CHAPTER I EXECUTIVE SUMMARY Mission The Dernier Cry's Nilsson Is to exceed Its customer's expectation by providing them an outstanding customer-driven quality service of a trend setting fashion apparel. The company will provide Innovative, cost-effective fashionable products at affordable prices. The company will ensure to give what is satisfying to the customers. Vision The Dernier Crib's vision is to become the undisputed best brand in the domestic clothing market by constant focusing and development on the product and value offered.

The company will also focus on continuous improvement of the customer's hopping experience. OBJECTIVES The objective and key to success: * Target marketing to Increase the awareness of the people In our company. Developing customer service to have a Lifetime relationship to our client. * To produce high quality and satisfying of products and high value of relationship to our CHAPTER II DESCRIPTION OF THE BUSINESS DERNIER CRIB The newest fashion Dernier Crib Is a company which manufactures, designs, and markets accessories and clothing for men and women.

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A small dolly shop that covers the latest styles, trends, celebrity Inspired fashion, and features a glamorous outlook on Individual style and elegance. It Is a place where fashion will flourish and style will evolve. A woman's fashion shop selling stylish designs in young, urban style clothes as well as formal and evening wear. They also sell a selection of accessories including bags and shoes. It is featuring new and exciting store environments, a constant flow of fun and creative clothing designs and the accessories to make your look come together at the right price.

Dernier Crib is located in a large department store that specializes in fashionable clothes, accessories, bags, shoes and many more. A phenomenon in the fashion oral, Dernier crib provides shoppers with an unprecedented selection of today's fashions, always changing and always In style that primarily targets women between the ages of 14 and 35. To display our collections, stores have dimensions which make It possible to malignant the Interior designs, Image and product display criteria we have designed to create a pleasant environment in which customers can enjoy the clearly defined business concept.

TARGET MARKET Dernier Crib has a wide array of target market where it consists of teens to adults, men and women of all aspect of life which composed the majority in the Philippine population. Dernier Crib would focus on its market--youths belonging to the 13 to 40 year-old bracket. Considering that the total population of the Philippines has a whooping number of more than 97 million and few thousand less to 98 million, more than 50% of it is the target market where majority is in the NCR. The store will be located at SMS Mall of Asia. The Philippines is considered as one of the Asian countries with a burgeoning middle class.

The rise in status of a significant number of Filipinos was a result of improvement in economic conditions, booming business process outsourcing, and increasing remittances from overseas Filipino workers. With higher disposable incomes, this emerging group increased their consumption as well as changing their purchasing patterns and brand preferences, which resulted in stronger volume and value growth for apparel in 2011. Apparel sales are driven by economic conditions, demographic trends, and pricing. Fashion, while important for an individual company, plays a limited role in overall market demand.

With varied positioning, department stores continued to gain popularity as a destination to purchase clothing and footwear in 2011. Consumers favored the distribution channel because of the complete range of apparel products available in a single location, as well as the wide selection of private, and imported and local brands. Based on these, Dernier Crib will ensure good presence through concession outlets inside department stores to improve accessibility of our brands and increase sales. Market Segmentation Demographic Segment: The latest National Statistics Office Survey shows that National Capital Region has a population of 11,855,975.

It is a great number of people living in a Region and it is expected to double over a couple of years. Table shows the projected population growth every 5 years and it is segmented by gender. Closest to the latest data from the INS is the highlighted area in the table of projection. This population increase will also have an effect on people's basic needs like food and shelter. Clothing is also considered since it is a basic need. And because of this growth, also the increase of potential customers is likely to be observed.

However, it's become more difficult to draw a line between wholesalers and retailers; most Apparel companies now have both types of operations. The Philippine apparel industry is large, mature, and highly fragmented. Apparel sold in the country is produced both domestically and in foreign locations, tiers; can be subdivided into two the national brand and other apparel. Wholesale business is what separates Apparel companies from those in the Retail (Special Lines) category. Apparel companies design and produce/source items that they sell to retailers, including department stores, specialty shops and discounters. Often, a company owns licenses to manufacture goods under particular brand names, and will market and advertise these lines.

One license can cover many products. In some instances, an Apparel many may only have the rights to produce specific items under a brand, such as ties and shirts, but not pants or sleepwear. Production is often outsourced to developing countries, where labor costs are inexpensive, relative to those of the United States and Europe. The wholesale market is seasonal. Retailers stock up on merchandise before shoppers hit the stores during the peak back-to-school and quality, style or value, are popular among shoppers. A clothing company possessing a broad line-up of well-known brands has a competitive advantage over its peers. This is not always the case, however.

In tough economic times, consumers might turn to similar private-label goods to save money. Private-label goods are found in department stores and discount chains. Though they are less expensive than branded items, such goods are often more profitable for the seller. Brand-name items and private-label goods compete against each other for shelf space throughout the business cycle. Because of the seasonal nature of the wholesale market, it's better to compare sales on a year-to-year, rather than sequential-quarter, basis. Gross and operating margins are the best gauges of a company's health. Sales illume, supply chain efficiency, sourcing costs, and selling, general and administrative (SO&A) expenses determine profitability.

There are a number of reasons why Apparel companies establish retail divisions. Having stores dedicated to a single brand gives a company control over a line's image and identity. Apparel companies have some control over branding and merchandising at department stores, and their influence is diluted further at the boutique level. Dedicated retail stores allow a company to highlight its own merchandise, without worrying about competing labels. Retail stores are typically more profitable than their wholesale return. By selling its own merchandise at retail, an Apparel company can cut out the middle man and increase profits. However, this strategy can be risky.

Instead of just designing and producing clothes and filling wholesale orders, companies with retail operations also have to find store locations with good potential, manage inventory, and avoid big markdowns. The Internet is another important platform for retailers, especially since consumers are increasingly Web-savvy and have access virtually anywhere. Shoppers want to quickly find what they are looking for on line, and demand fast processing and shipping. Direct sales via the Internet can be a boon to a company. These sales do not entail expensive storefronts and related staffing and, thus, are more profitable than traditional business. As a whole, the Apparel Industry is fragmented and highly competitive. There are a number of major players, but there are also countless niche stores and private companies that cater to specific demographics.

Too, general merchandisers and foreign companies bring more competition to the sector. Consequently, Apparel companies need to be nimble and highly efficient to survive in this cutthroat industry. Having the right product is also essential. Fashion trends change frequently, and companies need to adapt to varying consumer tastes quickly. Apparel stocks are economically sensitive. Although clothing is a basic need, people have wide discretion as to when they update their wardrobes and how much they spend. When times are good, apparel sales are usually brisk, but during periods of economic uncertainty and contraction, clothing is an area where people can easily trim outlays.

SOOT ANALYSIS STRENGTHS I WEAKNESSES I * Demand Driven Industry * Strong presence in local market * The economy is teddy growth, which will ensure stable demand and consumption * Qualified shopping as a past-time I *Low labor costs dependency * Slow customer growth * Danger of complacency by businesses * Decreasing growth of designers with reputation * Specialization in clothing * The clothing market has managements I OPPORTUNITIES I THREATS I * Globalization * Improve green environmental production * Specialization in clothing * Massive opportunity to develop internet shopping for clothing * Product Differentiation * Vertical Integration I * New entrants * Intensity of rivalry mongo competing firms * Dominance of large businesses over small firms * Downward pressure on price and upward pressure on rents and rates * Higher costs in labor and transport I 'V. MANAGEMENT STRUCTURE A. WHO WILL ENACT PLAN * Owner a. Responsible for the business operation and existence. B. Responsible for all roles, all projects. C. Responsible of the needs to accommodate more orders and faster growth. D. Responsible of the needs to identify human resources, writes Job descriptions, screen and interview candidates, train, manage and pay employees. E. Responsible to control the overall managing of the business. Manager a.

Responsible for all parts of the company's operation in this area, and will direct, plan, and coordinate to ensure efficiency in this area. B. Responsible to give employees the support they need such as performance evaluations. C. Responsible in the marketing activity. Salary: PH 30,000. 00 * Assistant Manager a. In the manager's absence, the assistant manager will be responsible for a number of tasks that they will not be able to perform alone. B. Responsible to play a vital role in the screening of applicants and the interviewing process. Salary: PH 25,000. 00 * Sales Associate a. Responsible for the price of the product displayed in the store changes, re-tagging and updating the item to the current price. B.

Responsible to dress the mannequins, ready the display windows, pin posters, and string a few boards declaring the sale. C. Responsible in processing and replenishing merchandise and monitoring floor stock. Salary: PH 20,000. 00 * Merchandising a. Responsible to confirm that the store is displaying the product in the proper quantity and placement according to brand specifics. B. Responsible to negotiates for retail space to best position her brand against the competition. . Responsible in building and maintaining strong relationships with business partners, and works closely with sales associates and managers to notify them of future promotions, new products or changes in pricing structure. Salary: PH 20,000. 00 * Cashier a.

Responsible to keep a record of how much money they had when they opened the recording sales, and also doing some other money-related tasks. C. Responsible to issue receipts, refunds, credits, or change due to customers. Salary: PH 10,000. 00 Denies Marie Collocating Owner Diana Sandra De Gunman Manager Claries Sanchez Assistant Manager Jove Channel Boar Associate C. EMPLOYEE POLICY * Attendance Angelica Anatolian Merchandising AI Tomato Cashier Sales Employee attendance policies allow employers to effectively communicate expectations regarding adherence to work schedules. The policy emphasizes the importance of regular attendance and establishes the consequences for failing to adhere to a schedule.

Attendance policies also describe the procedures for reporting tardiness and absences. For example, the policy explains the number to call if an employee cannot report to work or will be late for work. This policy clearly masticates how many absences or tardiness an employee can have before the employer takes disciplinary action to correct the behavior. * Employee Attire Temporary Staff - Staff employed on temporary contracts will be issued with clothing depending upon the contract term: * 6 month contracts or more - uniform allocation available * Less than 6 months - polo shirts or tops * Compensation Employees have a wide range of pay, but those who work for the same company are often paid on the same day.