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Retail store associates have tremendous skills that can be invaluable in the corporate office. Connecting products to customers while having a front row seat into how the customer is evolving is a huge asset. Retailers should invest in their frontline by training them on the numbers. Sales associates have a great foundation and could make make great buyers. Visual merchants have the skills to execute the merchandising strategy but may need more exposure to selling and the ROI of a product assortment. Corporate must also spend time with customers selling and styling. It helps merchants make better assortment decisions by getting real-time feedback on buys. I started on the shop floor and it’s the best training I had! As a merchant, I spent hours selling and helping customers. It goes both ways. Sheena Butler-Young it’s always great to chat with you and thank you for including my comments. #retail #retailnews #merchandising #sales #stores

Victoria's Secret, (VSS) CEO, Martin Waters is known for his strategic leadership and commitment to positive corporate culture and has a background in retail management with a Bachelor of Arts in Retail Marketing from Manchester University. He is facing challenges in steering the women's lingerie company through a turbulent period where his tenure has involved addressing various struggles, including the resignation of CEO Amy Hauk. With its 8.5% drop in North American sales, the retailer has faced criticism for its lack of inclusivity and its failure to adapt to changing beauty standards. Competing with new brands like ThirdLove and Savage X Fenty, offering a wider range of sizes and styles, Victoria's Secret aims to regain its market share.   Under Waters leadership, VSS is undergoing significant changes to adapt to evolving consumer preferences and challenges in the lingerie market! Waters is implementing strategies for inclusivity, expanding the brand's reach, and diversifying its portfolio to ensure future success in a dynamic retail landscape. Despite ongoing challenges, Waters is leading ambitious expansion plans, opening 15 new off-mall stores and launching a tween line called PINK for younger consumers. In response to changing consumer preferences, VSS is rebranding efforts towards inclusivity, introducing plus-size additions to its catalogs. The company is diversifying its portfolio through acquisitions like Adore Me, partnerships with size-inclusive brands like Elomi, and investments in brands like Frankies Bikinis. While these efforts signal a step in the right direction, questions still persist over the brand's overly provocative image.   Read more on how Water’s is implementing these significant changes in the linked article below. #amsterdamassociates #victoriassecret #ceonews #retailsnews #retail

Levi Strauss & Co.'s Q4 Results and Strategic Shift • Levi Strauss & Co. reported Q4 results in line with estimates and plans to cut up to 15% of its corporate workforce. • The company's CFO and Chief Growth Officer highlighted the "DTC first" approach, which includes collaboration with wholesale customers. • The company reported a record-breaking year-end revenue of $5.4 billion. • The CFO emphasized cautious optimism for 2024, citing a robust product pipeline and a focus on becoming a best-in-class omnichannel retailer. • The company opened a record 105 stores in the past year, focusing on a hybrid strategy of DTC and wholesale. • The CFO highlighted an 11% jump in DTC business and a 50% increase in sales of denim skirts and dresses. • The company aims to own the denim lifestyle and plans to introduce a range of products throughout the year. What Impact Will Levi's DTC Shift Have on Global Retail? Levi's shift towards a DTC-first model and restructuring could influence market perceptions. Investors and stakeholders may assess these strategies' potential impact on future growth and profitability. Levi's focus on direct-to-consumer business and acknowledgment of challenges in wholesale and department store channels reflect broader retail industry trends. Other companies may adopt similar strategies to adapt to changing consumer behaviors. The company's decision to cut up to 15% of its workforce will directly impact employees. Stakeholders may react based on the communication and implementation of this decision. Levi's focus on integrating online and offline retail experiences aligns with changing consumer expectations. Levi's financial results, including Q4 momentum and cautious outlook for 2024, may contribute to broader economic assessments. Levi's collaborations with major brands and extension of Stadium naming rights can strengthen brand visibility and partnerships. . . . #LeviStraussResults #DTCShiftImpact #OmnichannelRetail #GlobalRetailTrends #CorporateRestructuring For Detailed Reports and Insights on Market trends, Visit our Website at www.magnifysearch.com or Contact us at [email protected] 🌐🚗 Video credit: https://shorturl.at/aeBKP

Levi Strauss Outlook This is an interesting article …. It indicates that their target market - the middle income segment (earning US$50k - US$100k per annum) is slowing down their spending and becoming a lot more price sensitive. Although the upper middle income seems to be doing okay. Flat revenue growth and high chance of a decline in profits due to marketing costs and year end price promotions. It is going to be reflected in the local consumer market here in Malaysia.

What Gap Inc. needs from its new CEO? It will require more than Barbie (and Ken;)….a PRODUCT LOBOTOMY is the number 1 priority. Followed by great marketing and appeal to each sub brands demographic. Much easier said than done. Operationally and with Technology, Gap is probably as well oiled machine as any retailer out there (although not able to replicate the speed sourcing of Zara/Inditex). Gap once made the most basic product the most important. Many followed and picked of pieces off Gap’s customer base, diluting its appeal. Years of hiring, product and strategic missteps stifled Gap’s growth (20 years without growing it’s top line sales and that includes the addition of Athleta). For Gap to thrive, design, product and marketing will be it’s path forward. Hoping the team can address so I never have to witness the gap, “fall into the gap”. LFG

To say that retail is going through a transformation is an understatement. Retail is the epicenter of #leadership, #resilience, #innovation, #transformation, #rebirth, #partnerships, #courage, #adaptability, #vision, #accountability and #influence. I recently read a post about a #Macy's store being messy shortly after its morning opening hours. The post had different points of view about Macy's overall struggles and financial losses to shareholders. It also discussed the challenges store teams currently face. After all, the goal is to create brand loyalty and be profitable. The article reminded me of brands like #toysrus and others alike. (welcome back Toys R Us, we missed you) Here are examples of the competing dynamics facing retail and the internal conflicts facing cross-functional partners; *** investments to prevent unprecedented theft. You need profitability to re-invest. *** keeping up with employee safety, employee training, risk management and property management. *** balancing and keeping up with market specific merchandising and replenishment. *** encouraging customer engagement while managing workforce planning and reducing expenses. *** thriving in times when experiential retail is a competitive advantage while locking up product. *** engaging with the localized community. Share your POV in the comments. #retail2024 #retailoperations #operations #projectmanagement #partnerships #customerexperience #storedevelopment #retail

Yes Marks and Spencer YES! I’d love to know more, there’s a great opportunity for this team to shine out and inspire others - give us more on on who they are, how they progressed, what’s in their succession path. Tell us more. Keep doing more! I’m excited about this. I’m a former M&S Grad (1998 that stayed around 10 years) and I was always bamboozled by the pristinely polished glass walls / ceiling in a company who’s backbone were mainly women. In a Co at that time of circa 65k people, mostly women in stores, the big stores, flagships, top 10 store mgr positions, fun interim out of store project positions, divisional heads, BU Directors and almost entirely above that were male, with the exception of some senior HR spots. The view up the ladder for me as an aspiring commercial animal with no idea and all the confidence, were the worn soles of a well polished brogue and pin stripe troo - male - it’d been that way for a long time and for me, didn’t feel like it’d change in my timeframe. It always felt so counterintuitive, disproportionate and just not representative as I was amongst great women all day every day- it didn’t feel like a meritocracy, but I say that with hindsight - I didn’t have the wherewithal to articulate that then. It felt like women had to work even harder to get anywhere near those brogues! And that was unfair. It was back then, also never discussed, a wee bit taboo, unchallengeable in my position, just how it was... Almost all the women I started as a Grad with, left, and many landed in much more senior and exec positions immediately elsewhere - confirming and validating their true value. So this 👇🏼, and the recent changes in the BU Directorship and the changes in the Board - is to be celebrated. BUT, it’s still behind the curve - these women are very late to this party. And, I truly hope these women are being supported in their own personal growth not just skills and performance. The common trope back in my time was, M&S is a big ship, a tanker, and it takes a long time to turn. That’s true. These and other large businesses need to ditch the tanker, head to the life boats and bring in the speed boat and helicopter rescue to address the systemic disproportionate underrepresentation like it’s a hair on fire emergency. I love M&S, its faded a little, but if you cut me in half you’ll still find M&S, like a stick of seaside rock. I’m still passionate about the success of this brilliant business. I want it to do more. It’s capable of much, much, more than this 👇🏼 Marks and Spencer tell us more, do more! #womenempoweringwomen #womenleadership #marksandspencer #personaldevelopment

#Sales #Negotiation #Strategy #Culture #Walmart #HudsonsBay #Simpsons #Eatons #HarryRosen #HoltRenfrew #FashionForward #History #Learning #AboutThem #Reading #Ethos #TheirLanguage #Insider #SuccessMindSet Hello Friends, You can tell me all day long about how you are a great negotiation professional who has done deals with the bad guys but I will share with you how I learned to deal with market leaders in the fashion business. Companies that changed our world. Not crisis negotiation which is noble but not fitting in fashion. Fashion is peaceful and filled with the ethos that drives the world to look, smell and taste better...Have a listen pls.

Levi Strauss had been operating primarily from a wholesale business model for decades now, so why the sudden switch to D2C? Levi’s recently announced that just like Macy’s, they would be laying off a number of employees — 10% of their 19,000. Although Levi’s made the commitment to begin the D2C transformation a while ago, it’s pretty clear that they underestimated how expensive this change would be — hence the cost-cutting. But clearly, the investment was worth it. Within just a year, they were able to analyze and use the new data they collected from direct sales to: - Add an additional 2 million customers to their loyalty program - Improve their online sales conversion by >115% - Increase conversions from marketing campaigns by >400% And the best part is, honing in on a customer-centric strategy doesn’t have to be as complicated OR as expensive as Levi’s. And here’s exactly why: https://lnkd.in/gZDEJtqp