WILDFANG

STRATEGIC RETAIL PLAN

#WEAREWILDFANG

Zoe Knox
S3476862
PAGE 2
Executive Summary
Portland based brand, Wildfang design and stock menswear-inspired and androgynous
clothing for women. The brand name literally means tomboy in German.

Wildfang has two stores in Portland, USA and a successful online store which ships worldwide.
Company management are interested in expanding the brands reach outside the USA;
according to Alexa (n.d.) the brand is also popular in the UK, Canada and Australia.

This report explores Wildfang; its story so far and where and how it operates in the micro-
environment, meso-environment and the micro-environment. The purpose of exploring this is
to identify trends/issues within each environment that the brand needs to address in the lead
up to launching a new store location.

There are a number of external factors which could affect the brand; main trends are legislative
changes (e.g. need for businesses to collect GST off all foreign online purchases), a focus on
sustainability and preserving resources for tomorrows generation and a favourable economic
situation.

Following on from the situation analysis, it is then detailed how Wildfang will open their third
store and first internationally, in Melbourne Australia (W4_RCO1). In February 2017 the brand
will open a store on Smith St, Collingwood. This area has been chosen as it fits the Wildfangs
Portland inspired aesthetic, has excellent foot and vehicular traffic, is easily accessible and
has lower rent costs than other Melbourne suburbs.

The reader of this report will understand Wildfangs target market and position in relation to its
competitors, how it will apply competitive strategy and how the store will unfold from an
operations point of view.

The main takeaway from this report is that Wildfang is generally well positioned. Although it
operates in the mature TCF market, the brands unique product range is an asset which helps
the brand to stand out in the crowd (W1_RCO1).

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1.0 Background
Emma McIlroy and Julia Parsley had hit the fashion career jackpot; they were both working
for US retail giant Nike, an opportunity many dream about. On a fateful shopping trip in 2010,
Parsley asked McIlroy, Why dont they make these for women? It was this question about
an aesthetically pleasing but ill-fitting blazer from the mens section that sparked an idea for a
new clothing store (Parks 2013).

Three years later, in March 2013, their dream came to fruition and the Wildfang online store
(see Appendix 2) was launched. As a relatively small start-up to focus was on getting the
brand off the ground, and ensuring a really great experience online, on mobile and in social
(Wolfe 2013). There were dreams of opening a physical storefront in the future, but it was not
a priority. However, such was the success of the brand, that within five months of its launch,
they were able to open their first bricks-and-mortar store and a second location followed two
years later (see Appendix 3); both stores are located in Portland, a hipster city in the USAs
Pacific Northwest.

The brand describes itself as modern-day female Robin Hoods raiding mens closets
(Wildfang n.d.) and the brand name itself, Wildfang, is German for tomboy. While tomboy is
the primary meaning of the word, it also translates to wild child, rascal and animal caught
in the wild, which is all terminology that inspires the brand image, brand imagery and
aesthetic.

Wildfang began as an online boutique stocking androgynous and menswear inspired pieces
from over 30 brands. Around the time their first physical retail store opened, the brand added
its own in-house label to their stable of brands (Price 2013). Primarily the brand produces and
stocks clothing, however they also offer footwear, accessories (bags, hats, jewellery and
sunglasses) and a limited selection of gift-like merchandise. You can view some examples of
their merchandise in Appendix 2.

One of the brands strong points is its deep knowledge of their particular customers wants
and needs. Wildfang are serving a relatively niche market with astonishing success and this
is because delighting customer needs (W2_RCO3) is at the heart of their business model.

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3.0 Store Objectives
3.1 Sales Objective
Achieve $350,000 in sales in the first 12 months of operation. See Appendix 13 for more
details on how this figure was calculated.

3.2 Profit Objective

Wildfang will operate at a 57% loss during its first 12 months of operation. Please see the
Profit and Loss Statement (Appendix 25) for more information. The brand has decided the
loss is worth taking for the overall long-term growth of the brand and it is expected the brand
will achieve profit within three years of operation in Australia.

3.3 Image & Awareness Objective

3.3.1 Image Objective
Wildfang will use the Net Promoter Score (NPS) measurement tool to track their image in
Australia. The NPS measures customer experience and predicts business growth (Net
Promoter Network n.d.). The score is calculated by asking customers on a scale of 0-10, how
likely they would be to recommend the brand to a friend of colleague. People who score
between 0-6 are called detractors; people who score between 7-8 are called passives; and
people who score 9-10 are called promoters. To calculate your NPS, you subtract the
percentage of detractors from the percentage of promoters. Scores can range from -100
(everyone is a detractor) to 100 (everyone is a promoter).

Wildfang will measure their NPS score in the first sixth months of operation and again in the
second six months. The first measurement will be a test score, to ensure the brand is on track
to achieve its desired score at the end of the first year of operation. Should the test score be
under expectations, the Store Manager can adjust operations to ensure it will rise in the
second half of the year.

In August 2016, the average Net Promoter Score (NPS) for retailers was 11 (Customer Monitor
2016). However, in-store retailers fared slightly better with a score of 16.

Wildfang prides itself on providing an excellent customer service experience and this is one
of its points of difference. With this in mind, as well as the average retail scores for Australia,
Wildfang will aim for the following:
1. Achieve an NPS of 12 within the first six months of operation.
2. Achieve an NPS of 16 within the second six months of operation.

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Wildfang will then aim to achieve a score above the in-store retail average in its second year
of operations.

3.3.2 Awareness Objective

As an international brand opening its first store in Australia, it is critical that customers become
aware of the store. Without awareness, there is simply no chance of the brand surviving in this
tough retail market. Therefore, the brand will achieve the following awareness scores each
quarter. An awareness score refers to the number of shoppers out of 10 that are aware of your
store.
Awareness
Quarter Ending
Score
Store opening
10%
February 2017
May 2017 20%
August 2017 50%
November 2017 66%
January 2017 80%

Prior to opening the store in February 2017, the brand will run a small marketing campaign to
build awareness and interest in the brand. By the time the store opens an awareness score of
10% will have been achieved.

Growth in awareness during the first quarter will be slowing, only rising by 5%. However, after
undertaking a marketing campaign during the second quarter awareness will rise to 50% and
66% by the end of the third quarter.

By the end of the fourth quarter, and first year of operation, awareness will be at 80% or three
quarters of local customers being aware of the store. This is a benchmark that will help the
store to achieve its sales objective, without creating unrealistic and unachievable aims for the
venture.

3.4 Customer Acquisition Objective

In the first year of operation Wildfang will acquire 1,392 customers (see Appendix 15 for
calculations), which equates to approximately 4 customers per day. This figure does not
include the 86 Wildfang customers already in Melbourne (see Appendix 15) for more details).

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4.0 Target Market
4.1 Primary Target Customer Persona
Gender Female Interests
Fitness, sports, technology, dining out, indie
Age 2536 and alternative music, music festivals,
cultural events (festivals, theatre shows and
Location Melbourne, Australia
art galleries), shopping and fashion
Education Bachelors degree
Motivations
Occupation Graphic Designer Alex finds shopping for fashion items to be
an emotional experience because she can
Income 6580k rarely find the style of clothing she wants to
purchase. Shes taken to buying most of her
Marital Status Single, no children clothing online as there are far more options
available from international brands such as
Asos and JCrew. However, she resents the
high prices, due to exchange and shipping
rates that she has to pay for her online
purchases. She also dislikes that she has to
wait to receive the orders.

Goals
Would like to be able to purchase
clothing in-store rather than online
able to try-on, instant gratification
Hoping to not have to get clothing
altered

Im a tomboy and its so hard to find the kind
of clothes I want to wear. Everythings either
crazy expensive or doesnt fit right. Its so
frustrating.
Frustrations
Not being able to find her desired style
of clothing in Australian retail stores
Having far fewer options available to
her, due to her style preferences
Having to purchase ill-fitting clothing
from the menswear section to get the
style of clothing she wants
Having to get mens clothing altered to
fit her body, thus costing her extra

Alex works in a creative industry and building relationships with colleagues and customers is
important to her as she climbs the career ladder. Ultimately she would like to start her own
graphic design business, with a focus on creating graphic content for the web.

While Alex enjoys using social media, she picks and chooses the platforms Facebook,
Instagram and LinkedIn that feel most relevant to her life and interests. She checks in with
her social media platforms each day; however, she is not a frequent poster, preferring to
observe, like and comment on content.

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Alex is friendly, genuine, honest and decisive. She is a quick thinker who is sure of what she
wants. While she is social, she prefers quality over quantity with her personal relationships.

Alex is generally aware of the latest fashion trends but not personally interested in them; style,
fit and quality are at the forefront of all her fashion purchase decisions. Due to her relatively
specific fashion tastes, she uses the Internet to find and evaluate new brands that might fit her
taste. She has tried, tested and discarded many fashion brands. However, in the rate
occurrence when finds a brand that suits her specific needs, she is extremely brand loyal. She
is quite independent in her tastes and relies on her gut instinct to make purchase decisions,
rather than being influenced by the stimuli around her. Once a purchase decision has been
made, she prefers to purchase in-store where she can try on the product to ensure it fits; she
also likes the instant gratification that in-store purchasing provides. However, she does
purchase most of her fashion items online due the limited availability of her preferred styles in
Australia. She is not super price sensitive, preferring to pay extra for quality and value for
money. However, she doesnt like to feel ripped off; exchange rates and hefty shipping
charges often engender this feeling when making online purchases.

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4.2 Secondary target customer persona
Gender Female Interests
Shopping and fashion, beauty, travel, dining
Age 2840 out, social media
Location Melbourne, Australia Motivations
Jess finds shopping for fashion items to be
Education Bachelors degree
a fun and exhilarating experience. She does
(possible Masters degree)
most of her shopping online as she
Occupation Social Media Manager appreciates the increased number of
options and convenience of the online
Income 6075k experience.
Marital Status Partnered/married, no Goals
children Receive online orders within three
business days of making the purchase
Making informed purchase decisions
to avoid needing to return items

Frustrations
Shopping in-store and preferred
styles/sizes are not available
Problems with online purchases which
mean the products need to be returned
Websites not having detailed product
information size guides, detailed
product description, fabric composition
etc.

My style is a mix of girly and more

masculine, tomboyish pieces.

Working as a Social Media Manager it is Jess job to be globally connected and aware of the
latest trends in major product/lifestyle categories. She is extremely motivated to climb the
corporate ladder and is planning to open a digital agency with two friends in the next two years.
The agency will focus on providing digital marketing, branding and web design for online
stores. Jess understands the importance of networking and spends a lot of time developing
meaningful relationships with colleagues, customers and industry peers. She is a considerate
and deep thinker with excellent project management skills.

Given her job role, Jess has a deep understanding of all social media platforms and in an
active personal user of Facebook, Instagram, LinkedIn, Snapchat, Twitter and YouTube. She
also writes a blog, which updates readers on social trends and advises on the best social

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media strategies for different platforms and industries. She is constantly her social accounts,
posting throughout the day and has her finger on the pulse of the latest online trends. As a
digital native, she enjoys connecting with people through social media and working with
companies to embrace online technology in unexpected, new and creative ways.

Jess is a social butterfly who makes the most of her personal and professional networks, and
she isnt afraid to make connections with strangers. She is friendly, has a great sense of
humour and is at ease in new social situations. She has a wide network of friends and goes
out 4-5 times a week with friends for coffee, brunch, dinner or drinks.

Jess is very aware of the latest fashion trends and while she is interested in them, she is not
a slave to fashion. She tends to mix current trends that suit her body shape and style with
more classic pieces to keep her look current with a timeless quality. She is brand loyal when
purchasing her more classic pieces. When purchasing trend focused pieces, she will buy from
the brand that has her preferred interpretation of the trend and is also more price sensitive
due to the transient nature of the purchases. When looking to make a purchase decision she
researches products on social media and blogs and is also interested in the opinions of friends
and colleagues who she trusts. As a busy young professional she is time poor and therefore,
prefers the convenience of shopping online. She makes in-store purchases on impulse when
she is with friends.

4.3 Positioning Statement

To women looking for menswear inspired fashion, Wildfang is the only one stop shop for high
quality mens style clothing and accessories made for womens bodies that never go out of
style and make the wearer feel confident, badass and wild.

4.3.1 Competitors
In section 2.4, five competitors were identified; Asos, Country Road, Uniqlo, Urban Outfitters
and Veer NYC. Although all of these brands are still competitors, by virtue of location, there
are some new competitors to consider.

The online pure plays Asos, Urban Outfitters (although Urban Outfitters has physical stores,
it does not have any in Australia) and Veer NYC are still counted as competitors. Based on
the Australian stores location on Smith St, Timberland, Nike and Adidas have been identified
as locale based competitors. Therefore, a secondary set of competitive radar tables have been
completed to evaluate this altered set of competitors; the same set of criteria and weightings

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have been applied (as was in section 2.4), just to an updated set of competitors (see Appendix
16 for more information).

The results of this competitor analysis is positive for Wildfang. Although their raw score is
lower than Asos, when applying the weightings of each competitive criteria Wildfang is the
strongest brand. However, Asos is only 0.15 points behind, so it will be important for Wildfang
to find ways to delight customers to firstly entice customers, and secondly, ensure they
become repeat customers.

4.3.2 Positioning Map #1

5

1
# OF
TOMBOY
STYLE
OPTIONS
-5 -4 -3 -2 -1 1 2 3 4 5
-1

-2

-3
KEY
WILDFANG
ASOS -4
ADIDAS
NIKE
URBAN -5
OUTFITTERS
DEPTH
TIMBERLAND
OF
VEER NYC
RANGE

The first positioning map developed uses the top two competitive factors identified in section
2.4. The number of tomboy style options and depth of range are what sets Wildfang apart from
its competitors and this is clearly evidenced in the positioning map above. Wildfang is not
quote operating in blue ocean, but it does find itself in a relatively clear space.

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4.3.3 Positioning Map #2
5

1
# OF
TOMBOY
STYLE
OPTIONS
-5 -4 -3 -2 -1 1 2 3 4 5
-1

-2

-3
KEY
WILDFANG
ASOS -4
ADIDAS
NIKE
URBAN -5
OUTFITTERS
TIMBERLAND VALUE
VEER NYC FOR
MONEY

The second positioning map developed still uses the all-important number of tomboy options
qualifier, but now introduces value for money as the opposing competitive factor. This map
has been developed as Wildfangs customers are somewhat price sensitive and value for
money is a factor their primary target persona considers when making fashion purchase
decisions (see section 4.1 for more information). It is interesting to note that all but one of the
brands offer relatively good value for money, but Wildfang still finds itself in a good competitive
position due to its unique style options.

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6.0 Operations Plan
Store operations management include the efficient and effective implementation of
procedures, policies, and tasks for the purpose of satisfying a retailers customers, employees,
management as well as maintaining staff efficiency, customer mobility and product inventory
control (W8_RCO1).

The following section of the retail plan details how the store will be managed with relation to
staffing, merchandising implementation and risk.

6.1 Staffing Plan

As discussed in section 5.2.5 it is critical that the brand has the right staff working in the retail
store. To start with the Melbourne Wildfang store will be staffed by a small team, one full-time
Store Manager, one part-time Assistant Manager, one casual third-in-charge (3IC) and one
casual retail assistant. During the busy Christmas period the store will hire an additional two
casual staff members to keep with demand.

The hours for Wildfangs Melbourne store are as follows.

STORE HOURS
Monday 10am 6pm
Tuesday 10am 6pm
Wednesday 10am 6pm
Thursday 10am 6pm
Friday 10am 8pm
Saturday 10am 5pm
Sunday 10am 5pm
These hours reflect the trading hours of the stores around Wildfang and the 6pm weeknight
closure time will allow some people in the area to shop after their workday concludes. The late
night Friday trade will also allow more potential customers to visit the store, as the store is
located right in the heart of Smith Sts dining precinct, which is a popular place to visit on
Friday evenings. The 8pm closing time will also be used to hold special events in-store,
previews of new stock, poetry readings, music gigs etc, as Wildfang are supportive of local
culture and like to be more than just a fashion brand.

One staff member is required to open and close the store, a function which the Store Manager,
Assistant Store Manager or 3IC can complete. Opening shifts start half an hour prior to the
store opening and closing shifts finish an hour after the store has closed.

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6.2 Merchandise Plan
A miniature range plan has been developed for the 10 predicted seller items (W9_RCO1). For
details of this range plan, please see Appendix 20, where pictures of the pieces can be found.
This appendix also details why these particular pieces will be best seller items. The miniature
range is made up on five Wildfang brand products and five products from other brands
purchased through wholesale. It includes 4 tops, 1 jumper, 2 pairs of pants, 2 jackets and a
hat. The range is a demonstrative snapshot of the Wildfang brand and aesthetic, as well as
its strategy of providing a narrow and deep product assortment (W9_RCO3).

Appendix 21 details the prices for each of the pieces in the miniature range plan. This appendix
demonstrates that Wildfang has a solid pricing architecture, with prices ranging from $40 -
$150 (W12_RCO1). This appendix also estimates the costs prices and retail markups for each
piece. The retail markups will appear quite high, but they are necessary to cover the cost of
doing business in Australia.

Appendix 22 then details how this miniature range will be distributed in the store. This
appendix includes the colourways that each of the 10 key styles comes in, and a visual
representation of how these pieces will be dropped into store throughout the year. The plan
has been developed to ensure the right stock, dropping at the right time so that possible sales
opportunities are not missed by the brand.

Lastly an overall merchandise plan has been developed for the first 12 months of operation.
The plan is based on achieving $350,000 in sales (W10_RCO3), as established in section 3.1.
Please see Appendix 23 for a month-by-month breakdown of the plan, as an explanation of
the figures supporting the plan.

6.4 Risk Analysis

An important, but often under looked part of operations management, is risk management.
Doing business is inherently risky and it is important that business understand the risks they
face and have plans in place to mitigate these risks.

Therefore, a risk analysis has been developed for Wildfangs Australian store (Appendix 24).
Eight major risks have been identified and their probability of occurrence has been rated. The
three most pressing risks are discussed below, while the remainder can be found in Appendix
24.

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1. Poor financial results, or operating at a loss has a high chance of occurrence. The brand
has mitigated this risk by ensuring it has a flexible lease arrangement so it can make a
hasty exit if need be, although, this will be the absolute last resort.
2. Problems with receiving deliveries also has a high chance of occurring and will cause a
loss in sales. The Store Manager will need to ensure that stocktakes are completed on-
time so replacement stock can be ordered within an adequate timeframe.
3. Shrinkage is fact of operating a physical retail store. To reduce shrinkage, store staff will
complete security checks when necessary and the change area will be highly supervised.

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7.0 Budget
7.1 Profit & Loss Projection
Please see Appendix 25 for the 12 month Profit and Loss (P&L) statement. The statement has
been broken down into month by month figures so the store can see how it is tracking; the
store manager will use these figures and report actuals against them after each month. This
will allow the manager to understand if the store is achieving above or below what has been
planned (W11_RCO2). Depending on the results the marketing and merchandising activities
may need to be adjusted

The P&L shows that Wildfang will be making a 57%, or $104,851 loss during its first year of
operations. This is due to the high costs in comparison to the somewhat low sales. Planned
sales have been budgeted conservatively in order to account for the worst case scenario,
operating at a loss, to the see if the brand can afford to make such an investment in opening
an Australian store.

As evidenced by the P&L, a major cost for Wildfang is staffing. It could be interesting for the
Store Manager to see if the store could operate with only 2, possibly 3 staff, with little crossover
in shift times except for busy periods (e.g. Friday nights). This could provide some significant
cost reduction for the brand.

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8.0 Control
8.1 Evaluation Plan
It is no use making a plan, implementing it and then just blindly going about your business not
stopping to see if you are on track or not. It is important to continuously evaluate your
performance to see if you are achieving above or below expected markers. Evaluating your
performance allows you to re-plan when necessary to ensure you are doing everything you
can to achieve your store objectives.

In Appendix 26, an evaluation plan has been developed, which lists the metrics that Wildfang
will use to evaluate the performance of its Australian store. Six key metrics have been
identified:
1. Sell-through: will be measures in the fortnightly sales ($) achieved. The Store Manager
(SM) will analyse the stock sold against the stock still held in-store and inventory to
understand which styles are selling well and which are not. Styles that are selling fast and
provide high profit per item sold are called winners (W10_RCO5). Once the SM has
identified the winning styles, they can be merchandised with underperforming styles (dogs
and sleepers) to encourage more sales. Should there be a lack of sell-through across the
board, rather than just for particular items, the SM will need to run training sessions with
staff to emphasise sales techniques.
2. Shrinkage: will be measured by the monthly stocktake. All staff are responsible for
ensuring that shrinkage does not occur, by monitoring customers, particularly when in the
fitting rooms. Ultimately the responsibility for this metric lies with the SM.
3. Staff sales: will be measured monthly based on the number of hours worked and sales
($) achieved. Each individual staff member is responsible for hitting their sales targets
and KPIs, but responsibility for hitting the overall target lies with the SM.
4. Awareness: will be measured by surveying 100 random female participants quarterly to
see if they are aware of the store. These surveys will be organised the SM and executed
by casual staff. Should results not matchup with the customer acquisition plan (see
section 3.3.2), the SM will adjust planned marketing activities to raise awareness.
5. Recommendations: will be measured by surveying customers to see how likely they would
be to recommend Wildfang to a friend of colleague bi-annually. The first measurement of
the Net Promoter Score (NPS) is a test to check the brand is on-track to achieved desired
results. Should the test results be under expectations, the SM will run training sessions
with store staff to improve the in-store experience for customers.
6. Order speed: is measured by the lead time of each order made by the store. Unlike other
functions, ordering is determined the SM and then organised by Wildfang HQ staff in

PAGE 17
 Portland, who are responsible for the overall ordering process and improvement of said
process.

8.2 Improvement Plan

Fashion is a volatile market and one cannot rest on their laurels should they achieve success.
Brands must be vigilant, constantly looking for aspects of the business to improve so that the
results achieved will be even better the following year (W3_RCO6). This concept is known as
kaizen, a Japanese term which is all about continuous improvement. Given the results likely
to be achieved in the first year of operations, it is important that Wildfang works to improve
upon these results in year two and each year thereafter. Theorist J. Edwards Deming say that
kaizen comes from the continuous cycle of checking, acting, planning and doing.

Using the metrics identified in the evaluation plan (see section 8.1 and Appendix 26), Wildfang
will improve year-on-year results. From year one to year two, the number one priority will be
to improve profit, bringing the company out of the red and into black. This will be achieved by
undertaking marketing activities to acquire more customers, which will in turn increase the
sales of the brand, which affects overall profitability.

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Appendix 4: Osterwalder Business Model Canvas
Key partners Key activities Value proposition Customer relationships Customer segments
Manufacturers of in- Activities to deliver value The problem: Loyal relationships are being Women:
house label proposition: Customers had to visit built; customers have a Who like to wear
Wholesalers Designing and manufacturing in- multiple stores to positive experience with the menswear-inspired or
agents, showrooms, house label purchase an entire outfit brand and become repeat androgynous clothing
brands Purchase of stock from Customers could find customers (Wolfe 2013)
Celebrity wholesalers desired items in Customers are encouraged Ages 2540
ambassadors/ Communicate season launches menswear department, (but not forced) to create a Do not have a go-to
collaborators (e.g. to customers and prospective but items did not fit their profile when ordering destination for menswear-
Evan Rachel Wood) customers across all channels bodies properly, or First-time orders receive a inspired fashion; have to
Logistics partners Provide high level of customer needed to be altered personalised handwritten buy separate pieces from
USPS for US orders service The need: note multiple brands and stores
and FedEx for Menswear-inspired Special offers such as flash (Price 2013) (W1_RCO3)
international orders clothing designed for the sales to drive up sales College educated and
female body Famous brand ambassadors living in USA, UK, Canada,
Menswear-inspired (e.g. Evan Rachel Wood) are Australia and Germany
clothing and accessories sometimes used; (Alexa n.d.)
available in the one ambassadors post content Cheeky, carefree, positive
place on their social media and bold type personalities
Value added (W2_RCO1): channels which creates (Price 2013)
Eradicating or lessening further brand awareness Who want to be
frustration customers themselves, and to be the
experienced in the best (Price 2013)
shopping process

PAGE 19
 Key resources
Resources to deliver value
proposition:
Staff, particularly founders
Emma McIlroy and Julia
Parsley, and Creative Director
Taralyn Thuot
Stock both in-house brand and
brands sourced thorough
wholesale
Relationships with wholesalers
Manufacturer of in-house label
Technology supporting online
and in-store sales and stock
management
Key distribution channels:
Online store is the primary
channel
Retail stores are the secondary
channel
Cost structure
Cost of goods, both internally produced and externally sourced, is most
important and costly resource
Ensuring technology is constantly up-to-date and best supporting the
needs of the business
Retail stores include a lot of overheads rent, electricity, wages etc.
Value proposition cont. Channels
Channels used:
Saving customers time
Website includes ability to
Money/time no longer
view products and purchase
needs to be spent
online (W2_RCO5)
altering items
Physical stores two stores
in Portland, USA
Email marketing to
customers who have opted-in
Social media Instagram
(primary social media
channel), Facebook, Twitter,
Pinterest, YouTube & Tumblr
Above is all very standard for a
retail store. Customers expect
a strong digital presence and
this is how they like to be
reached.
Revenue streams
In-store Cash, credit card (Visa, Mastercard, Discover, American
Express) or gift card
Online Credit card (Visa, Mastercard, Discover, American Express),
PayPal or gift card. Free shipping on US orders over $100 USD and
international orders over $200 USD
PAGE 20
Appendix 5: PESTE Analysis Table
Political
Election year in USA,
which is causing some
political uncertainty;
candidates have very
different policies
Brexit decision has caused
political instability in
Europe, especially
regarding trade barriers
Tariffs on importing
finished clothing to
Australia lowered from 10% Cost of manufacturing in
to 5% between 2010-2015
(John & Priestly 2004)
Update to China-Australia
Free Trade Agreement in
2015, tariffs for cotton and
wool were not reduced
(ABC 2015)
From July 2017 overseas
online purchases will be
subject to 10% GST;
currently only purchases of
Economic
Fashion and textile market
in Australia is mature and
highly competitive (Magner
2016) (W1_RCO1)
Economic growth in
Australia is slowing down
and trending downwards
(Scutt 2016) (W5_RCO3)
Mining boom over due to
slow down of Chinas
economy
China is becoming too high
for some brands; now
looking to lower cost
countries such as
Bangladesh and Vietnam
Consumer confidence is
rising and retail growth,
particularly clothing is rising
(Cormack 2016)
High labour costs in
Australia (Pash 2015)
Social
Consumer spending for Technology has allowed
clothing is rising (Cormack
2016)
Australians have a
relaxed, less buttoned up
approach to style
Global athleisure trend and
Australia is particularly
receptive to this trend (Do
2016)
Millennials want brands to
be sustainable, transparent
and authentic (Wang 2016)
Millennials desire
personalisation in their
purchases (BuzzMG 2015)
Gender equality and
gender issues are hot
topics of conversation in
the media and social
consciousness
Androgynous fashion trend, Cross-border online
clothing that has no
PAGE 21
Technological
Pressure on government
customers to become more
informed about their
purchases than ever before
(Magner 2016)
Increasing number of ways
to pay for purchases
cash, credit/debit,
ApplePay, Afterpay etc.
Technology has lowered
barriers to entry for brands
wanting to access a new
market; dont need to set
up a physical location
(Magner 2016)
(W2_RCO5)
For online shoppers in
Asia-Pacific region,
clothing is one of the top
online product categories
purchased (Wood 2016)
purchases are particularly
prevalent in Asia-Pacific
environmental
and businesses to preserve
natural resources for future
generations (Bruntland
1987)
Fashion is the second most
polluting industry in the
world (Ditty 2015)
Pressure on businesses to
reduce their carbon
footprints; sometimes
governments have signed
agreements to lower
emissions (such as the
Kyoto Protocol)
Cotton is most used fibre in
the industry, however it
uses large amounts of
land, water and pesticides
Fabrics made from
synthetic fibres (e.g.
polyester) dont use natural
resources but create a lot
of pollution and chemical
 Political
over $1000 are applicable
(Martin & Hutchens 2015)
Government plans to cut or Interest rates at record low
reduce penalty rates
Government interest in
raising Australias GST
from 10% to 15% (Butler
2016)
Focus on innovation in
Australia, welcome to the
ideas boom (National
Innovation and Science
Agenda 2016)
Economic
Low inflation, currently 1%
(Trading Economics 2016)
of 1.5% (Reserve Bank of
Australia 2016)
Melbourne is Australias
fastest growing city (Martin
2016)
Fluctuations in the
Australian dollar, as
compared to the US dollar
While the overall
unemployment rate is
Social
gender; exemplified by
celebrities like Ruby Rose
Australia has an ageing
population; combination of
longer life expectancy and
birth rate under
replacement levels (Wade
2016)
Propensity of Melburnians
to wear all black
Technological environmental
region e.g. in Australia waste, which poisons
more mens clothing is waterways
purchased online from Pollution is a big problem in
international retailers than Asia, as this continent is
domestic retailers (Wood the global hub of
2016) manufacturing
New fabrics and fabric
treatments are constantly
being developed,
enhancing the properties of
clothing items (e.g. infused
with aloe vera to combat
body odour) (Bucci 2012)

5.7%, the youth Augmented reality

unemployment rate is experiences (e.g. virtual
13.2% (Trading Economics changing room) starting to
2016) be used by fashion brands
(Banks 2016)
New technologies are
advancing TCF
manufacturing processes
making them more
efficient, more sustainable,
8 11 9 faster and cheaper 6
8

PAGE 22
Appendix 8: TOWS Analysis Table
Opportunities o
O1 Opportunities outside USA brand is
popular in UK, Canada and Australia
O2 Continued growth of online shopping
O3 Online as an information tool how
customers find products today
Threats t
T1 Brand (e.g. H&M) with global presence
and bigger buying power could decide to
start serving the needs of these customers
T2 Losing market share to competitors
T3 Much less awareness of brand outside
USA
Strengths S
S1 Loyal customers
S2 Unique style offering (solely tomboyish
clothing)
S3 Depth of range is far greater than any other
tomboy/androgynous brand
S4 Good presence in media through PR and
celebrities spotted in the brand
S5 Strong in-store aesthetic (VM)
S6 Demonstrated ability to satisfy customers
needs and wants
SO strategies
S4O1 Connect with relevant local influencers
(bloggers, Instagrammers and celebrities) to
amplify brand name and message
S4O3 Engage with local websites (e.g.
Broadsheet) to increase brand awareness
ST strategies
S2T3 Consider stocking in-house label products
through more well-known local retailers (e.g. The
Iconic) to introduce brand to more customers
S6T1 Collaborative collection with a big retailer
(e.g. Topshop) to increase brand awareness
PAGE 23
Weaknesses W
W1 Lack of physical stores
W2 Only stores are in Portland, USA
W3 Prices are relatively high (and in USD)
W4 International shipping is expensive
W5 In-store aesthetic (Portland inspired) is not
communicated through other channels
Wo strategies
W1O1 Localised website for non-USA customers
W5O2 Update website to reflect better reflect the in-store
aesthetic of the brand
W5O3 Physical stores have a carving wall use
technology to introduce a virtual carving wall (or
something similar) on the website
WT strategies
W3T2 Increase number of lower priced items (e.g.
accessories) which would allow more customers to buy
into the brand
W1T3 If a physical store is not viable, consider running a
pop-up shop for 2-4 weeks to increase brand awareness
Appendix 9: Competitive Radar Tables
Competitor Rating
Distribution
Tomboy style Customer
Competitors Depth of range Price Quality channels in Total Score
options Service
Australia
Asos 4 10 10 4 8 8 44
Uniqlo 6 7 6 10 5 7 41
Wildfang 10 5 5 8 4 7 39
Country Road 4 6 4 6 10 6 36
Urban Outfitters 6 7 5 4 5 4 31
Veer NYC 8 2 2 7 4 5 28

Weighted Competitor Rating

Distribution
Tomboy style Customer Total weighted
Competitors Depth of range Price Quality channels in
options Service Score
Australia
WEIGHTING 30% 20% 15% 15% 15% 5% 100%
Wildfang 3 1.5 0.25 1.2 0.6 0.35 6.9
Asos 1.2 3 0.5 0.6 1.2 0.4 6.9
Uniqlo 1.8 2.1 0.3 1.5 0.75 0.35 6.8
Country Road 1.2 1.8 0.2 0.9 1.5 0.3 5.9
Urban Outfitters 1.8 2.1 0.25 0.6 0.75 0.2 5.7
Veer NYC 2.4 0.6 0.1 1.05 0.6 0.25 5

PAGE 24
Appendix 11: Location Decision Ratings table
Criteria Brunswick st Smith st Greville st
Criteria weight Fitzroy Collingwood Prahran
/100% Raw score /10 Weighted score Raw score /10 Weighted score Raw score /10 Weighted score
Cool factor of the overall area and the
retail site
30% 7 2.1 9 2.7 5 1.5

Composition of businesses in surrounding

25% 7 1.75 6 1.5 8 2
area
Traffic (foot and vehicular) 20% 9 1.8 8 1.6 6 1.2
Accessibility of site (traffic, parking, public
15% 5 0.75 7 1.05 8 1.2
transport)
Cost to rent site (including cost per square
10% 6 0.6 8 0.8 4 0.4
metre)

total 100% 34 7 38 7.65 31 6.3

PAGE 25
 STOCKROOM

FITTING
ROOM
FITTING ROOM FITTING ROOM
SHOES &
ACCESSORIES ASSISTANT
AREA SPACE

COUCH TEE PEE FITTING ROOM

ENTRANCE
Appendix 16: Store Floorplan

COUCH FITTING
ROOM TEE PEE FITTING ROOM FEATURE
ENTRANCE SIDE HANG RACKS

PAGE 26
REGISTER
CARVING WALL + 2x WOODEN
SWINGS WITH ROPE HANDLES

RACKS
FEATURES

TABLE
DISPLAY

RACKS RACKS

TABLE
DISPLAY
SIDE HANGING RACKS + WOODEN SHELVING ABOVE RACKS FOR VM
CHANGEABLE VM FEATURE AREA

STORE
WINDOW DISPLAY ENTRANCE
WINDOW DISPLAY
Appendix 17: Customer Experience map
Pre-entering Talk to Sales Browse and Try on Talk to Sales Purchase Post purchase
Enter store select
store Assistant product(s) Assistant decision behaviour
product(s)

Customer Sales assistant The customer Customer feels a

Sales assistant spends 10+ asks customer decides to buy little guilty for
Interest is Customer is minutes
greets how items the t-shirt the impulse
piqued by VM, pleasantly browsing and
customer and Customer likes were. Suggests sales assistant purchasing but
CUSTOMER

advertising or surprised by finds a few

provides basic fit and style of a t-shirt they suggested. Also otherwise happy
store newness unique store items they wish
information product but might like decides on about purchase.
to come in- layout and VM. to try on. Sales
about the store. decides the based on what impulse to Wears t-shirt the
store. Has no Layout is very assistant helps
The customer prices are too customer took purchase 1 or 2 following day and
or very limited appealing and out by placing
and assistant high. into fitting accessories shares a photo of
knowledge of easy to items in fitting
chat for a few room. which are her outfit on
brand. navigate. room so
minutes. Customer likes located near Instagram and
customer can the item. POS. tags Wildfang.
CUSTOMER keep browsing.
EMOTIONAL
JOURNEY

LINE OF VISIBILITY
Walks with
customer to the
Stock is Sales assistant Staff let registers and Like and
rearranged at greets and customer engages in comment on
least once per talks with browse and Sales assistant friendly customers
WILDFANG STAFF

week to ensure customer for as offer to take Sales assistant suggests conversation. Instagram post.
Staff ensure alternative
it looks long as is items to fitting stays near fitting Points out POS Thank customer
store looks items that the
appealing and comfortable room to make room to offer displays and for making the
appealing and customer might
items are (for the remainder of help if needed. lets customer purchase and say
inviting VM is be interested
presented in an customer). browsing Asks customer if know of any something to
particularly in. Returns
order that makes Offers their easier. Walks sizing is okay special offers (if welcome a return
important discarded
sense to help and customer to after a few applicable). Ask visit to the store.
customers and educates fitting room minutes. items to shop customer to
promotes sales customer about when customer floor. sign up to email
the brand. is ready. list.

PAGE 27
Appendix 21: Merchandise Plan Colour Breakdown & Analysis
TOTAL
COLOUR/ DROP FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC JAN TOTAL
NAME STYLE RRP # OF
PRINT DATE 17 17 17 17 17 17 17 17 17 17 17 18 SALES $
UNITS
Tomboy Feb
Wild Tank TK0001 $40 280 $11,200
Print 17
Backwards Aug
Wild Tank TK0001 $40 - - - - - - 100 $4,000
Wild Print 17
Wild
May
Wild Tee TS0001 Feminist $50 - - - 180 $9,000
17
Black Print
Wild
May
Wild Tee TS0001 Feminist $50 - - - 150 $7,500
17
White Print

Tomboy Feb
Wild Tee TS0001 $50 190 $9,500
White Print 17

Tomboy Aug
Wild Tee TS0001 $50 - - - - - - 120 $6,000
Black Print 17

Band of
Feb
Wild Tee TS0001 Thieves $50 130 $6,500
17
Print

Liquorice Aug
Wild Tee TS0001 $50 - - - - - - 90 $4,500
Stripe 17

Riley Feb
SH0005 Navy $80 150 $12,000
Shirt 17
Riley Mid Wash Aug
SH0005 $80 - - - - - - 100 $8,000
Shirt Denim 17
Luca Feb
SH0011 Pale Grey $100 150 $15,000
Shirt 17
Luca Grey Ikat May
SH0011 $100 - - - 80 $8,000
Shirt Print 17
Luca Thin Stripe Aug
SH0011 $100 - - - - - - 80 $8,000
Shirt Print 17

PAGE 28
 TOTAL
COLOUR/ DROP FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC JAN TOTAL
NAME STYLE RRP # OF
PRINT DATE 17 17 17 17 17 17 17 17 17 17 17 18 SALES $
UNITS
Wild Wild Smile Feb
SW0001 $60 130 $7,800
Crew Print 17

Wild Tomboy May

SW0001 $60 - - - 150 $9,000
Crew Print 17
Wild Feb
SW0001 Charcoal $60 170 $10,200
Crew 17
James Aug
TR0006 Navy $120 - - - - - - 140 $16,800
Chino 17
James Aug
TR0006 Olive $120 - - - - - - 90 $10,800
Chino 17
James Nov
TR0006 Taupe $120 - - - - - - - - - 40 $4,800
Chino 17
Alex Feb
TR0012 Charcoal $80 210 $16,800
Jogger 17
Alex Feb
TR0012 Grey Marl $80 - - - - - - 120 $9,600
Jogger 17
Cooper Feb
OW0007 Charcoal $120 - - - - - - 110 $13,200
Vest 17
Wild Feb
OW0010 Black $150 120 $18,000
Bomber 17
Wild WLDFNG Feb
AC0002 $40 100 $4,000
Snapback Print 17
Wild AC0002 Tomboy Aug
$40 - - - - - - 50 $2,000
Snapback Print 17
TOTAL 3,230 $232,200

PAGE 29
 Appendix 22: Merchandise Plan
FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC JAN TOTAL
Last Year
Plan $17,500 $21,000 $21,000 $28,000 $28,000 $38,500 $35,000 $24,500 $21,000 $21,000 $52,500 $42,000 $350,000
SALES % of Season 5% 6% 6% 8% 8% 11% 10% 7% 6% 6% 15% 12% 100%
Revised Plan
Actual
Last Year
Plan $6,650 $1,050 $1,050 $1,050 $1,050 $17,500 $7,000 $1,050 $1,050 $1,050 $7,000 $24,500 $70,000
REDUCTIONS % of Plan MD 9.5% 1.5% 1.5% 1.5% 1.5% 25% 10% 1.5% 1.5% 1.5% 10% 35% 100%
Revised Plan
Actual
Last Year
Plan $62,108 $65,608 $65,608 $72,608 $72,608 $83,108 $79,608 $69,108 $65,608 $65,608 $97,108 $86,608 $885,294
BOM STOCK
Revised Plan
Actual
Last Year
Plan $65,608 $65,608 $72,608 $72,608 $83,108 $79,608 $69,108 $65,608 $65,608 $97,108 $86,608 $73,775 $896,961
EOM STOCK
Revised Plan
Actual
Last Year
PLANNED $27,650 $22,050 $29,050 $29,050 $39,550 $52,500 $31,500 $22,050 $22,050 $53,550 $49,000 $53,667 $431,667
Plan
PURCHSES
@ RETAIL Revised Plan
Actual
Last Year
PLANNED $8,756 $6,983 $9,199 $9,199 $12,524 $16,625 $9,975 $6,983 $6,983 $16,958 $15,517 $16,994 $136,694
Plan
PURCHSES
@ COST Revised Plan
Actual

PAGE 30
Appendix 24: Risk Analysis
CONSEQUENCES PROBABILITY OF
RISK RISK
OF RISK RISK
MANAGEMENT
OCCURING OCCURRENCE
Flexible lease
Poor financial
Operating at a loss arrangement High
results
(W8_RCO4)
Loss of sales and
Ensure all deliveries
customer acquisition
include tracking,
due to delayed
Delivery make orders earlier
deliveries meaning no High
problems than needed if
stock, or not the right
possible
stock is on the shop
(W8_RCO2)
floor
Store staff complete
security checks,
Loss prevention Loss of stock and
supervise customers High
(shrinkage) therefore, profit
in change area
(W8_RCO4)
Loss of connection to Backup information
POS or database, weekly, consult with
thus affecting ability to IT company to
IT failure Medium
take sales, customer ensure processes
data is lost or and data are secure
breached (W8_RCO2)
Staff training,
Staff member is
refresher training at
injured and cannot
staff meetings,
Public liability work, brand need to
signage in-store, Medium
(staff) pay medical bills,
especially in
workcover premiums
stockroom
will increase
(W8_RCO3)
Staff training,
Bad publicity due to
refresher training at
customer injury and
staff meetings, all
Public liability therefore, diminished
staff responsible for Medium
(customer) brand image, possible
hazard identification
court case, loss of
and mitigation
customer loyalty
(W8_RCO3)
Damaged goods and Insurance policy,
closure of store train staff what to do
Natural disaster Low
leading to loss of in event of a natural
sales and profit disaster (W8_RCO3)
Not able to prevent
Store lockdown or
so much, but train
evacuation leading to
staff of what to do in
Security threat loss of sales, Low
the event of a
customers may not
security threat
return to the store
(W8_RCO3)

PAGE 31
Appendix 25: Profit & Loss Statement
FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC JAN YEAR
REVENUE
Total Sales $17,500 $21,000 $21,000 $28,000 $28,000 $38,500 $35,000 $24,500 $21,000 $21,000 $52,500 $42,000 $350,000
Discounts $6,650 $1,050 $1,050 $1,050 $1,050 $17,500 $7,000 $1,050 $1,050 $1,050 $7,000 $24,500 $70,000
Cost of goods sold $3,474 $4,169 $4,169 $6,813 $6,813 $9,368 $10,449 $7,314 $6,270 $6,626 $16,564 $13,252 $95,281
Profit before tax $7,376 $15,781 $15,781 $20,137 $20,137 $11,632 $17,551 $16,136 $13,680 $13,324 $28,936 $4,248 $184,719
OPERATING EXPENSES
Administrative Costs
Shrinkage $250 $300 $350 $400 $400 $550 $500 $350 $300 $400 $750 $450 $5,000
GST (paid to
$1,591 $1,909 $1,909 $2,545 $2,545 $3,500 $3,182 $2,227 $1,909 $1,909 $4,773 $3,818 $31,818
Government)
Rent $4,583 $4,583 $4,583 $4,583 $4,583 $4,583 $4,583 $4,583 $4,583 $4,583 $4,583 $4,583 $55,000
Telephone/Internet $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $1,200
Electricity $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $2,400
Insurance $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $1,200
Personnel
Store Manager
$4,177 $4,177 $4,177 $4,177 $4,177 $4,177 $4,177 $4,177 $4,177 $4,177 $4,177 $4,177 $50,124
(full-time)
Assistant Store
$2,668 $2,668 $2,668 $2,668 $2,668 $2,668 $2,668 $2,668 $2,668 $2,668 $3,558 $3,558 $33,795
Manager (part-time)
31C (Casual #1) $1,788 $1,341 $1,341 $1,788 $1,788 $2,467 $2,235 $1,555 $1,341 $1,341 $4,469 $2,682 $24,136
Casual #2 $1,095 $821 $821 $1,095 $1,095 $1,511 $1,369 $953 $821 $821 $3,285 $1,643 $15,331
Christmas Casual
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,138 $1,429 $4,567
#1
Christmas Casual
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,092 $1,103 $3,195
#2
On-costs @ 9% $875 $811 $811 $876 $876 $974 $940 $842 $811 $811 $1,865 $1,313 $11,803
Promotion
Advertising $10,000 $6,250 $5,000 $1,250 $1,250 $2,500 $3,750 $1,250 $1,250 $3,750 $10,000 $3,750 $50,000
Total Operating
$27,427 $23,260 $22,060 $19,782 $19,782 $23,331 $23,804 $19,005 $18,260 $20,860 $43,090 $28,906 $289,569
Expenses
$ Net Profit/Loss ($20,051) ($7,479) ($6,279) $355 $355 ($11,699) ($6,253) ($2,870) ($4,580) ($7,536) ($14,155) ($24,657) ($104,851)
% Net Profit/Loss -272% -47% -40% 2% 2% -101% -36% -18% -33% -57% -49% -580% -57%

PAGE 32
Appendix 26: Evaluation Plan
Measurement Measurement
Metric Person Responsible
Category Frequency
Store Manager to
Sell-Through Sales ($) Fortnightly
analyse sales data
All staff but Store
Shrinkage Stocktake Monthly Manager is the owner of
this
All staff but Store
Sales ($) based on
Staff sales Monthly Manager is the owner of
number of hours worked
this
Number of customers Store Manager to
Awareness out of 100 who are Quarterly organise poll, casual
aware of the store staff to execute
Email survey sent to
everyone who makes an
Recommendations Net Promoter Score Bi-annual
online or in-store
purchase
Store Manager reports
to Wildfang HQ which
products need to be
Order Speed Lead time Per order ordered, HQ then order
products to be delivered
straight to Australian
store