US RETAIL STRATEGY
DOLCE & GABBANA

An iconic Italian fashion house decided to rethink their US retail strategy, due to declining revenues. In the past, the brand’s success was due in large part to sales from department stores, but with the consumer shift away from department store shopping, their overall business performance was being significantly impacted. Although the company maintained their brick-and-mortar stores and an e-commerce channel, they lacked an integrated omnichannel strategy which created a varied customer
experience across channels.

 

The consulting team developed an omnichannel retail strategy in the US market, based on insights from wholesale/ retail/ eCommerce sales analysis, commercial real estate portfolio research, and luxury market maturity intelligence. Consultants performed situational assessments to understand brand capabilities, customers, and the business environment and conducted deep-dives on eight close competitors to validate product fit, distribution network, external market factors, and internal strategic implications. The team also analyzed different category mixes at retail and wholesale locations and compared those against competitors’, as well as analyzed the estimated financial data of competitors to identify the brand’s relative position in the market.

 

 
 
VALUE CHAIN OF THE FUTURE
US FASHION COMPANY WITH PORTFOLIO OF ICONIC BRANDS

The client, one of the world’s biggest global fashion and lifestyle companies, with an iconic portfolio of American brands, needed clarity on how to transform the way they manufactured. They wanted to integrate a system that was nimbler and met customer expectations on speed and price. Their primary focus was to find out what their target customer wanted, and how to fill that demand quickly and at the right cost. 

The consulting team worked with the management team to tackle the key issues related to their value chain structure. Through analyzing the industry landscape, and key stakeholder interviews, the team determined that they should focus on the increased consumer demand for customization and personalization for a subset of their products. The consultants created competitor profiles - breaking down the best-in-class practices of a number of competitor companies- and conducted surveys and focus groups to learn the needs and desires of the target customer. The team presented two thoroughly defined investment strategies for the client to help them achieve their goals both in the short and long term.

 
GLOBAL MARKETING STRATEGY
LVMH GROUP

 

One of the LVMH spirit brands struggled with their unique value proposition and their outdated brand image. They found that that their brand had started to become less relevant, which was affecting their market competitiveness and overall business performance. Also, research showed there was no brand loyalty among consumers and brand recognition was quite low. 

 

The consultants conducted a deep-dive into five close competitors to validate product fit, distribution network, external market factors, and internal strategic implications. The team performed a situational assessment to understand brand capabilities, customers, and the business environment. Based on additional extensive market research (focus groups, stakeholder interviews, participant observation, store visits) and industry data, we developed a new brand identity, playbook, guidelines, narrative and content cadence for the brand. The consultants also developed financial models and valuation scenarios for marketing initiatives and partnership opportunities supporting business and enhancing brand in the US and globally.

 
EXPERIENTIAL RETAIL POP-UP
LEVI STRAUSS & CO.

The client, an iconic denim brand, was looking to experiment with new retail formats that would resonate better with younger customers, who look for a more authentic brand connection. The brand wanted to create a pop-up event, one that would provide a new, more engaging shopping experience, authentic to the brand.

 

The idea was to establish a partnership with the largest European music festival and to build out a pop-up store for the seven day festival. The pop-up included a small store and an extensive creative area, where festival-goers could customize pieces from the collection. It attracted hundreds of people, who were able to unleash their inner creativity, putting their own stamp on classic denim styles. 

 

Grounded in the brand’s heritage of craftsmanship and commitment to authentic self- expression, the pop-up gave visitors an opportunity to choose how to personalize their wears with the help of local artists and the brand's team of tailors. In one week, hundreds of garments were customized and sold at the store. The pop-up generated EMV equal to 6x the investment, appearing in Vogue, Elle and Glamour and being featured on the feeds of top European social media influencers. 

 
NEW PRODUCT LAUNCH
A LIFESTYLE WINE COMPANY

 

The client was a lifestyle wine company based in America, but working with French vineyards to bottle their premium product. They were looking to expand their product offerings by launching a non-alcoholic beverage. The team was tasked with creating a feasibility study, as well as creating a go-to-market strategy that would appeal to the same customer base that they were already targeting.

 

The team first determined the benefits and hazards to the company to expand their product portfolio into a new category. Then conducted deep-dives into the non-alcoholic beverage industry, examining both growth potential and competitors. The consultants also helped the client better define their target market segment, enabling us to devise the strategy that would resonate most with them. What the team learned, enabled us to make calculated recommendations on the type of beverage the client should produce, as well as the branding and positioning of their new product.

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