Introduction
Established in 2010, Love Bonito is one of Singapore’s most successful online fashion retailer targeting Singaporean women aged 18-35. This report focuses on how Love Bonito can improve on their e-commerce strategy by looking at the best practices of other local and international fashion brands such as ASOS, Zalora, Tinsel Rack and etc.
Website Features
UX design
The website is easy to use, allowing consumers to sort the clothing by categories, price, sizes and stock availability. Love Bonito can consider adding in filter functions based on colour and price range like ASOS, to make it easier for consumers to navigate through the site and search for the items that they’re looking for.
The biggest trigger
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To counter this, Love Bonito could assign staff to regularly look through and attend to the reviews section. Whenever a negative review appears, the staff can then help to resolve the problem at hand, which would increase the credibility of the brand and solve potential issues that might deter customers from returning.
Product Recommendations
Love Bonito should also have a product recommendation section to upsell other items which increases sales. This is also in consideration that her local and international competitors have already adopted it and Love Bonito shouldn’t be lagging behind.
ASOS promotes other items the customer could buy to match the clothes that they had purchased through the ‘Shop the Look’ section. It is useful as the shopper can already see the items fit well on the model and do not have to worry about mismatching her outfits. Also, she can easily add all the relevant items to cart without having to surf to the various product
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This generates brand awareness as their friends on social media would see the photo and may subsequently want to buy that outfit as well. Featuring social media influencers wearing Love Bonito’s outfits can also achieve the same effect. By posting photos of influencers or customers on Love Bonito’s Instagram, it not only serve as a positive user-generated review for potential customers but also creates a sense of friendliness within the brand.
Social Publishing
Through their section ‘Forefront’ and their YouTube channel, Love Bonito publishes content that their target audience might find useful or interesting such as make-up tutorials, fitness videos and fashion features. At the end of each editorial, they have a function linking shoppers to products that were featured or they might be interested in based on the feature they were reading.
Locally, Love Bonito differentiates herself by having this added engagement with their customers in comparison with other e-commerce. Majority of the fashion e-startups do not have this feature. While others like Dressabelle and Tinsel Rack do have it, it wasn’t as comprehensive as compared to Love Bonito’s. Both sites only have text-based posts whereas Love Bonito does features on YouTube too. Also, both sites seemed to be just starting out with this feature, with very little posts
The growth of online business has grown enormously over the years. Cliptomania is a family operated and owned small e-business that primarily sells clip on earrings (Brown, DeHayes, Hoffer, Martin, & Perkins, 2012, p. 308). Cliptomania early developments were very modest, and as such the company experienced copious strategic dilemmas. An initial strategic dilemma that the company encountered when establishing and building their new e-business undertaking was to create a website for the business operations and essentially to have it fully operable. The owners, Jim and Candy elected to hire a vendor to host the website and additionally utilize the IT systems resources of the vendor to sustain their business. At the very beginning they exploited the offerings of the Yahoo Store. However, continuing down this avenue of using the services of the Yahoo Store inevitably became too costly. By using the services and business offerings of a vendor made it convenient and effortless for Jim and Candy to start their e-business store. Unfortunately the couple did not have much in the way of professional help, and so they had to create and put together the website by themselves. Additionally they also had to deal with establishing their online credibility as many customers preferred to call in their orders just to talk with a real person before being comfortable enough to place their orders via the webpage.
The company can improve its channel strategy to enhance its current performance in one way. The company’s website is too reliant in the physical stores. The website has photos of the physical store ostensibly to help customers to connect with it. This idea seems well founded. However, the target market for any company that operates an online shopping system is not local. It transcends geographical boundaries. The company needs to consider how it can make the online shopping experience authentic and complete for customers who may never visit any of its physical stores. A website makes a company a global player. In this regard, the company needs to expand its channel strategy to take into account an expanded potential market. This shift in strategy will increase the sales the company makes.
While there are services similar to ours – such as try.com – when a customer shops online they are not choosing between services that allow them to try clothes on online. Our service is valued in the context of their total shopping experience, not as the end-all, or in other words the appeal of our product to them is not simply that they can try on clothes when shopping online, but that in trying on clothes when shopping online they can be more sure of as to whether or not the clothes will look or feel right, enhancing their total shopping experience. Therefore, in evaluating our impact on customers, our competitors will be viewed as other ecommerce websites (against us as the totality of TJX’s ecommerce and in particular how we enhance the value of
In a second attempt to further expand the company horizons, an e-commerce site was created. This site is interesting because its main focus is not the clothing but the “lifestyle”. Upon entering the Abercrombie and Fitch website, the first thing the consumer sees is a half naked man, sprawled on the ground, eating a plate full of fruit. It is just to be inferred that he is wearing Abercrombie and Fitch clothing. This just shows how the image of Abercrombie is much more important than the clothing itself. The site itself is bright and summery. The attitude is carefree, active and sexy. Maneuvering ones way around this website is relatively easy. The links include Lifestyle, A&F TV, A&F Quarterly (the magazine/catalogue), Company, and Shop A&F. Other links include, music, movies, downloads, postcards, photos, and “hot” sites. The website seems to be almost completely focused on drawing the consumer into the lifestyle of Abercrombie and Fitch. The information the company gives is very limited. For example, throughout the entire website, there is not one mention of a company mission statement, yet there is a plethora of information about the company’s financial standings.
Each article of clothing would be fashioned from a list of options to include preset patterns, styles, button and shoe colors etc. The customer would feel as if they were creating a one of a kind design personalized to their taste. Stylish designs could even be posted on the company’s website along with the creator’s name to promote this individualization of the tradition. Mass customization has its benefits in consumer markets. According to (Pollard, Chuo, & Lee, 2013, pg. 102) “Mass customization means that manufactures are able to customize products on large scale and at high speed, as well as lower cost.” Key to the success of this venture is maximizing the number of stock components across all forms of the clothing line. Offering 20 different clothing patterns, 3 fur lining colors and up to 10 different accessories of which you pick 3, say shoes, belt and scarf allows for the possibility of approximately 14,500 different combinations or "20×(" ■(3@1)")×(" ■("10" @"3" )")"
They use positive reinforcement informing the world that they are the best. For example, finest merchandise, most beautiful stores, best trained and high standards. Neiman Marcus owns forty-two stores, two Bergdorf Goodman stores, operates thirty-one Last Call clearance centers and their online websites. Much like Macy’s Neiman Marcus uses the Omnichannel personalization provided by RichRelevance to obtain consistency “across all channels, brands and devices”. (Podeszwa, 2015) Neiman Marcus is also using big data and Analytics through the use of Cloudera’s modern platform for data management, built on the Apache Hadoop open source tools for building big data applications. This platform is used to connect the multiple channels to collect massive amounts of data. This data is used to setup a more personalized experience for the consumer while shopping. For example the consumer can research and compare products with any device at any time; recommendations can be provided to the consumers while helping online sales, reviews can be shared on social media which are streamed in real time providing an insight to consumer’s behavior & preferences with the assistance of Hadoop. Neiman Marcus can also analyze clickstream to gain insights from ads, searches, emails and even web logs to engage the consumer. All this data is generated about individuals allowing the focus
Zara, the most profitable brand of Inditex SA, the Spanish clothing retail group, opened its first store in 1975 in La Coruña, Spain; a city which eventually became the central headquarters for Zara’s global operations. Since then they have expanded operations into 45 countries with 531 stores located in the most important shopping districts of more than 400 cities in Europe, the Americas, Asia and Africa. Throughout this expansion Zara has remained focused on its core fashion philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. In order to realized these results Zara developed a business model that incorporated the following three goals for operations: develop a system the requires short lead times, decrease quantities produced to decrease inventory risk, and increase the number of available styles and/or choice. These goals helped to formulate a unique value proposition: to combine moderate prices with the ability to offer new clothing styles faster than its competitors. These three goals helped to shape Zara’s current business model.
With all the problems persisting with Sephora’s digital marketing strategy, it’s becoming a time-pressing issue for Sephora to do something substantial and to do that really quickly. Hence, I am proposing to have an app named ‘BEAUTYMe’, that is fully customized for the individual customers and act as a virtual store, on the contrary to the existing apps, those act like mere online catalogues. The step-by-step app experience can be explained as below with the example of the following flow diagram.
They effectively advertise their brand, quality, style and elite products, creating a useful image of confidence, sexiness and desire to its consumers, enticing both the female and male market segment. Knowing the exact approach it needs for the purpose of increasing sales and dominating its market. Victoria’s Secret is cleverly using its marketing tactics to keep its consumers engaged with the company and its products. Not all of the same products are offered in each outlet which will require its consumers to visit the store, review the catalog, interact on its social media and visit its website to stay on top of sales and
Our product catalog focuses on housewares products that appeal to trend-minded US and Canadian consumers. Product pricing is geared toward budget-conscious consumers seeking a current look for their homes, without paying upscale prices.
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“To become a top performing international retailer”, Mr. Price strives to add value to their customers and worth to their partners’ lives. Since the opening of the first Mr. Price store in 1987, the company has pulled out all the stops to make it as successful as it is today. It offers on trend clothing, footwear and accessories at competitive prices. Mr. Price’s apparel is pitched to 16-24 year olds who want to ‘keep abreast of the latest international trends at exceptional prices”; it is no surprise that they have many competitors like Jay Jays and Cotton On.
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