Zulily Brand Strategy Recommendations
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Transcript of Zulily Brand Strategy Recommendations
zoom into focusa case analysis for zulily
Ferris45 Consulting: Jordan Faralan, Louisa Meng, Rachel Burch, Coral Zekri, Yuki Seki
when we think zulily…
…we think
the modern family
refocus the target market
redefine the brand
match zulily’s technological innovation with customer evolution…
here is our agenda to bring this vision for
zulily into focusSWOT Analysis
Root Cause
Targeting Strategy
Implementation
Financials
SWOTstrengths weaknesses
mobile interface (47% of sales)in-house media contentlarge product selection daily
narrow target marketno return policyslow shippinghigh transaction costspoor customer service
opportunities threats
refocus the target marketthe modern familysmaller age gap - 26-36
merge w/ another companycustomer loyalty programs
competition from amazon.comflash sale site mergers
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
root cause
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
declining + unsustainable growth
poor macro- economic conditions
ineffective target marketing
consumer psychographics are evolving
advanced technology
more modern, unconventional householdsshopping behaviors
changingsocially conscious, feminism
parents are dual income providers
interchangeable roles btwn mom +
dad
single, same-sex, multiracial parents
increased household income
improved economy
decreased demand for flash sales
cross generational values (gen x and y)
decision matrixCriteria Priority Option A - Redefine target market Option B - Merge with William
Sonoma Inc.Option C - Expand global market
High ROI High + Comparatively low investment for high potential revenue
+ High initial merger costs but long term costs decreased and revenues increased
- Extremely high costs with uncertainty of profitability
Low cost Med + Marketing and content development sourced internally
0 depends on the merger agreement - Extremely expensive to expand globally
Easy Implementation/ integration
High + Will not change current product offerings or operations
- Complex and highly involved implementation and integration with merging two companies
- Complex and highly involved implementation to execute a global company expansion
Incr. market share/growth
Med + Significantly increase market share and create sustainable growth
+ Opp to capture William Sonoma’s market share and customer base
+ Potentially increase market share and growth significantly
Low Risk High + Low cost and easy implementation - Integrating company cultures, scale, customer base is high risk
- Very risky and many unpredictable variables involved
Employee morale Low + Challenging and exciting work for zulily team to refocus on marketing initiatives
- Could lead to layoffs and disrupt team dynamic
- Employees could be overworked, potentially high turnover
High shareholder value
Med 0 no significant impact - Conflict of interests, legal complications 0 unpredictable
Summary +6 -1 -4
a new target market
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
54%
U.S. kids under 18 years old are not living in a home with two married heterosexual parents in their first marriage.
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
34%
children today are living with an unmarried parent
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
60%
Among married couples with children under 18, dual-income households are now the dominant arrangement.
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
the modern family
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
implementation
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
PHASE 1 PHASE 2
zulily family vendor relationships dads campaign men’s line launch eval & expansion
phase 1:
for the family
months1-6SWOT Analysis Root Cause Targeting Strategy Implementation Financials
video campaign
months1-6SWOT Analysis Root Cause Targeting Strategy Implementation Financials
Different families. Same values.
phase 1: family centered marketing
They grow up fast. Good thing you shop faster. Download the app today!
months1-6SWOT Analysis Root Cause Targeting Strategy Implementation Financials
phase 1: family centered marketing drive awareness
bloggers, opinion leaders, build community
months1-6SWOT Analysis Root Cause Targeting Strategy Implementation Financials
phase 1: menswear merchandisinghire buying team
months1-6SWOT Analysis Root Cause Targeting Strategy Implementation Financials
curate men’s apparel
transition phase:
dads countdown
month 5SWOT Analysis Root Cause Targeting Strategy Implementation Financials
month 5
introducing zulily menswear in…
transition phase: adding merchandise
month 5SWOT Analysis Root Cause Targeting Strategy Implementation Financials
month 5
introducing zulily menswear in…
transition phase: website/mobile countdown
month 5SWOT Analysis Root Cause Targeting Strategy Implementation Financials
phase 2: menswear introduction
months 6-12SWOT Analysis Root Cause Targeting Strategy Implementation Financials
phase 2:
dads campaign
months 6-12SWOT Analysis Root Cause Targeting Strategy Implementation Financials
the numbers
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
financials
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
NPV Analysis 2015 2016 2017 2018 2019 2020 TV
Cash Out Flows $20,261.07 $21,294.39 $22,380.40 $23,521.80 $24,721.41 $25,982.21
Cash In Flows $-1,200.08 $10,079.46 $35,971.59 $79,252.53 $143,491.73 $233,249.26
Net Cash Flows $-21,461.15 $-11,214.92 $13,591.19 $55,730.73 $118,770.32 $207,267.06 $3,904,224.89
NPV $2,135,781.05
Discount Rate 0.105742284
Terminal Growth Rate 0.05
Cost of Sales $195,506.30
Profits $1,940,274.75
financials
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
2015 2016 2017 2018 2019 20200%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Cash Flows
In FlowsOut Flows
financials
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
2015 2016 2017 2018 2019 2020
$-100,000.00
$-50,000.00
$-
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
NPV Analysis
refocus the target market
redefine the brand
match zulily’s technological innovation with customer evolution…
Q&A
appendix
appendix
appendix
appendixstrengths weaknesses
mobile interface (47% of sales)in-house media contentlarge product selection daily
narrow target marketno return policyslow shippinghigh transaction costspoor customer service
opportunities threats
refocus the target marketthe modern familysmaller age gap - 26-36
merge w/ another companycustomer loyalty programs
competition from amazon.comflash sale site mergers
appendix
declining + unsustainable growth
poor macro- economic conditions
ineffective target marketing
consumer psychographics are evolving
advanced technology
more modern, unconventional householdsshopping behaviors
changingsocially conscious, feminism
parents are dual income providers
interchangeable roles btwn mom +
dad
single, same-sex, multiracial parents
improved economy
decreased demand for flash sales
cross generational values (gen x and y)
appendixCriteria Priority Option A - Redefine target market Option B - Merge with William
Sonoma Inc.Option C - Expand global market
High ROI High + Comparatively low investment for high potential revenue
+ High initial merger costs but long term costs decreased and revenues increased
- Extremely high costs with uncertainty of profitability
Low cost Med + Marketing and content development sourced internally
0 depends on the merger agreement - Extremely expensive to expand globally
Easy Implementation/ integration
High + Will not change current product offerings or operations
- Complex and highly involved implementation and integration with merging two companies
- Complex and highly involved implementation to execute a global company expansion
Incr. market share/growth
Med + Significantly increase market share and create sustainable growth
+ Opp to capture William Sonoma’s market share and customer base
+ Potentially increase market share and growth significantly
Low Risk High + Low cost and easy implementation - Integrating company cultures, scale, customer base is high risk
- Very risky and many unpredictable variables involved
Employee morale Low + Challenging and exciting work for zulily team to refocus on marketing initiatives
- Could lead to layoffs and disrupt team dynamic
- Employees could be overworked, potentially high turnover
High shareholder value
Med 0 no significant impact - Conflict of interests, legal complications 0 unpredictable
Summary +6 -1 -4
appendixIndustry Research http://clients1.ibisworld.com.offcampus.lib.washington.edu/reports/us/industry/default.aspx?entid=5438http://www.gartner.com/technology/research/digital-marketing/digital-marketing-spend-report.jsphttp://www.fathomdelivers.com/blog/seo/how-much-does-online-marketing-cost-digital-marketing-roi/http://seekingalpha.com/article/3207016-zulily-targeted-customer-and-acquisition-shift-strategies-bring-riskhttp://www.marketingsherpa.com/article/chart/ecommerce-acquisition-cost-per-customerhttp://www.ibisworld.com/industry/online-fashion-sample-sales.html
Mobile Shopping Trendshttp://www.businessinsider.com/the-surprising-demographics-of-who-shops-online-and-on-mobile-2014-6http://www.smartinsights.com/mobile-marketing/mobile-marketing-analytics/mobile-marketing-statistics/http://searchenginewatch.com/sew/how-to/2389159/why-mobile-web-still-matters-in-2015http://www.statista.com/statistics/201182/forecast-of-smartphone-users-in-the-us/http://www.babycentersolutions.com/docs/BabyCenter_2014_US_Mobile_Powers_Moms_Life.pdf
Gen Y Shopping Habits in Digital Agehttp://uli.org/wp-content/uploads/ULI-Documents/Generation-Y-Shopping-and-Entertainment-in-the-Digital-Age.pdfhttps://medium.com/brian-honigman/how-millennials-are-shopping-20-interesting-statistics-figures-c76fb1231fbbhttp://www.forbes.com/sites/danschawbel/2015/01/20/10-new-findings-about-the-millennial-consumer/
Gen Y Parentshttp://www.millennialmarketing.com/2013/07/new-research-the-millennial-generation-becomes-parents/http://www.mediapost.com/publications/article/245600/dont-forget-about-dad-millennial-parents-on-mark.htmlhttp://researchindustryvoices.com/2014/11/18/millennial-dads-are-leading-the-digital-way/
Gen X Shopping Behaviorshttp://yourbusiness.azcentral.com/generation-x-consumer-behavior-9585.html
appendixCross Generation Online Shoppinghttp://www.businessinsider.com/the-age-demographics-of-who-shops-online-and-on-mobile-2015-4http://www.crwgraphics.com/blog/2012/02/09/generational-spending-an-indepth-look-at-major-three-generations/
Flash Sale Industry Trendshttp://www.businessnewsdaily.com/470-flash-sales-websites-help-shoppers-save.htmlhttp://www.retailtouchpoints.com/features/industry-insights/flash-sales-and-daily-deals-a-passing-fad
Traditional Familieshttp://www.pewresearch.org/fact-tank/2014/12/22/less-than-half-of-u-s-kids-today-live-in-a-traditional-family/ “Less than half (46%) of U.S. kids younger than 18 years of age are living in a home with two married heterosexual parents in their first marriage. This is a marked change from 1960, when 73% of children fit this description, and 1980, when 61% did, according to a Pew Research Center analysis of recently-released American Community Survey (ACS) and Decennial Census data.”“34% of children today are living with an unmarried parent”
Research on Dadshttp://www.pewresearch.org/fact-tank/2014/06/12/5-facts-about-todays-fathers/ “Among married couples with children under age 18, dual income households are now the dominant arrangement (60%). In 1960, only one-in-four of these households had two incomes; 70% had a father who worked and a mother who was at home with the kids.”As the share of dual income households has risen, the roles of mothers and fathers have begun to converge.In 1965, fathers’ time was heavily concentrated in paid work, while mothers spent more of their time on housework or childcare. Over the years, fathers have taken on more housework and childcare duties, and women have increased their time spent in paid work. Significant gaps remain, but there is clearly a more equal distribution of labor between mothers and fathers these days.American Momshttp://www.pewresearch.org/fact-tank/2014/05/09/5-questions-and-answers-about-american-moms-today/“85 million moms in the U.S."