新产品零售战略研究--留学悉尼Essay代写

留学悉尼Essay代写:“新产品零售战略研究”，这篇论文主要描述的是企业新产品的推出首先需要经过小规模的试验，在选择一定的区域投入销售，如果销售的结果达到预期则视为通过试验，这样的新产品就能够投放到城市中心区的零售店中销售，如果产品得到的评价较高，那么就可以考虑加大生产的规模。如果新产品的生产是一个全球性的生活活动，那么我们还需要考虑产品运输过程所需要花费的时间。

New product once launches, it should go through a series of tests in a certain small quantity in advance. Firstly, the samples that manufactured by the local suppliers will be passed to the fashion apparel experts from retailer sales managers to quality managers. After this first procedure, if the product passes their trials, a quantity no more than 20 of this product will be passed to the most representative retailer store that is located in the city central district for a further trial. If the product receive high appraisal at the first stage from all these fashion and management experts, a slightly larger quantity of approximately 100 of the products, which are manufactured by a lower labor costs supplier from Tunisia, Turkey or China, will be added to an in-store trial. If the new product passes this series of process, it is going to be passed to a mass production. This whole procedure is actually going through a global scale of production and sales. As is said in the former paragraph, the garment is cut and sewed in a lower labor country and delivered from this country to distribution center near or within the major sales areas. Take European area as an example, it usually takes a week for the products going through air to arrive at the destination from the Asian area. If it goes by sea, it’ll take up to nearly a month. 

Coming after the arrival of the outsourced fashion apparel, these garments are placed in the broad range retailer chain all around domestic area and its overseas best seller stores, where as many as possible customers can get access to. Nevertheless, the supply chain process has not come to an end yet. Feedbacks of the customers from the sales frontline have just begun to trigger a circuit of responsiveness. The sales data generated in the retailer stores is recorded and supervised on a daily bases. The retailers can easily find out if the product is updated to fashion trend by analyzing the sales achievement so that they can plan for the upcoming supply for the product. Generally, the ‘perfectionistic’ retailers tend to ask the suppliers to modify the product each time a little bit in order to follow the indication of demand and realize market’s fulfillment of hope. On the other hand, though going through a series tests and approve, a new product can still have chance to fail in the sales. In this case, not to mention the prominent loss of profit, the product will soon be discounted and taken off from the mainstream sales spots in case of occupying sales space. Since a real-time monitoring system is employed, within the responsiveness circuit, retailers not only manage demand on a meticulous basis, but also the feedbacks from customers indicate the retailer to realize agility and follow up to the fashion trend.

“The most thrilling thought in managing the supply chain of fashion retailers is to guess what people are going to like tomorrow”, said the interviewee from retailer 2, a supply chain manager. Apparently, it is better not to rely on guesswork. Fashion retailers are trying their best to be market sensitive and deal with the risks and unpredictable demands. With the pre-booking of the raw material production, the refining of little by little of the product, a series of trials before launching a new products and creating a circuit of quick responsiveness between itself and the customers end, make it possible to realize agility in supply chain management.

Besides the traditional way to sell fashion garments, retailers are trying different channels to manage the sales of their products. The supply chain manager of the retailer said, “The maturity of Internet and subsequent advanced IT systems are eventually in the time of play the greatest role of the era. We are planning to employ a 20% proportion of sales through Internet in the upcoming years and increase such proportion year by year, little by little.” With the considerable advantages of enabling the fast information flow and easy sales data assembling, e-commerce has already been a way for retailers to realize agile supply chain management. In such context, the terms B2C (business to consumer) and B2B (business to business) are invented. The sales of fashion garments are actually one kind of the most profitable and usual channels. “ Rather than the traditional way retailers have to actually own a “space” to display their products, letting consumers to get access to the products in person in open time, online retailers enable consumers to surf the sales category anywhere anytime with even a portable device, with which they can connect to the Internet. Forget about the disadvantages of e-commerce, and just think of the rent and running cost of the traditional form of bricks-and-mortar retailers. There’s no way for retailers to neglect the low-cost of only renting a websites”, quoted from purchase manager of retailer 2. Online store, to some extent, not only saves money for fashion garment retailers, but also enable less inventory and more flexibility. Since the products are viewed online, purchased online and delivered from retailers’ warehouse, availability of the products is not really a matter then.

Actually, many of the fashion boutiques are using online store as a main sales approach. Taking the Florence fashion boutique Louisviaroma for example, this boutique pre-sells products that are not even supplied by the apparel manufacturers. However, fast launching products online make it possible to reduce the lead-time risk and create a longer sales period to make profits. On the other hands, the interviewee talked on that “large and successful retailer store usually employ an approach combining traditional brick-and-mortar and e-commerce to realize hot sales. The kind of multi-channel retailers then improve themselves beyond point-of-sales retailers and find a balance between web-stores and bricks-and-mortar. Interestingly, by adding online stores characteristics to the traditional retailers, features like reverse logistics and price comparison policy emerge subsequently. In reverse logistics, it means, if consumers are not satisfied with products, they can send back the products to the retailer’s warehouse through an arranged logistics supplier, which is a partner supplier of the retailer, or simply drop the garments in one store of the retailers. Price comparison policy somehow appears as a way to instantly modify products price to pursue highest margin. It means, the retailers are usually not able to find out the exact the market value of the products, and instead, consumers are more likely to compare price between different retailers online and then find out the products with the best price. In this case, consumers only have to inform the retailers who adopt price comparison policy so that they can purchase the products using a same price or even lower price. By employing such policy, retailers can get access to the more instant market information and come out with the strategies of altering product price, monitoring supply of the product and making inventory plan in a faster speed.   

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