into "gentrified" or soon to be "gentrified" neighborhoods in city centers. Often

hipsters came to these poorer neighborhoods from well-to-do suburbs of major cities. In

youth culture, the term hipster usually refers to young people who may have an appreciation

for independent rock, a campy or ironic fashion sense, or an otherwise "bohemian" style.

They are typically associated most closely with alternative culture, particularly alternative

music, independent rock and independent film.”6 Our clientele are often found at concerts

and music events, extreme sporting events (snowboarding, skateboarding, BMX, Mixed

Martial Arts aka MMA, etc).

Figure 6: Burning Man 2006 (Black Rock City, NV);

http://www.flickr.com/photos/loupiote/237497891/in/set-432859

Another market segment that no one really owns is the culture of „burners‟, or Burning

Man loyalists. Approximately 40,000 attendees turn out on the „playa‟ for week of mayhem

5 Generation Z; Accessed http://en.wikipedia.org/wiki/Gen_Z

http://en.wikipedia.org/wiki/Alternative_lifestyle

http://en.wikipedia.org/wiki/Middle_class

http://en.wikipedia.org/wiki/Upper_class

http://en.wikipedia.org/wiki/Gentrification

http://en.wikipedia.org/wiki/Suburbs

http://en.wikipedia.org/wiki/Indie_%28music%29

http://en.wikipedia.org/wiki/Camp_%28style%29

http://en.wikipedia.org/wiki/Bohemianism

http://en.wikipedia.org/wiki/Alternative_culture

http://en.wikipedia.org/wiki/Alternative_rock



http://en.wikipedia.org/wiki/Independent_rock

http://en.wikipedia.org/wiki/Independent_film


in Nevada‟s Black Rock City (above, Figure 6). A significant amount of people who go are

also fans of dance music, with the San Francisco-based Opulent Temple sound system the

largest of its kind with djs and dancers from around the world. Burning Man can be quite a

costly mini-vacation with entrance fees alone about $300. The demographics are virtually

identical to our existing markets. There are many who go who already purchase our clothing

and the market can be significant and aligns us with the more underground, artistic culture.

Chris, Eric, Jamie and Paul have each had the experience and lived to tell the tale.

Market Segmentation We estimate that 80% of our customers are between 18 and 34 years of age.

Category Age Range Expected % of Our Total Market

Generation Z 18-24 50% of total spending

Generation Y 25-34 30%

Generation X 35-44 15%

Table 7: Market Segmentation

D. COMPETITIVE ENVIRONMENT & MARKET PENETRATION TARGET As previously mentioned there are many competitors in our market segment. There are

several distinct submarkets of the apparel. MAGIC, the largest apparel trade event in the

world has three of the event‟s eight areas where Remix can showcase our collection; MAGIC

MAN, S.L.A.T.E. (Select. Lifestyle. Apparel. Trend. Emergence.) at MAGIC, and

ECOLLECTION at MAGIC, as seen on following page in Figure 8.

6 Hipsters; http://en.wikipedia.org/wiki/Hipster_(contemporary_subculture)


Figure 8. Three samples of MAGIC Marketplace areas.

Of these three S.L.A.T.E. (Figure 9, next page) is by far the arena in which we prefer to

break through. This area features many lifestyle brands that are within our competitive

environment and include:

Alpinestars

C1rca/ Four Star Distribution

Ezekiel Clothing

Fresh Jive Mfg.

Obey

Serious

Storm of London


Studdy, Inc

Triple 5 Soul/ subscript

and many others.

Figure 9. S.L.A.T.E. at MAGIC. http://www.magiconline.com/magic/v42/index.cvn?id=10380

Another trade event, Agenda Show (Figure 10, following page), has recently emerged

on the scene. “The Agenda Trade Show is a forum for the most inspired in the streetwear

and action sports industries to unite. Lines speak for themselves and buyers are not

intimidated by the usual overwhelming tradeshow experience. From the garage-run lines on

the verge of explosion, to the well-established elite, Agenda caters to the needs of buyers

and brands that exist on a higher level of design and aesthetic. With a strong emphasis in

style, art, music and culture, the Agenda experience is as much a lesson as it is a tool.”

7Agenda is expanding aggressively and has events in Tokyo as well.

7 http://www.agendashow.com


Figure 10: Agenda Trade Show; http://www.agendashow.com

Some of our direct competition includes popular lines including Affliction, Analog, Aqua

VI, Christian Audigier, Diesel, Ed Hardy, Fox, Kid Robot, Monarchy, Obey, Rebel Spirit,

Roar, Rock & Republic, RVCA, Savage Republic, Stussy, tokidoki for MIMOBOT, Triple 5

Soul, True Love and False Idols, WeSC, and others. Other lines which overlap into our

target market but cater more toward the surf and skate markets are still competitors and

include Hurley, O‟Neill, Quicksilver and others.


Although there are many large players in the industry, a fraction of them we identified,

the $1.78 trillion annual apparel industry still has quite a bit of room for new players, as our

past successes has proven. Even with one percent of one percent of one percent

(1/1,000,000 or one one millionth) we can still earn about $1.78 million in annual sales. Lines

such as Diesel were already bringing in over $600 million annually a decade ago. In

contrast, Ralph Lauren, has a market share of about 2.75%, a market cap of about $7.27

billion, and gross profit of $2.63 billion on annual sales of $4.88 billion for the period ending

Q1 2008.8

E. PRICING, GROSS MARGIN TARGETS

Typically the profit margin is about 100% gross markup. For example if a pair of jeans costs

about $20 to make we would wholesale for $40 and the retailers would continue their

markup another 100% on that to retail at $80.

Reducing the overall cost of goods can greatly benefit our bottom line as we can

keep our retail price. Many of our competitors have premium retail prices. Decorated finished

goods with specialty finishes can retail at $40-80 and up for a t-shirt which the cost of goods

can remain roughly the same – at about $4-10 for finished goods. The potential profit in our

market segment is obviously attractive.

F. REGULATORY RESTRICTIONS

Although not affecting us immediately there are two areas we forsee in which regulations

may apply to our organization. The first is fair labor and fair trade laws. Things that could

affect us are cost of raw goods and manufacturing and related services where we source our

goods. We are a socially responsible organization and work only with companies that

practice labor and pay a living wage to their employees. Some large companies have been

singled out such as The Gap whose operations may include so-called slave labor. This is

strictly not tolerated in our operations.

The second regulation has to do with importing quotas and related fees and tariffs.

8 Polo Ralph Lauren Corp (RL); http://finance.yahoo.com/q/is?s=RL&annual


There are no regulatory limitations to advertising beyond typical legal issues and can

advertise to virtually anyone.

02. Company Description A. NATURE OF BUSINESS

The core of our business is providing clothing to help people look and feel better. The

primary revenue stream of our business is the design and wholesale sales and distribution of

fashionable apparel.

B. DISTINCTIVE COMPETENCIES

We have several identifiable factors that help our success. The first competency our

company has is that every member of our team are gifted individuals with each very visible

in their own niche. Each member is very creative and has their own strengths - expressing

themselves artistically in mixed media including graphic, 3D, and fashion design,

photography music and much more.

These competencies help us on the creative side but the true key to our success is our

organization and 20 years of business experience – including fashion. Having already

operated in this space successfully greatly reduces our learning curve and advances us in

our path to continued profitability.

C. MANAGEMENT TEAM / EXECUTIVES & ADVISORS

We have a strong team of people experienced in business. Each member brings a unique

skill set to the table.

Eric Tom Lee // President


Eric is the founder of Remix and has nearly two decades of business experience. In

his youth Eric got his feet wet with business with a garage-based, multi-lane „bowling

alley‟, snail collection service, weed reduction (and later resold cleaned crab grass

to neighborhood kids to chew on), the distribution of firecrackers, pet sitting and

much more. Among some of the ventures Eric founded included an independent

music label, Journees Music, and a popular retail store, also named Remix. Eric

enrolled in San Jose State University as a Management Major and earned an

undergraduate degree in Business Administration with concentration in Marketing

and a minor in Energy/ Environmental Studies.

Shilo Maggi // COO

Shilo helped Eric co-found and was President of Sales and Distribution for second

apparel venture, Remix and music label, Journees Music. Shilo knows more about

music from the past 25 years or so than most likely anyone we know and currently

lives in the Pacific Northwest with his wife and three children in the Seattle metro

area.

Paul Lee // CFO

Paul‟s experience is primarily in finance and has worked mainly in wealth

management for individuals including Bank of America, Silicon Valley Capital and

actively manages a hedge fund. Paul has strong networking talents and has worked

in promotions and marketing for a decade.


Chris Tran // President of Manufacturing

Chris and Eric have been close friends and business partners for well over a

decade. Chris is well-traveled and operates in the fashion and marketing industries –

running a sizeable, successful embroidery and apparel company in San Jose, CA for

over ten years.

Jamie Lin // Designer, Public Relations

Jamie has been quickly scaling the ranks in the Bay Area‟s dj circuit and has an

incredible singing voice and has worked with several producers San Francisco to

New York. She earned her degree from Ex‟pression College for Digital Arts

(Emeryville, CA) and worked as a 3D artist for a well-known videogame company.

Jamie was previously a principal and designer at two startup clothing lines.


Phil Vega //

With over 10 years of business experience, Philip brings management and

marketing skills to the table. Phil has no fear – probably attributed to his time in the

military jumping out of airplanes – a trait that has certainly contributed to his focus

and work ethic. Philip started his first company AngelVega Productions in 1998 and

with X-Marketing, ran the Northern California marketing operations for various

clients such as Petaluma Poultry, Dakota Beef and Svedka Vodka. He has a

marketing degree from De Anza College and is currently finishing up work on his BA

in Business Management. He is also an up and coming DJ in the Bay Area house

music scene and spends his free time training in martial arts including Japanese

sword fighting and is our resident jedi.

Joann Kuo //

Joann's passion is fashion. She earned her degree in Product Design at Stanford

University and is a marathon runner. Joann's second life is in the medical devices

industry, founded a yoga apparel line, and can sew a mean giraffe.


Carin Nunes //

Carin helped Eric co-found Journees in the early 1990s and eventually introduced

him to the fashion business in which Carin has operated in for over a decade. Carin

went to school for graphic design and is familiar with all aspects behind the scenes

and raises a beautiful daughter in the heart of California‟s fashion mecca, Los

Angeles.

Alain Octavo // Marketing, Promotions

Alain is arguably the hardest working personality in the San Francisco nightclub

scene and is a resident dj with Spundae, the leading promoters in Northern

California, and Ruby Skye, the cavernous „in‟ nightlife venue in The City. Alain is

also super busy running promotions for SF Love Fest, an annual electronic dance

parade on the streets of San Francisco with100,000 in attendance. Alain also is a

designer and marketing coordinator for countless flyers and other promotional

collateral for Bay Area companies and special events.


03. Sales & Marketing/ Marketing Plan

A. OVERALL MARKETING STRATEGY

Our marketing strategy is a two-stage venture. Our primary goal is to sell clothing to retailers

and distributors but it also does no good for our longevity unless the units sell through. In

addressing we split our energy and resources in getting our goods in stores we feel our

goods would organically sell well and then doing our part in helping drive traffic and

customer demand to these retailers – whether brick and mortar or online. We will address

the differences in outreach below.

The internet has obvious advantages and being from Silicon Valley we try and

integrate leading technology as early adopters. Our website has a wealth of information

about our company in general and contact information and has been a way for both buyers

and end consumers to find us.

1. Wholesale Buyers

The preferred method to communicate with buyers is really direct interaction with buyers.

We have developed proprietary CRM solutions to better service our customers. Personal

relationships are what we take pride in and helps us better meet the needs of our customers.

Another thing we do with areas of high concentration such as California, New York, Chicago

and Florida we personally visit accounts. Larger numbers in territories has us naturally

migrating toward sales reps. Sales reps can exclusively carry our lines or work with several

related lifestyle brands. Phone calls are a great way to communicate with buyers when a

personal visit just doesn‟t line up.

One way to maximize the effectiveness and efficiency of face time with buyers is at trade

events. A leading tool we use to reach buyers, both existing customers and prospects, are

tradeshows. Over the years we have exhibited at all the leading shows here in the US from

Los Angeles to Las Vegas to New York City including MAGIC, ASR, International Fashion

Boutique Show and more. We‟ve been a part of leading emerging shows such as 432F,

Look show and others.

The next instrument we use to communicate with buyers are emails. This is the fastest

method of delivery – virtually instantaneous. Email allows us to forward links to access our

line sheets, new products, inventory updates and other related information. We incorporate


both email blasts to large groups of buyers or individual. With thousands of stores to track it

can be challenging to efficiently reach each individually but we have found a good balance

where we still get the word out without annoying our customers.

To increase our effectiveness and help make buyers aware we have run print

campaigns in various magazines that specifically target those in the fashion industry such as

Sportswear International. We have had editorial written up in several industry magazines

such as Impressions.

Another tool we use to communicate with buyers is direct mailing – what is often referred

to as traditional „snail mail.‟ This keeps our bulk mail permit well exercised and is one more

way to increase the recognition and retention rate of our brand in buyers‟ conscious.

Broadcast faxing is another way we try and keep our name in circulation with our

accounts. This can be a good method, especially for more traditional buyers. This is much

easier now as VOIP technologies allow fax broadcasting at a very nominal cost, if anything

at all.

2. Consumers

We integrate a diverse mix in methods of outreach direct to our end-user consumers. We

already know who have embraced our clothing, primarily the electronic dance music and

skateboarding communities. Over the years we have seen shifts toward new trends and we

are definitely seeing a resurgence in these markets recently. We see the momentum and

customer behavior and are confident that despite our past successes there has been no

better time for a product line and brand like ours. There is a tremendous void and customer-

driven demand. Like in chess we are anticipating where our market will be.

Knowing our customers we see one of the strongest ways to reach out to our consumers

is promotion through events. A large part of our rapid name recognition originally was our

tremendous involvement in the Electronic Dance Music (EDM) community. We had millions

of imprints of our Remix brand logos on event flyers, posters and other print collateral. Out

of the hundreds of events we‟ve been involved with on various aspects we have originally

vended at quite a substantial amount in different geographic regions with exciting results –

selling substantial quantity at events, and more importantly, opening retail account in

immediate and surrounding areas.


Being accessible to our customers, current and prospective, is very important to us and

online has its tremendous benefits. We have a dynamic, database driven online presence

with several related domains. RemixCulture.com we are using for our primary portal but also

have RemixJeans.com, RemixDenim.com, RemixBrand.com, RemixStore.com as well as

other related domains such as BassIsBliss.com, TheWickedYeti.com, StitchMfg.com and

more.

In addition to our own websites we have home on popular social network portals

Facebook9, MySpace

10 and others to help us more effectively reach and be reached by our

customers. Web promotions is something we can certainly excel at and integrating viral

promotional videos distributed via sites such as YouTube11

is certainly something we want to

get involve with.

We use aggressive grassroots promotion on various message boards which revolve

around our target markets and related market segments including music events, fashion,

music producers, skateboarding, extreme sports, street dancing, urban art and other lifestyle

themed sites.

Another tool we use is stickers which we have as standalone as well as hangtags. This

is great for our customers to slap on their cars, dj coffin, record case, skateboards, mountain

bikes, snowboards, school binders, etc. Stickers are a great way to get virtually free repeat

views and things people love. One drawback to hangtag stickers is they are often stolen off

garments from store racks.

B. OVERALL MARKET PENETRATION STRATEGY

The best way to gain market share is by gaining customers who are already looking for a

brand to relate to that represents this EDM culture. Another way we gain market share is by

taking market share away from our competitors in the streetwear space – some of which we

previously identified in previous pages.

9 http://www.new.facebook.com/group.php?gid=2211961296 10 http://groups.myspace.com/remix 11 http://uk.youtube.com/REMIXCULTURE

http://uk.youtube.com/REMIXCULTURE


Figure 11. Igor Ansoff Product-Market Growth Matrix

In addition to market penetration there are three other areas of the Product-Market

Growth Matrix (visually represented above in Figure 11) we incorporate is product

development , market development and diversification. With our diverse range of creatives

we always have new products in incubation and development which we have for existing

markets. One example we have to this expansion is growing into the vinyl toy market and

further into the dj bag market, something which was quite successful for us previously.

Market development is expanding into new markets with existing products. An example

is bringing our apparel, accessories to markets that are new to us, such as the MMA sports

market which is currently held heavily by Affliction.

The fourth segment of the matrix is diversification which is both new markets and new

products. We do not have any interest currently in pursuing this area. An example of

diversification is Richard Branson‟s Virgin brand. “Virgin Cola, Virgin Megastores, Virgin

Airlines, Virgin Telecommunications are examples of new products created by the Virgin

Group of UK, to leverage the Virgin brand. This resulted in the company entering new

markets where it had no presence before.”12

C. DISTRIBUTION CHANNELS

Our distribution channels are primarily through traditional brick and mortar retail stores, as

has been the norm for us but an increasing amount is done online – both with brick and

12 http://en.wikipedia.org/wiki/Product-Market_Growth_Matrix


mortar retailers who also have an online presence but also retailers who primarily only sell

direct to consumers online, such as Karmaloop.com and 80sPurple.com.

The majority of our sales has been to mom and pop boutique and small independent

chains in the US and Canada but we have been expanding to larger lifestyle chains such as

Urban Outfitters and Hot Topic as well as boutiques, small chains and distributors outside

the US.

Focusing the new collections through existing channels is key but new chains have

emerged such as Metro Park USA, a virtually exact match with our target market that was

founded by Hot Topic founder Orv Madden. Metropark USA near approximately 60 stores in

just a few years and describes its so-called „lust for life‟ as “the decisive lifestyle shopping

destination for today's trendsetting young adults, blending fashion, music, and art to offer a

rare and inspiring shopping experience. Part club, part street boutique, we are fast becoming

famous for our carefully edited multi-brand fashion assortment and dynamic atmosphere.”13

D. COMMUNICATIONS

Outreach is done multiple ways – most are previously mentioned above. Our preferred way

to communicate is face time with our clients followed by telephone and then mail and email.

Events, whether trade events or concerts, are a preferred way to communicate with the

industry and consumers concentrated in one space.

We do our public relation currently in-house and communicate to various media – online

and print to give them news of our products. When we expand to significantly higher volume

we will consider retaining a PR firm who can more effectively deal with broader broadcast.

E. SALES STRATEGIES

There are a few sales and marketing strategies we integrate. The first and foremost goal is

to achieve customer satisfaction while making a profit for our company and investors. The

primary focus of our business is wholesale so having our retailers and distributors happy and

happy carrying our products is our primary concern. Our strategy is market dominance with

several contributing strategies to help us attain our goal.


Figure 12: Love Parade Berlin; http://utenti.lycos.it/spidi80/love_parade_--berlino--.jpg

Market Dominance

One of the strategies we integrate into our mix is market dominance - mainly the

electronic dance music (EDM) community. EDM is one of the primary musical genres of our

target market, along with hip-hop, alternative rock, etc. The Love Parade14

in Germany, the

so-called „Highway to Love” has been the world‟s premier event and attracted 1.6 million

attendees on July 19 2008 (Figure 12, above). It has been named “the biggest, most

spectacular and most peaceful musical event in the world,” something EDM is often

synonymous with.

Love Parade was founded in Berlin but these large scale events are not restricted to that

market. Love Parade has organized events in other nations including Brazil, Israel, the

United States, Venezuela and more. Below is an image from Love Parade Tel-Aviv 2004

(Figure 13, following page). The San Francisco Love Fest is a spin-off from Love Parade

and is expected to draw 100,000 people Oct 2008. The numbers and the potential market

13 http://www.metroparkusa.com/about 14 http://loveparade.com

http://utenti.lycos.it/spidi80/love_parade_--berlino--.jpg


share is amazing. Some of the A-List, in-demand djs can command performance fees in the

tens or even hundreds of thousands.

Figure 13: Love Parade Tel-Aviv 2004; http://marrozik.deviantart.com/art/love-parade-party-

11769216

There are not currently any clothing lines, at least in the US, that own this space of the

market. One of the largest players was and now is us, with our Remix line. Our brand

represents music, especially dj culture, which is starting to see a significant escalation in

numbers again after pulling back slightly the past several years. Aligning and defining our

brand with the movement will help us lead the market segment.

Some of the more traditional sales strategies we implement to reach our goal of market

dominance include the Three P‟s (Product, Pricing, Promotion).

One thing that differentiates our product is our use of eco fabrics such as organic cotton,

bamboo, recycled content, etc.

Our pricing is aggressing. Many of our competitors‟ price points are $50-80 for t-shirts.

Our goal is to provide hip designs on eco fabrics for $30-50.


For promotion we will integrate advertising, website, viral video, product placement (on

high-profile personalities), direct marketing, publicity and public relations.

04. Operations A. PRODUCTION AND SERVICE DELIVERY

Manufacturing for our products is something we have worked diligently on. We have

manufacturer both directly and with manufacturing brokers. The majority of our products

have been manufactured in Southern California, but also Mexico and China, and even some

locally. Some of our services are done locally, including screen printing.

We have a diverse range of manufacturing needs simply differentiated and broadly

categorized as decoration (screen printing, embroidery, dyeing) and cut & sew, which

involves the design, fabric selection, and cutting and sewing of materials. We are working

toward the majority of goods being cut & sew including jeans, shorts, shirts, jackets, bags,

etc. Another method is knitting, such as sweaters, socks and more.

Logistically we are fluent with the various stages that garments go through from

conception to a store shelf. Chris, Carin, Shilo and I all have extensive experience with cut &

sew all the way from design, pattern making, grading, marking, raw materials, cutting,

sewing, dyeing, trim, packaging, shipping and more. Some of our customers such as Urban

Outfitters, Hot Topic, etc have special requirements such as hangtag labeling or other

special distribution routing.

B. PRODUCTION AND SERVICE DELIVERY CAPABILTY

Our manufacturing capabilities are open-ended and can scale our production needs up or

down with minimal issues. We diligently monitor production and can adjust fairly rapidly,

depending on needs.

As previously stated we are comfortable with smaller runs in the hundreds of units and

can scale up virtually seamlessly and can call on our extensive network of contractors,

suppliers and service providers to meet production and delivery requirements.


C. OPERATING COMPETITIVE ADVANTAGES

One of our competitive advantages and core competencies is that a large percentage of our

organization is creative as well as disciplined and experienced in business.

D. SUPPLIERS

We have a substantial number of suppliers – both of raw materials, finished goods and

service providers, such as sew shops, dye houses, screen printing, embroidery, printing and

more. The suppliers we use are from across the country and overseas. We try and use local

suppliers, especially on the West Coast, if not California, or even the Bay Area. Local

suppliers offer the benefit of faster time to incorporate, reduced resource usage

(transportation fuel) – making sense both from a socially responsible as well as economic

perspective. Of course we do a cost benefit analysis but do give extra consideration to green

operations.

05.Financials The financials are what operations of a business are intended to positively impact and

although our organization is built on creativity we do push for a healthy bottom line to both

help ensure our longevity and self-sustainability as well as provide positive financial returns

to our organization for fund future expansion as well as reward our stakeholders.

Attached are several budgets including a projected operations budget, a three year

revenue projection, and a pro forma income statement.

A. PROJECTED OPERATIONS BUDGET OPERATIONS FORECAST TOTAL EQUIPMENT

$0

LICENSING

Spundae (15% wholesale, 50% advance) $1,000

$10,000


OFFICE

Annual office lease -2,000 sq feet at $1.5/ft 36,000

Annual utilities - $400/ month 4800

T1 broadband line - $300/month 3600

Phone system 500

12 desks 6,000

Reception desk 1000

Laptop computers (6) 10,000

Desktop computers (4) 4,000

Router and switch 750

Herman Miller chairs (9) 9,000

$75,650

DEVELOPMENT

Website design 5000

Website maintenance - annually` 2000

Data warehouse maintenance

$7,000

SUPPLIES

Paper, fax toner, etc 1000

$1,000

OTHER

Trademark 375

Assorted legal fees 5000

$5,375

PROJECTED ANNUAL OPERATIONS EXPENSES $99,025 Table 14: Estimated annual operations budget

B. 3 YEAR REVENUE OUTLOOK // Needs to be updated!! 2009 2010 2011

1) Market Unit Growth (Increase due to brand recognition)

100% 200%

2) Total Market Unit Size (number of garments sold each year)

1,000,000,000 2,000,000,000 4,000,000,000

3) Market Unit Size Outlook (Growth)

4) Unit Market Share (Market Share of streetwear)

1% 2% 4%


5) Unit Market Share Outlook (Growth) -- 10% 15%

6) Unit Sales Outlook (# of clothing items sold)

5,000 10,000 20,000

7) Unit Price (Wholesale - low-estimate) $15.00 $15.00 $17

8) Revenue Forecast 75,000 150,000 340,000

Table 15: Projected three year revenue outlook 2009-2011

C. PRO FORMA INCOME STATEMENT // Needs to be

updated!!

2009 2010 2011

Revenue $2,275,000 $6,300,000 $13,125,000

COGS $300,000 $300,000 $300,000

Gross Margin $1,975,000 $6,000,000 $12,825,000

% Revenue 86.8% 95.2% 97.7%

A. Sales & Marketing Expense $2,000,000 $4,000,000 $5,000,000

% Revenue 87.9% 63.5% 38.1%

B. Research & Development $30,000 $60,000 $100,000

% Revenue 1.3% 1.0% 0.8%

C. General & Administrative $1,400,000 $1,500,000 $1,600,000

% Revenue 61.5% 23.8% 12.2%

D. Total Operating Expense $3,430,000 $5,560,000 $6,700,000

% Revenue 150.8% 88.3% 51.0%

Operating Income -$1,455,000 $440,000 $6,125,000

% Revenue -64.0% 7.0% 46.7%

Table 16: Projected Pro Forma Income Statement 2009-2011


Figure 17: Projected Break-Even Point

06. Review

A. SUMMARY OF SIGNIFICANT ASSUMPTIONS

B. ANALYSIS

07. References

Back That Thing Up; Jessica Pallay; DNR; Feb 11, 2008; Accessed 21 August 2008.

http://www.dnrnews.com/site/article.php?id=1393

The US Market Research Report; https://www.infomat.com/research/infre0001242.html

Streetwear : the insider's guide / Steven Vogel.; San Francisco: Chronicle Books, 2007

http://www.dnrnews.com/site/article.php?id=1393


08. Appendix

Figure 18: Remix trademark

REMIX CLOTHING MARKETING PLAN Attached is the Official Marketing Plan[1]

Documents

Transcript of REMIX CLOTHING MARKETING PLAN Attached is the Official Marketing Plan[1]