Beyond Yoga’s Post

Merchandising and Sales Synergy Merchandising is a very important part of the sales cycle or sales process in FMCG (fast moving consumer goods). That is, a standardized way of selling that produces a consistent result. This is usually developed from best practices or the best way of doing things that have been observed over time. Selling the product gets it into the stores, but it is effective merchandising that brings it attention and puts it into the reach of the consumer to get it pass the cash register and out the store. Merchandising uses up the inventory in the storeroom to pack the shelves, stands, display equipment and to build floor displays. This creates the space in the storeroom to accommodate new stock generated from another order. The merchandiser and the salesman need to have good communication to coordinate the order and receival into the store. Merchandisers are usually very knowledgeable about the rate of sale of each product and are often relied upon by both the salesman and the store’s purchasing personnel to guide the order. This does not replace the function of the salesman whose focus is on growing market share and increasing the penetration of his products in the store. Any changes to the normal rate of replenishment because of strategy or promotion must be coordinated with the merchandiser to ensure that there is proper coordination and a greater likelihood of success.   The proper coordination of the roles creates a synergy for the continued growth and development of the portfolio in the stores and the sales region.   Next Post: Skills Required to Succeed as A Merchandiser

#hiring Merchandise Planning Manager, Global Merchandise Planning - Calvin Klein Apparel-1, New York City, United States, fulltime #jobs #jobseekers #careers #NewYorkCityjobs #NewYorkjobs #RetailConsumerProducts Apply: https://lnkd.in/g7Nxp-ui POSITION SUMMARY:The Merchandise Planning Manager will be key partner to Global Merchandising and Global regions/ Regional channels to understand and address product opportunities and challenges. They will be responsible for creating and presenting targets and initiatives to continue to strategically drive the growth of the business. They will develop Global seasonal product plans, analyze sku productivity, perform in-season and post-season hindsight reporting across Regional channels by collaborating effectively with cross-functional partners.PURPOSE AND SCOPEProduct Strategy:Own Global regions' pre-season buy projections for key classifications, programs, Heros/Essentials, product segmentation for all KPIs at Go-to-Consumer milestonesDevelop top-down and bottom-up financial targets and provide planning guidance for all projections and buys to ensure proper penetration by product category and mixEngage Global regions/Regional channels' Buying/Planning/Sales teams to develop strategies, identify opportunities, and address regional needs and voids in assortment and buysCompile and analyze quarterly, seasonal, annual actualized shipments, style/sku counts, and margins for Regional channels. Monitor actuals against projections to understand business results and share insights on variances. Identify product and delivery flow wins/risks and cross-channel opportunities to drive assortment strategies Analyze and identify opportunities to improve sku efficiency by monitoring pre-season development and adoption rates and in-season sales productivity to eliminate unproductive skus and drive selling productivityEnsure style/sku planning attributes are consistent with evolving product line architectureBusiness Analysis:Analyze selling performance across Global regions and Regional channels In-Season/Post-season business opportunity WTD/MTD selling analysis and share outQTD/STD selling hindsightsTop line sales and sales trendsBest and worst sellers; color sellingAssortment updates and learningsProvide both qualitative and quantitative analysis at quarterly and seasonal hindsights and investment reviews, drawing insights to affect future product line architecturePerform margin and cost analysis to ensure margin targets are achieved, and highlight risks and variances Drive weekly business discussions with Global Merchandising and Regional channels to analyze the business, digging deeper into selling trends Develop and evolve standardized reports and processes to drive efficiencies and advance the team's productivitySolicit and perform ad-hoc analysis as neededManage, train, and develop Merchandi

#hiring Merchandise Planning Manager, Global Merchandise Planning - Calvin Klein Apparel-2, New York City, United States, fulltime #jobs #jobseekers #careers #NewYorkCityjobs #NewYorkjobs #RetailConsumerProducts Apply: https://lnkd.in/gxH44HuU POSITION SUMMARY:The Merchandise Planning Manager will be key partner to Global Merchandising and Global regions/ Regional channels to understand and address product opportunities and challenges. They will be responsible for creating and presenting targets and initiatives to continue to strategically drive the growth of the business. They will develop Global seasonal product plans, analyze sku productivity, perform in-season and post-season hindsight reporting across Regional channels by collaborating effectively with cross-functional partners.PURPOSE AND SCOPEProduct Strategy:Own Global regions' pre-season buy projections for key classifications, programs, Heros/Essentials, product segmentation for all KPIs at Go-to-Consumer milestonesDevelop top-down and bottom-up financial targets and provide planning guidance for all projections and buys to ensure proper penetration by product category and mixEngage Global regions/Regional channels' Buying/Planning/Sales teams to develop strategies, identify opportunities, and address regional needs and voids in assortment and buysCompile and analyze quarterly, seasonal, annual actualized shipments, style/sku counts, and margins for Regional channels. Monitor actuals against projections to understand business results and share insights on variances. Identify product and delivery flow wins/risks and cross-channel opportunities to drive assortment strategies Analyze and identify opportunities to improve sku efficiency by monitoring pre-season development and adoption rates and in-season sales productivity to eliminate unproductive skus and drive selling productivityEnsure style/sku planning attributes are consistent with evolving product line architectureBusiness Analysis:Analyze selling performance across Global regions and Regional channels In-Season/Post-season business opportunity WTD/MTD selling analysis and share outQTD/STD selling hindsightsTop line sales and sales trendsBest and worst sellers; color sellingAssortment updates and learningsProvide both qualitative and quantitative analysis at quarterly and seasonal hindsights and investment reviews, drawing insights to affect future product line architecturePerform margin and cost analysis to ensure margin targets are achieved, and highlight risks and variances Drive weekly business discussions with Global Merchandising and Regional channels to analyze the business, digging deeper into selling trends Develop and evolve standardized reports and processes to drive efficiencies and advance the team's productivitySolicit and perform ad-hoc analysis as neededManage, train, and develop Merchandi

#hiring Merchandise Planning Manager, Global Merchandise Planning - Calvin Klein Apparel-1, New York City, United States, fulltime #jobs #jobseekers #careers #NewYorkCityjobs #NewYorkjobs #RetailConsumerProducts Apply: https://lnkd.in/gb7wCwwH POSITION SUMMARY:The Merchandise Planning Manager will be key partner to Global Merchandising and Global regions/ Regional channels to understand and address product opportunities and challenges. They will be responsible for creating and presenting targets and initiatives to continue to strategically drive the growth of the business. They will develop Global seasonal product plans, analyze sku productivity, perform in-season and post-season hindsight reporting across Regional channels by collaborating effectively with cross-functional partners.PURPOSE AND SCOPEProduct Strategy:Own Global regions' pre-season buy projections for key classifications, programs, Heros/Essentials, product segmentation for all KPIs at Go-to-Consumer milestonesDevelop top-down and bottom-up financial targets and provide planning guidance for all projections and buys to ensure proper penetration by product category and mixEngage Global regions/Regional channels' Buying/Planning/Sales teams to develop strategies, identify opportunities, and address regional needs and voids in assortment and buysCompile and analyze quarterly, seasonal, annual actualized shipments, style/sku counts, and margins for Regional channels. Monitor actuals against projections to understand business results and share insights on variances. Identify product and delivery flow wins/risks and cross-channel opportunities to drive assortment strategies Analyze and identify opportunities to improve sku efficiency by monitoring pre-season development and adoption rates and in-season sales productivity to eliminate unproductive skus and drive selling productivityEnsure style/sku planning attributes are consistent with evolving product line architectureBusiness Analysis:Analyze selling performance across Global regions and Regional channels In-Season/Post-season business opportunity WTD/MTD selling analysis and share outQTD/STD selling hindsightsTop line sales and sales trendsBest and worst sellers; color sellingAssortment updates and learningsProvide both qualitative and quantitative analysis at quarterly and seasonal hindsights and investment reviews, drawing insights to affect future product line architecturePerform margin and cost analysis to ensure margin targets are achieved, and highlight risks and variances Drive weekly business discussions with Global Merchandising and Regional channels to analyze the business, digging deeper into selling trends Develop and evolve standardized reports and processes to drive efficiencies and advance the team's productivitySolicit and perform ad-hoc analysis as neededManage, train, and develop Merchandi

#hiring Merchandise Planning Manager, Global Merchandise Planning - Calvin Klein Apparel-1, New York City, United States, fulltime #jobs #jobseekers #careers #NewYorkCityjobs #NewYorkjobs #RetailConsumerProducts Apply: https://lnkd.in/grDPJH4K POSITION SUMMARY:The Merchandise Planning Manager will be key partner to Global Merchandising and Global regions/ Regional channels to understand and address product opportunities and challenges. They will be responsible for creating and presenting targets and initiatives to continue to strategically drive the growth of the business. They will develop Global seasonal product plans, analyze sku productivity, perform in-season and post-season hindsight reporting across Regional channels by collaborating effectively with cross-functional partners.PURPOSE AND SCOPEProduct Strategy:Own Global regions' pre-season buy projections for key classifications, programs, Heros/Essentials, product segmentation for all KPIs at Go-to-Consumer milestonesDevelop top-down and bottom-up financial targets and provide planning guidance for all projections and buys to ensure proper penetration by product category and mixEngage Global regions/Regional channels' Buying/Planning/Sales teams to develop strategies, identify opportunities, and address regional needs and voids in assortment and buysCompile and analyze quarterly, seasonal, annual actualized shipments, style/sku counts, and margins for Regional channels. Monitor actuals against projections to understand business results and share insights on variances. Identify product and delivery flow wins/risks and cross-channel opportunities to drive assortment strategies Analyze and identify opportunities to improve sku efficiency by monitoring pre-season development and adoption rates and in-season sales productivity to eliminate unproductive skus and drive selling productivityEnsure style/sku planning attributes are consistent with evolving product line architectureBusiness Analysis:Analyze selling performance across Global regions and Regional channels In-Season/Post-season business opportunity WTD/MTD selling analysis and share outQTD/STD selling hindsightsTop line sales and sales trendsBest and worst sellers; color sellingAssortment updates and learningsProvide both qualitative and quantitative analysis at quarterly and seasonal hindsights and investment reviews, drawing insights to affect future product line architecturePerform margin and cost analysis to ensure margin targets are achieved, and highlight risks and variances Drive weekly business discussions with Global Merchandising and Regional channels to analyze the business, digging deeper into selling trends Develop and evolve standardized reports and processes to drive efficiencies and advance the team's productivitySolicit and perform ad-hoc analysis as neededManage, train, and develop Merchandi

#hiring Merchandise Planning Manager, Global Merchandise Planning - Calvin Klein Apparel-1, New York City, United States, fulltime #jobs #jobseekers #careers #NewYorkCityjobs #NewYorkjobs #RetailConsumerProducts Apply: https://lnkd.in/g7Nxp-ui POSITION SUMMARY:The Merchandise Planning Manager will be key partner to Global Merchandising and Global regions/ Regional channels to understand and address product opportunities and challenges. They will be responsible for creating and presenting targets and initiatives to continue to strategically drive the growth of the business. They will develop Global seasonal product plans, analyze sku productivity, perform in-season and post-season hindsight reporting across Regional channels by collaborating effectively with cross-functional partners.PURPOSE AND SCOPEProduct Strategy:Own Global regions' pre-season buy projections for key classifications, programs, Heros/Essentials, product segmentation for all KPIs at Go-to-Consumer milestonesDevelop top-down and bottom-up financial targets and provide planning guidance for all projections and buys to ensure proper penetration by product category and mixEngage Global regions/Regional channels' Buying/Planning/Sales teams to develop strategies, identify opportunities, and address regional needs and voids in assortment and buysCompile and analyze quarterly, seasonal, annual actualized shipments, style/sku counts, and margins for Regional channels. Monitor actuals against projections to understand business results and share insights on variances. Identify product and delivery flow wins/risks and cross-channel opportunities to drive assortment strategies Analyze and identify opportunities to improve sku efficiency by monitoring pre-season development and adoption rates and in-season sales productivity to eliminate unproductive skus and drive selling productivityEnsure style/sku planning attributes are consistent with evolving product line architectureBusiness Analysis:Analyze selling performance across Global regions and Regional channels In-Season/Post-season business opportunity WTD/MTD selling analysis and share outQTD/STD selling hindsightsTop line sales and sales trendsBest and worst sellers; color sellingAssortment updates and learningsProvide both qualitative and quantitative analysis at quarterly and seasonal hindsights and investment reviews, drawing insights to affect future product line architecturePerform margin and cost analysis to ensure margin targets are achieved, and highlight risks and variances Drive weekly business discussions with Global Merchandising and Regional channels to analyze the business, digging deeper into selling trends Develop and evolve standardized reports and processes to drive efficiencies and advance the team's productivitySolicit and perform ad-hoc analysis as neededManage, train, and develop Merchandi

Fashion brands: if your wholesale business and your eCom business are in conflict, neither line of business will grow. You'll eat yourself alive. This is the "channel strategy" I see at a lot of fashion brands: → Founder/exec team mandate: "eCom is 20% of our revenue, we want it to be 50% in the next 3 years BUT we also want wholesale growing 20% YoY" → eCom and wholesale teams are completely siloed re: decision making. And team leaders are bonused based on their line of business only. → Wholesale buy determines 80% of the eCom assortment, because the brand can't hit cost targets without wholesale volume. → Direct response media investment decisions and measurement is completely siloed. If "brand marketing" happens, there is no measurement framework at all. → Wholesale calendar dictates the brand's decision making, resource investment, etc. This is a recipe for disaster. Your two lines of business will compete against each other. Money will be wasted. Promotions will erode your margin. And you will NOT hit your growth targets. If you want to grow the whole pie profitably, you need to define a role for each of your channels. Typically, one channel introduces new customers to the brand–usually the channel where new customer acquisition is cheapest. One channel serves loyal customers, while another serves casual buyers. This strategy influences the product mix in each channel, which retailers you work with, and how you allocate your marketing dollars. Side note: your eCom business will never be 50% of sales unless you're willing to build marketing teams and processes to support that growth. If you want proven, tactical advice for growing an eCom business, sign up for my newsletter (link in the comments).

Some great insights in the recent Drapers x NuORDER by Lightspeed Wholesale continues to be the most profitable channel for brands, accounting for 60% of total company sales on average. Larger, more established brands ($50M+ in annual revenue), project a greater investment in wholesale over DTC ecommerce in the next year. “Winning in wholesale today is not a ‘growth at all costs’ approach. Wholesaling now should be considered as part of an omnichannel mix, and a way for brands to make the most of reputable retailer names to enhance their brand presence or assist them into new market expansions.” Tom Groves Nina Briance “While profit remains important, the focus has shifted towards sustainable growth and long-term brand equity. Winning looks like creating a loyal customer base, offering products that resonate with your audience and maintaining brand integrity without the pressure of overproducing or discounting.” LONG TERM THINKING AND STRATEGY OVER SHORT TERM GAINS. WHOLESALE IS A MARATHON. A CUMULATION OF RIGHT PARTNER CHOICES, RIGHT TIMING AND CONTINUOUS LEVELS OF SERVICE AND RELATIONSHIP DEVELOPMENT. “The harder business gets, the closer we all have to work. Wholesale has to be more of a partnership than it was 30 years ago. The brands need to work harder to be successful for a retailer.” Michael Shalders How and why? The digitalisation of the industry and the proliferation of online B2B platforms are helping brands and retailers communicate and connect better, through the sharing of relevant information. “A brand can stand out by being proactive in offering insights, sharing data and collaborating closely with retailers,” Nina Briance . This could involve sharing marketing assets and providing detailed analytics to help retailers optimise their sales strategies. Tom Groves: “Cross-team and cross-region collaboration is here to stay. Modern brands and department stores are increasingly hoping to create novel experiences for customers. Brand-retailer collaboration, in addition to internal team collaboration, is critical to achieving something that is different and impactful. Increased visibility and real-time access to data enables brands to place products in the right channels at the right time. Brands’ pursuit of having the right products in the right places at the right time is of the utmost importance, especially now, with more channels of distribution than ever before.” TIMING AND THE IMPORTANCE OF NO - AKA THE PARADOX OF SALES Avoiding a growth at all costs mentality has also been integral for Samsøe Samsøe’s success - knowing when to say no. “We said no to Galeries Lafayette (and Printemps) for more than five years because the brand was not ready. I was afraid of selling to them and getting kicked out two years later because it wasn’t the right time for the brand. In Paris we’re not a local hero; it’s not the same as driving our brand in our local stores. Timing is everything.” Vitus Overgaard

#hiring Merchandise Planning Manager, Global Merchandise Planning - Calvin Klein Apparel-1, New York City, United States, fulltime #jobs #jobseekers #careers #NewYorkCityjobs #NewYorkjobs #RetailConsumerProducts Apply: https://lnkd.in/gSTGgpWh POSITION SUMMARY:The Merchandise Planning Manager will be key partner to Global Merchandising and Global regions/ Regional channels to understand and address product opportunities and challenges. They will be responsible for creating and presenting targets and initiatives to continue to strategically drive the growth of the business. They will develop Global seasonal product plans, analyze sku productivity, perform in-season and post-season hindsight reporting across Regional channels by collaborating effectively with cross-functional partners.PURPOSE AND SCOPEProduct Strategy:Own Global regions' pre-season buy projections for key classifications, programs, Heros/Essentials, product segmentation for all KPIs at Go-to-Consumer milestonesDevelop top-down and bottom-up financial targets and provide planning guidance for all projections and buys to ensure proper penetration by product category and mixEngage Global regions/Regional channels' Buying/Planning/Sales teams to develop strategies, identify opportunities, and address regional needs and voids in assortment and buysCompile and analyze quarterly, seasonal, annual actualized shipments, style/sku counts, and margins for Regional channels. Monitor actuals against projections to understand business results and share insights on variances. Identify product and delivery flow wins/risks and cross-channel opportunities to drive assortment strategies Analyze and identify opportunities to improve sku efficiency by monitoring pre-season development and adoption rates and in-season sales productivity to eliminate unproductive skus and drive selling productivityEnsure style/sku planning attributes are consistent with evolving product line architectureBusiness Analysis:Analyze selling performance across Global regions and Regional channels In-Season/Post-season business opportunity WTD/MTD selling analysis and share outQTD/STD selling hindsightsTop line sales and sales trendsBest and worst sellers; color sellingAssortment updates and learningsProvide both qualitative and quantitative analysis at quarterly and seasonal hindsights and investment reviews, drawing insights to affect future product line architecturePerform margin and cost analysis to ensure margin targets are achieved, and highlight risks and variances Drive weekly business discussions with Global Merchandising and Regional channels to analyze the business, digging deeper into selling trends Develop and evolve standardized reports and processes to drive efficiencies and advance the team's productivitySolicit and perform ad-hoc analysis as neededManage, train, and develop Merchandi