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Zulily Brand Strategy Recommendations

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A sample of my latest presentation template design used at the Spring 2015 Foster Strategy Development Case Competition.

Veröffentlicht in: Leadership & Management
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Zulily Brand Strategy Recommendations

  1. 1. zoom into focus a case analysis for zulily Ferris45 Consulting: Jordan Faralan, Louisa Meng, Rachel Burch, Coral Zekri, Yuki Seki
  2. 2. when we think zulily…
  3. 3. …we think the modern family
  4. 4. refocus the target market redefine the brand match zulily’s technological innovation with customer evolution…
  5. 5. here is our agenda to bring this vision for zulily into focus SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  6. 6. SWOT strengths weaknesses mobile interface (47% of sales) in-house media content large product selection daily narrow target market no return policy slow shipping high transaction costs poor customer service opportunities threats refocus the target market the modern family smaller age gap - 26-36 merge w/ another company customer loyalty programs competition from amazon.com flash sale site mergers SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  7. 7. root cause SWOT Analysis Root Cause Targeting Strategy Implementation Financials declining + unsustainable growth poor macro- economic conditions ineffective target marketing consumer psychographics are evolving advanced technology more modern, unconventional householdsshopping behaviors changingsocially conscious, feminism parents are dual income providers interchangeable roles btwn mom + dad single, same-sex, multiracial parents increased household income improved economy decreased demand for flash sales cross generational values (gen x and y)
  8. 8. decision matrix Criteria Priority Option A - Redefine target market Option B - Merge with William Sonoma Inc. Option C - Expand global market High ROI High + Comparatively low investment for high potential revenue + High initial merger costs but long term costs decreased and revenues increased - Extremely high costs with uncertainty of profitability Low cost Med + Marketing and content development sourced internally 0 depends on the merger agreement - Extremely expensive to expand globally Easy Implementation/ integration High + Will not change current product offerings or operations - Complex and highly involved implementation and integration with merging two companies - Complex and highly involved implementation to execute a global company expansion Incr. market share/growth Med + Significantly increase market share and create sustainable growth + Opp to capture William Sonoma’s market share and customer base + Potentially increase market share and growth significantly Low Risk High + Low cost and easy implementation - Integrating company cultures, scale, customer base is high risk - Very risky and many unpredictable variables involved Employee morale Low + Challenging and exciting work for zulily team to refocus on marketing initiatives - Could lead to layoffs and disrupt team dynamic - Employees could be overworked, potentially high turnover High shareholder value Med 0 no significant impact - Conflict of interests, legal complications 0 unpredictable Summary +6 -1 -4
  9. 9. a new target market SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  10. 10. 54% U.S. kids under 18 years old are not living in a home with two married heterosexual parents in their first marriage. SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  11. 11. 34%children today are living with an unmarried parent SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  12. 12. 60%Among married couples with children under 18, dual-income households are now the dominant arrangement. SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  13. 13. the modern family SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  14. 14. implementation SWOT Analysis Root Cause Targeting Strategy Implementation Financials PHASE 1 PHASE 2 zulily family vendor relationships dads campaign men’s line launch eval & expansion
  15. 15. phase 1: for the family months1-6 SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  16. 16. video campaign months1-6 SWOT Analysis Root Cause Targeting Strategy Implementation Financials Different families. Same values.
  17. 17. phase 1: family centered marketing They grow up fast. Good thing you shop faster. Download the app today! months1-6 SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  18. 18. phase 1: family centered marketing drive awareness bloggers, opinion leaders, build community months1-6 SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  19. 19. phase 1: menswear merchandising hire buying team months1-6 SWOT Analysis Root Cause Targeting Strategy Implementation Financials curate men’s apparel
  20. 20. transition phase: dads countdown month 5 SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  21. 21. month 5 introducing zulily menswear in… transition phase: adding merchandise month 5 SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  22. 22. month 5 introducing zulily menswear in… transition phase: website/mobile countdown month 5 SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  23. 23. phase 2: menswear introduction months 6-12 SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  24. 24. phase 2: dads campaign months 6-12 SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  25. 25. the numbers SWOT Analysis Root Cause Targeting Strategy Implementation Financials
  26. 26. financials SWOT Analysis Root Cause Targeting Strategy Implementation Financials NPV Analysis 2015 2016 2017 2018 2019 2020 TV Cash Out Flows $20,261.07 $21,294.39 $22,380.40 $23,521.80 $24,721.41 $25,982.21 Cash In Flows $-1,200.08 $10,079.46 $35,971.59 $79,252.53 $143,491.73 $233,249.26 Net Cash Flows $-21,461.15 $-11,214.92 $13,591.19 $55,730.73 $118,770.32 $207,267.06 $3,904,224.89 NPV $2,135,781.05 Discount Rate 0.105742284 Terminal Growth Rate 0.05 Cost of Sales $195,506.30 Profits $1,940,274.75
  27. 27. financials SWOT Analysis Root Cause Targeting Strategy Implementation Financials -20% 0% 20% 40% 60% 80% 100% 2015 2016 2017 2018 2019 2020 Cash Flows In Flows Out Flows
  28. 28. financials SWOT Analysis Root Cause Targeting Strategy Implementation Financials $-100.00 $-50.00 $- $50.00 $100.00 $150.00 $200.00 $250.00 2015 2016 2017 2018 2019 2020 Millions NPV Analysis
  29. 29. refocus the target market redefine the brand match zulily’s technological innovation with customer evolution…
  30. 30. Q&A
  31. 31. appendix
  32. 32. appendix
  33. 33. appendix
  34. 34. appendix strengths weaknesses mobile interface (47% of sales) in-house media content large product selection daily narrow target market no return policy slow shipping high transaction costs poor customer service opportunities threats refocus the target market the modern family smaller age gap - 26-36 merge w/ another company customer loyalty programs competition from amazon.com flash sale site mergers
  35. 35. appendix declining + unsustainable growth poor macro- economic conditions ineffective target marketing consumer psychographics are evolving advanced technology more modern, unconventional householdsshopping behaviors changingsocially conscious, feminism parents are dual income providers interchangeable roles btwn mom + dad single, same-sex, multiracial parents improved economy decreased demand for flash sales cross generational values (gen x and y)
  36. 36. appendix Criteria Priority Option A - Redefine target market Option B - Merge with William Sonoma Inc. Option C - Expand global market High ROI High + Comparatively low investment for high potential revenue + High initial merger costs but long term costs decreased and revenues increased - Extremely high costs with uncertainty of profitability Low cost Med + Marketing and content development sourced internally 0 depends on the merger agreement - Extremely expensive to expand globally Easy Implementation/ integration High + Will not change current product offerings or operations - Complex and highly involved implementation and integration with merging two companies - Complex and highly involved implementation to execute a global company expansion Incr. market share/growth Med + Significantly increase market share and create sustainable growth + Opp to capture William Sonoma’s market share and customer base + Potentially increase market share and growth significantly Low Risk High + Low cost and easy implementation - Integrating company cultures, scale, customer base is high risk - Very risky and many unpredictable variables involved Employee morale Low + Challenging and exciting work for zulily team to refocus on marketing initiatives - Could lead to layoffs and disrupt team dynamic - Employees could be overworked, potentially high turnover High shareholder value Med 0 no significant impact - Conflict of interests, legal complications 0 unpredictable Summary +6 -1 -4
  37. 37. appendix Industry Research http://clients1.ibisworld.com.offcampus.lib.washington.edu/reports/us/industry/default.aspx?entid=5438 http://www.gartner.com/technology/research/digital-marketing/digital-marketing-spend-report.jsp http://www.fathomdelivers.com/blog/seo/how-much-does-online-marketing-cost-digital-marketing-roi/ http://seekingalpha.com/article/3207016-zulily-targeted-customer-and-acquisition-shift-strategies-bring-risk http://www.marketingsherpa.com/article/chart/ecommerce-acquisition-cost-per-customer http://www.ibisworld.com/industry/online-fashion-sample-sales.html Mobile Shopping Trends http://www.businessinsider.com/the-surprising-demographics-of-who-shops-online-and-on-mobile-2014-6 http://www.smartinsights.com/mobile-marketing/mobile-marketing-analytics/mobile-marketing-statistics/ http://searchenginewatch.com/sew/how-to/2389159/why-mobile-web-still-matters-in-2015 http://www.statista.com/statistics/201182/forecast-of-smartphone-users-in-the-us/ http://www.babycentersolutions.com/docs/BabyCenter_2014_US_Mobile_Powers_Moms_Life.pdf Gen Y Shopping Habits in Digital Age http://uli.org/wp-content/uploads/ULI-Documents/Generation-Y-Shopping-and-Entertainment-in-the-Digital-Age.pdf https://medium.com/brian-honigman/how-millennials-are-shopping-20-interesting-statistics-figures-c76fb1231fbb http://www.forbes.com/sites/danschawbel/2015/01/20/10-new-findings-about-the-millennial-consumer/ Gen Y Parents http://www.millennialmarketing.com/2013/07/new-research-the-millennial-generation-becomes-parents/ http://www.mediapost.com/publications/article/245600/dont-forget-about-dad-millennial-parents-on-mark.html http://researchindustryvoices.com/2014/11/18/millennial-dads-are-leading-the-digital-way/ Gen X Shopping Behaviors http://yourbusiness.azcentral.com/generation-x-consumer-behavior-9585.html
  38. 38. appendix Cross Generation Online Shopping http://www.businessinsider.com/the-age-demographics-of-who-shops-online-and-on-mobile-2015-4 http://www.crwgraphics.com/blog/2012/02/09/generational-spending-an-indepth-look-at-major-three-generations/ Flash Sale Industry Trends http://www.businessnewsdaily.com/470-flash-sales-websites-help-shoppers-save.html http://www.retailtouchpoints.com/features/industry-insights/flash-sales-and-daily-deals-a-passing-fad Traditional Families http://www.pewresearch.org/fact-tank/2014/12/22/less-than-half-of-u-s-kids-today-live-in-a-traditional-family/ “Less than half (46%) of U.S. kids younger than 18 years of age are living in a home with two married heterosexual parents in their first marriage. This is a marked change from 1960, when 73% of children fit this description, and 1980, when 61% did, according to a Pew Research Center analysis of recently-released American Community Survey (ACS) and Decennial Census data.” “34% of children today are living with an unmarried parent” Research on Dads http://www.pewresearch.org/fact-tank/2014/06/12/5-facts-about-todays-fathers/ “Among married couples with children under age 18, dual income households are now the dominant arrangement (60%). In 1960, only one-in-four of these households had two incomes; 70% had a father who worked and a mother who was at home with the kids.” As the share of dual income households has risen, the roles of mothers and fathers have begun to converge. In 1965, fathers’ time was heavily concentrated in paid work, while mothers spent more of their time on housework or childcare. Over the years, fathers have taken on more housework and childcare duties, and women have increased their time spent in paid work. Significant gaps remain, but there is clearly a more equal distribution of labor between mothers and fathers these days. American Moms http://www.pewresearch.org/fact-tank/2014/05/09/5-questions-and-answers-about-american-moms-today/ “85 million moms in the U.S."

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