Supplying The Fashion Product-Assessment 1-Range Plan Report

Stephanie
Tang, TAN13404675

Report Title:
Assignment 1: Range Plan
Name: Stephanie Tang, TAN13404675
Course: BA (Hons) Fashion Management

Unit: Supplying the Fashion Product
Unit Leader: James Clark
Teaching Team: James Clark, Hannah Middleton, Patrick
Freyne, Liz Parker
Word Count: 3,239

Submission Date: 5/12/13
Stephanie Tang, TAN13404675
Table of Contents
Executive Summary .......................................................................................................... 3
1. Introduction to Topman ............................................................................................. 4
2. Capsule Collection ...................................................................................................... 6
2.1 Range Introduction ............................................................................................................ 6
2.2 Range Options ..................................................................................................................... 6
2.3 Fashionability ...................................................................................................................... 7
2.3 Country of Origin ................................................................................................................ 8
2.4 Allocations ............................................................................................................................ 8
2.5 Ethical component of range ........................................................................................... 9
3. Discussion on roles of Buyer and Merchandisers ........................................... 11
3.1 Role of the Buyer and the range plan ......................................................................... 11
3.2 The Buyer within the Concept to Carrier bag model ........................................ 11
3.3 The Buyer and external functions ............................................................................ 12
3.4 Role of the Merchandiser and the range plan ..................................................... 13
3.5 The Merchandiser within the concept to carrier bag model .......................... 13
3.6 The Merchandiser and external functions ............................................................ 14
3.7 The Buyer and Merchandiser working together ................................................. 15
Report Summary ............................................................................................................. 16
Appendix ............................................................................................................................ 17
Appendix 1. ................................................................................................................................ 17
Appendix 2. ................................................................................................................................ 18
Appendix 3.1 Topman Comp Shop ..................................................................................... 19
Appendix 3.2 River Island Comp Shop ............................................................................. 24
Appendix 3.3 Urban Outfitters Comp Shop ..................................................................... 28
Appendix 4. SWOT Analysis of Topmans product range .......................................... 32
Appendix 5. ................................................................................................................................ 33
Appendix 6. Range Plan ......................................................................................................... 34
Appendix 7. Range Plan Drops ............................................................................................ 35
Appendix 8. Fashionability mix pie chart ........................................................................ 36
Appendix 9. Fashionability mix unit buy pie chart ...................................................... 36
Appendix 10. Fashionability mix selling value pie chart ........................................... 37
Appendix 11. Allocations table ........................................................................................... 37
Bibliography ..................................................................................................................... 38
Online Resources ..................................................................................................................... 38
Electronic Resources .............................................................................................................. 40
Books ........................................................................................................................................... 40


Executive Summary

This report has been compiled with the aim of researching and creating a range plan
suited to the target customer of Topman. This has been done through discussing and
analysing the importance of the role of a fashion buyer and merchandiser.
Research was undertaken to understand the current product range of Topman and
its suitability to its target customer. Understanding the customer is paramount so
research was done to identify Topmans competitors, and comparative shops of the
retailers were conducted. Information was also gathered from speaking to various
sales assistants.
Following research of the company beginnings of the range plan could begin taking
shape through trend research, the decision of options, fashionability, country of origin
and cost price. Justifications for each component has been made in the report
An ethical component was required of the range with Fairtrade and Organic
certification being chosen.
Following on from product development the buyer and merchandisers role through
the concept to carrier bag process has been analysis. A discussion on their
independent duties as well as collaborative duties has ben made.

1. Introduction to Topman
Topman is the male counterpart to the stylish fast fashion retailer Topshop.
Established in 1978, Topman is part of the family of brands under Arcadia Group
owned by Phillip Green. Please refer to Appendix 1 for a company profile.
Topman has 185 stores in the UK and 100 stores worldwide. A rapidly expanding
international brand Topman has also recently entered into the Chinese, Hong Kong
and German market (Fashion United, 2013). As well as stand alone stores the brand
also has concessions in department stores within the UK and internationally. Not only
is the brand seeing success in bricks and mortar stores but also its online store
where topman.com receives 160,000 unique visits a week (Topman.com, 2013).
Much like Topshop, Topman prides itself on efficiently delivering the latest trends at
affordable prices to fashion conscious males aged in their mid teens to early 30s.
The brand can be described as dynamic, exciting and having street credibility. This is
clearly reflected in their edgy yet contemporary store windows and modern store
interiors as seen in Appendix 2.
Topman has various product lines from a year round casual range, and cutting edge
designs to suits. The Topman in house-designed range is the largest however
Topman Design, shown at London Fashion Week exhibits Topmans trend lead
image for the brand. As well as providing trend led casual wear Topman also has a
refreshingly youthful formal range in stores, which caters for males looking for
affordable suits or smart casual attire. Each range presents a slightly different
product offering to the Topman customer, which is why the brands target market is
quite broad.
As informed by Topman staff, the brand sees their customers fall into four distinct
categories: Basics Buyer, Fashion Regular, Experimental Young Thing and the
Formal Buyer.
No matter the category all customers shop at Topman for its
credibility, fashion image and price.
As well as Topman these customers also shop at River Island, Urban Outfitters and
H and M. Comp shops for Urban Outfitters and River Island can be seen in Appendix
3. All these brands share the fast fashion category with Topman and can be found
within a short walking distance from each other on Oxford Street. A SWOT analysis
in Appendix 4 further explorers Topmans product strengths and weaknesses.
2. Capsule Collection
2.1 Range Introduction

The capsule collection, Moody Nature is for the season S/S14 and will be delivered
in stores on the 1st of February. This is part of Topmans in house design range.
Research gathered from trend forecasting websites WGSN and Stylesight assisted in
the development of the trend. A decision was made to create a range based on
nature as the over arching element with references to the ambivalent ocean.
Appendix 5 shows a mood board and colour palette for the range. Turbulent in nature
the ocean can at times be soothing, at others wild and choppy yet deep under the
waves one can find stillness and calm. January averaging at a high of 9 degrees is
still quite cold, and customers are not yet thinking of wearing bright T-shirts and
shorts. A moody sentiment has been captured in the range shown to represent the
brooding nature many are feeling towards the end of the winter period.
2.2 Range Options

Within the range there is a 3:1 ratio of tops to bottoms. As this is a capsule collection
there could not be too many styles or the range would not look coherent. Therefore
three of these styles provide two options each as seen in the range plan in Appendix
6. Despite Topman not display by range but category, providing a few options in the
one style customers can be given choice. To avoid an overstock of that style the
options are phased in, in different weeks as can be seen in Appendix 7. This will
help avoid the instance where a customer might debate to only purchase one style
over another if there are similar products in store.

2.3 Fashionability
The range is predominately made up of fashion pieces followed by High Fashion and
Core making up the least of the range as can be seen in Appendix 8.
High fashion pieces cost more to buy, retails at a higher selling price and will not suit
the tastes of every customer however they add interest and excitement to the range.
A slim line coat predicted to be a new trend piece for S/S14 may not sell out, yet has
been included as customers see Topman as a leading fashion high street retailer.
Keeping the risk factor of this option in mind this high fashion item has much lower
unit buys compared a core item such as the boxy tee. Furthermore a higher intake
margin of 78% has been decided not only because the option can command a higher
selling price, but also to take into consideration the need for markdown spend.
Fashion items have similar unit buys but depending on the category, selling values
varies. This is so as a contrast cuff sleeve boxy tee cannot retail at the same price as
a bomber jacket due to materials and end usage. Furthermore the selling value of the
contrast cuff sleeve boxy tee may seem low compared to other fashion options
however research through visiting stores and completing comp shops revealed that
T-shirts and vests made up 28% of the range. With a 3:1 tops to bottom ratio there is
ample choice of T-shirts for customers. This means a lower selling value as unit buys
of tops are spread between the various options.
Core options have the highest unit buys yet their total selling value is similar to High
Fashion options which has low unit buys as demonstrated in Appendix 9 and 10. The
boxy tee and relaxed jeans are expected to sell due to their simple designs and
mass-market appeal yet they do not sell for much therefore total selling value is low.
Customers may like shopping with Topman due to the brands fashionable image, yet
it was discovered that Topman also has a customer group known as the Basics

Buyer who only shops for Core items. A printed boxy tee caters for those who are
reluctant to take fashion risks.
2.3 Country of Origin
Completing the comp shop showed that a few countries were used by Topman to
manufacture certain categories. As seen in the range plan Mauritius, India and
Turkey were chosen as the country of origin for T-shirts, Shirts and Bottoms
respectively. These countries were specifically chosen, as they not only are countries
Topman currently manufactures from, but also have manufactures that deal with
Fairtrade certified cotton suppliers. Apart from India shirts were also manufactured in
Romania and Egypt however to keep costs to a minimum India was chosen as the
country of origin for shirts. With Fairtrade cotton farms and manufacturers in the
same country cuts down transportation costs. Moreover India is reputable in garment
manufacturing and can handle Topmans large demand.
2.4 Allocations
Despite the range being a capsule collection product still needs to be phased and
allocated accordingly throughout the season. This is so as a store cannot properly
hold and display the range if all options and sizes came in stores at once.
Furthermore allocations of stock allows the merchandiser to avoid having slow selling
stock such as High Fashion items take up floor space, allows for adjustments to
options if a trend changes and to change orders of stock that is not selling.
As can be seen in Appendix 11 Core has the lowest percentage allocation of buy as
core items are expected to sell high volumes. To accommodate this, higher units of
excess stock is kept in the stockroom allowing for quick replenishment. This results
in a larger first delivery as opposed to High Fashion items, which have a small first
delivery. High fashion items have the highest percentage allocation of buy, as the
first delivery does not leave many excess units after the initial allocation. There is no

need for a large first delivery, as this category is not expected to sell out. Being trend
led it is likely excess units with the supplier will be changed. This order will be much
smaller than the Core category. Allocations also help the merchandiser meet KPIs
such as minimising markdowns, minimising closing stock and meeting gross trading
profits.
Being an in house designed range all options are available in all sizes. The exception
to this is High Fashion items as they are more exclusive and have a higher need for
markdown spend. Size ratios take on a bell curve shape with the most stocked size
being M units declining towards XXS and XXL.
2.5 Ethical component of range
This range was developed with ethical consideration in mind. The product itself was
the main focus with the decision to use fair trade and organic cotton in garments that
were made of 100% cotton.
Concern towards unethical cotton sourcing is evident within the Arcadia group as on
their website, it states that all their retailers are banned from trading with suppliers
who source their cotton from Uzbekistan due to child labour exploitation. Furthermore
Topman is involved in Fairtrade Fortnight where for two weeks in February to March
a capsule collection consisting of Fairtrade certified garments are sold in stores
(Fashionbeans, 2012).
Topmans main customer is the information empowered Generation Y. With access

to a wealth of information through media, Generation Y has an increased awareness
yet also scepticism of social and economic issues (Hill, J. and Lee, H, 2011)
Therefore retailers should avoid generalisations especially on the topic of ethics. The

careers section in Topman highlights the brands embracement of fair trade with a
line that focuses on FAIRTRADE cotton (Topman, 2013). Yet entering stores to
complete the comp shop a range made from fair trade cotton could not be seen in
store. When asked sales assistants also was unsure as to which garments the
website referred to. It was only after emailing Topman that it was discovered this did
not refer to a permanent in store range but rather depends if the stock becomes
available to order from our suppliers (Lucy: Topman Customer Care, 2013)
To strengthen Topmans ethical considerations it would be beneficial to the brand if

Fairtrade garments could be available for purchase year round in stores. This can be
done by incorporating Fairtrade garments to their in house fashion ranges.
Fairtrade certification means full transparency in all process from the farmers field to
the finished product and therefore a Fairtrade certified product able to display the
Fairtrade Certification Mark. This will give customers visual proof of Topmans ethical
awareness. By having Fairtrade certified products permanently in store Topman can
educate and slowly be accepted as a definite ethical retailer by their skeptical yet
concerned customers (Hill, J. and Lee, H, 2011). As only core products are
Fairtrade, prices could be kept to a minimum. Prices were calculated against
Topmans previous Fairtrade Fortnight ranges.
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3. Discussion on roles of Buyer and Merchandisers

3.1 Role of the Buyer and the range plan

A buyer plays an integral role within a retailer as they are in charge of efficiently
selecting product for a specific market according to their company (Goworeck, 2007).
It is essential the planned range created by the buyer suits the retailer as such
decisions can dictate the strategic direction of a business and the popularity of the
range generates revenue for the business. Within the range plan buyers decide on
the product offering ensuring there are enough options and that fashionability levels
are inline with brand and customer expectations. The buyer also determines country
of origins for each product. An important part of range creation, country of origin
needs to meet customer expectations in quality yet ultimately provide the cheapest
possible option for the lowest total cost price.
There is no set job description for a buyer as depending on the structure of the
company a buyers role can vary. In the case of a large company such as
Debenhams a buyer would report to a specific department such as menswear, and
within that department allocated a product range such as knitwear or accessories.
While the range is specific they would be required to deal with larger financial
turnovers and total buy units, as the range will require larger quantities of stock.
Smaller companies like in Topman roles are not as structured and buyers may be
required to play a part in design and quality assurance. Smaller companies calls
upon the versatility of a buyer yet allows for more flexibility in their range creation.
3.2 The Buyer within the Concept to Carrier bag model
Through the concept to carrier bag process, the buyer serves the qualitative aspect
of the range by ensuring the product serves as a problem solver (Clark, 2013). This
is ensured through the initial process of understanding the target customer, research
through reviewing past seasons ranges and identifying its weaknesses and
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strengths, reviewing competitors ranges through comparative shops, buying trips, an
awareness and analysis of trends suited to the brand and finally an awareness of
macro trends and their potential impacts. Following research, a concept for the range
or identification of range stories (Clark, 2013) through mood boards and colour
palettes can take place to generate ideas of product types, price points and shape of
the range according to seasonal trends. It is now that the buyer will work with the
merchandiser to formulate an initial range plan. In a mid market retailer like Topman
this process would be shorter than premium brands as buyers are working off styles
previously done and changing them slightly. The merchandiser also has past figures
to work off. Furthermore Topman is concerned with bringing out fashion styles as
quickly as possible before they become irrelevant.
The sourcing process in contrast within fast fashion retailers is longer. This is so as
numerous suppliers are sourced based on product aesthetic, cost, assessable
location, minimums and ethical requirements. Being a mid market retailer, cost is a
big concern to Topman so most of their suppliers would be in Asia, Middle East and
South Africa which also contributes to the longer sourcing process. It is within the
sourcing process that buyers need to utilise skills of negotiation and communication
as strong supplier and retailer relations could mean a reduction in cost price or
shorter lead-time. With garments manufactured the buyer will oversee shipping of
products to the warehouse however Topman looking to cut down lead time could
ship direct from the factory to stores effectively cutting out the time and costs
associated with warehousing.
3.3 The Buyer and external functions
The buyer does not work independently but with numerous internal and external
functions within the supply chain. Internal functions the buyer liaises with are design,
quality assurance, marketing and most frequently merchandisers. Topmans buyer
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and in house designers will discuss mouldboards and colour palettes created by the
designers and decide on innovative ways to update past popular styles. Topmans
prices are higher than volume retailers so customers have certain quality
expectations. Buyers will work with quality control during fittings to ensure garments
fulfil aesthetic but also practical purposes (Goworek, 2007). Once product is in
stores the marketing team will assist to promote and maximise the ranges selling
potential (Clark, 2013). Moreover these two departments need to discuss the aspect
of season sales and markdowns.
3.4 Role of the Merchandiser and the range plan

A buyer is charged with the creation of a range however the merchandiser in
conjunction with the buyer also plays a large part in the range plan. Charged with
overseeing the financial aspects of the range plan such as ensuring allocations,
intake margins, sell through rates and rate of sales are realistic resulting in profit from
the range it can be argued that a merchandiser is in charge of setting the financial
parameters of a garment range however product also plays a large part in the
merchandisers role. Without knowledge of product, the merchandiser is unable to
aid the buyer in finalising the range plan. The merchandiser needs to be aware of the
roles each type of product plays to allow for suitable allocations. (Clark, 2013) Being
a merchandiser requires logic for a methodical way of working.
3.5 The Merchandiser within the concept to carrier bag model
Like the buyer the merchandiser needs to conduct research upon the creation of the
range. Their focus however is upon the product itself.
The strengths and
weaknesses of past seasons range is assessed by the ranges performance against

its set budget. A closer review on options by reviewing unit volumes against buy and
stock turn is done to reveal product trends. Furthermore the merchandiser will
consider this information against the competitive environment. From there an open to
13

buy budget can be created as a basis for the buyer, and the merchandise will advise
the buyer on units, size ratios and product life cycle (Clark, 2013).
Sourcing and manufacturing is largely part of the buying sphere yet merchandisers
are in charge of phasing and allocation of stock, so they will track and negotiate if
necessary the delivery dates of stock. It is with within the distribution process that the
merchandiser takes the most active role. A Weekly Sales Stock Intake to manage the
supply of product and phase the open to buy budget is created by the merchandiser.
This is a crucial document as this allows the buyer to phase in stock creating stories
within a range and also for different delivery times from suppliers. Ultimately the
WSSI connects the merchandising, buying and finance departments. Merchandisers
are very involved on a retail level as there are many factors for the merchandiser to
consider in allocation of to which stores; store size, location, demographic of
customers at the store and volume replenishment required per store is all calculated
by the merchandiser.
3.6 The Merchandiser and external functions
Like buyers merchandisers also works with numerous different functions within the
fashion value chain. Internally they work closely with buyers as already discussed,
the finance team and retail stores. Externally the merchandiser works with logistics,
warehousing and distribution.
The emphasis on a merchandisers role with setting financial parameters (Goworek,

2007) can be attributed to the close relations merchandisers have with the finance
team. If the buyer wishes an increase in the open to buy and is able to justify this to
the buyer, the buyer then needs to re analyse budgets to see how best to
accommodate the increased budget. The finance team is not familiar with product
14

and the meaning behind certain figures so it is up to the buyer to clarify these
implications.
3.7 The Buyer and Merchandiser working together
Throughout the concept to carrier process the buyer and merchandiser work closely
together to deliver the range in stores. This is not only because both roles take an
active part in the creation of the range plan, but because each role works in a
different method and they rely on the other to offer guidance in unfamiliar areas in
the creation of a range. The buyer with their time investing in trend research and
product range often neglects to think about the finances planning process. This is
where the merchandiser with their knowledge of finances can check that the range
figures make sense. Not one role is more important than the other as it takes the co
ordination of buying and merchandising together to create and deliver a successful
range.
15
Report Summary

Research through comparative shops, and trend analysis has allowed for the
creation of a range in line with Topmans brand image and customer expectations.
As customers are the ones purchasing a range, product needs to serve their needs
whilst simultaneously creating profit for the company. The ones who ensure these
results is the buyer and merchandiser. Both have a different method of working and
is in charge of separate parts of the range plan however their understanding of the
range is limited if they do not work together and with other functions internal and
external to the company.
16
Appendix
Appendix 1.

Company Profile: Topman

An energetic and exciting retailer providing dynamic and trend driven fashion at
affordable prices. The brand prides itself in delivering the latest trends yet also
showing men how to take an authoritative attitude towards fashion and
shopping.
Established: 1978
Group: Arcadia
Country: UK
Competitors: River Island, Urban Outfitters, Next, H and M, Asos, Burton,
Hollister, Republic, New Look
Stores: 165 stores, 8 Flagships and stores in 20 countries

Target market: 16- early 30s
Experimental, trend conscious young thing
Fashion regular
Basics buyer
Formal wear buyer

Product Lines
Basics
In house designed main range
Premium Collection
Topman Lux
Topman Design
Topman Limited
Formal wear

75,000 pairs of feet storm its 15,000 square

17
Appendix 2.

Window display at Topman Oxford Circus

Instore display at Topman Oxford Circus
18
Appendix 3.1 Topman Comp Shop

Topman
Comparative Shop
Supply the Fashion Product
The Consumer and buying behaviour
In range planning it is vital to fully understand the target customer. The customer must be at
the forefront of the minds of all involved in product selection, range planning and pricing.
The Consumer and Buying Behaviour

Describe the customer and outline their buying behaviour and fashion sense.
Topman Oxford Circus was visited on a Thursday late afternoon. It was extremely busy and it
was difficult to pinpoint Topmans exact target market as not only did customers range in age
from mid teens to early 30s, but they all had a different fashion sense as well.
Most customers were in their late teens to mid 20s and either shopped alone or with another
person, be it a partner or friend. They were dressed in a casual relaxed manner and seemed
to have an idea about what they were looking for as they did not dawdle whilst looking, and
quite a few asked help from sales assistants if they could not locate a product.
There were also some older customers aged in the late 20s to early 30s who seemed mostly
interested in Topmans formal collection, being dressed in a smart casual manner in shirt,
trouser and jacket. Some were dressed very trendily in skinny-waxed jeans and digital printed
tees in fashion colours.
Lines were long but moved fairly quickly due to an abundance of staff both on the floor and on
registers. Topman offers a 10% discount in stores upon presentation of a student I.D card.
This is a good way of encouraging sales and keeping customers from leaving or shopping at
competitors especially if the store gets very busy.
If possible, speak to sales staff - Who do they believe their regular customer to be?
The store was very busy however when asked about product, staff was more than happy to
help with suggestions. Topman staff revealed that the brand sees customers fall into one or
few of four main groups; experimental trendsetters, fashion regular, basics buyers and formal
wear buyer.
Staff agreed that as the brand stocks a wide variety of clothing from everyday basics and
fashion items to formal wear the store sees a wide variety of customers. Core basics
continually see high sales and fashion items are the most popular category in the store.
Depending on how adventurous the customer is they may choose a fashion item that is more
out there or more refined.
Topman Design offers more high fashion pieces and the more experimental customers
definitely favour the Design collection. Topman is known for being on trend and customers
expect excitement in the ranges stocked at Topman.
19

The Collection
Thorough research into the type of product and identifying the % split of the collection will
give you a good understanding of how the buyer has spent the Open to Buy. The range is
meticulously planned before the OTB is spent and knowing the % split of past ranges and
current competing ranges will help the Fashion Buyer in deciding on a well-balanced,
profitable product range, appropriate to the target customer.
The Collection
Is the collection appropriate to the target customer? Justify your answer with examples.
Topman displays product not in ranges but in product categories. This is so (as informed by a
sales assistant) men tend to come in wanting a particular item. Splitting product into
categories makes it easier for the customer to see all available products in one section and
prevents customers from getting overwhelmed. Men shop differently to women and tend to
spend less time in stores so displaying product in ranges as in womens wear would confuse
the customer, and they may not see a T-shirt they would have liked because they did not walk
to that section of the store.
From looking at stocked t-shirts there was about 20% basic, 50% fashion and 30% high
fashion tees. 20% does not seem high for basics however Topman also has a Basic range,
which offers basic pieces in classic styles and colours year round.
Based on the discovered Topman customer and their personalities, the collection adequately
caters to the needs and expectations of the customer. Topman is a fast fashion retailer so a
fashion items were expected to be the highest fashionability category
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The Breakdown of the Collection
Identify the % split of the product ranges of the retailer, price points and Country of Origin:
Product category
% Split
Fabric
Country of Origin
Price Points
Turkey
Tops
28%
Cotton
Mauritius
12-65 pounds
(T-shirts, Sleeve
Polyester/Cotton
Tops, Long Sleeve
Tops, Polo tops)
Shirts
(Casual shirts)
12%
Polyester/Cotton
Cotton
Sweatshirts and
hoodies
15%
Cotton
Polyester/Cotton
Polyester
Jumpers and
Cardigans
17%
Acrylic
Acrylic/Wool
Cotton
Wool
Coats and Jackets
16%
Wool Blends
Cotton
Polyurethane
Acrylic
Jeans and Chinos
11%
Cotton
Shorts
(Denim, Chino,
Swim)
3%
Cotton
Polyester
India
Bangladesh
Romania
Turkey
China
Mauritius
20-170 pounds
25-205 pounds
China
15-166 pounds
China
30-257 pounds
Turkey
Pakistan
Egypt
24-101 pounds
Turkey
Pakistan
Egypt
18-60 pounds
21

Identify the % split by colour:
Colour analysis was based on the Topman Design A/W13 collection

Colour
% Split
25%
White
30%
Sand
20%
Burgundy
7%
Burnt Orange
3%
Dull Yellow
5%
Dark Brown
5%
Navy
Identify the % split by fabric:
Fabric
% Split
Cotton
65%
Polyester/Cotton
Polyester
9%
Acrylic
Acrylic/Wool
Wool
Wool blends
21%
Polyurethane
4%
Leather
3%
22

Identify the % split by fashionability:
Fashionability
% Split
Price Range
Average number
of units on display
per option
Core basic
20%
12-20 pounds
21
Fashion
50%
20-50 pounds
16
High fashion
30%
51 - 195 pounds
12
What is the top: bottom ratio?

3:1
For every 3 tops there is 1 bottom
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Appendix 3.2 River Island Comp Shop

River Island
Comparative Shop

The visited River Island store was Marble Arch on a Wednesday evening.
It was not very busy and customers seemed to all be shopping on their own apart from three
men who were looking at product together. Of the ones shopping alone they flipped through
product on rails quickly and also moved around the store to areas with product categories
they were after. Style basics such as printed T-shirts and shirts with rolled sleeves received a
lot of interest.
All customers were dressed very casually in jeans, t-shirt and sweater. Staff wore free dress
and also reflected this casual style in their uniform.
Staff informed me that their core customer was late teens to late mid 20s however they do
get customer in their late 20s to early 30s as well. They did also mention that their cuts are a
little generous which could explain why they did not get many customers in their mid teens.
Like Topman River Island has a formal range, which attracts men who are in the work force
and is looking for moderately priced work wear and those looking for smart casual wear for
going out.
River Island is a fast fashion retailer known for providing the latest trends. Customers expect
this of the brand and so River Islands customer are fashion buyers looking to keep their
wardrobe updated. This could be seen in the customers dress as while they were dressed in
a casual manner it was still smart and fashion conscious.
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The Collection
The Collection
Once again like Topman, River Island has arranged their product in stores in product
categories with the exception of their formal range, which has their own area in the store. The
formal range however was also arranged in product categories within its designated area.
Observation of products revealed a lot of fashion and high fashion items. There were
numerous (mostly white) printed tees available. High fashion tops included mesh overlay tops
and digital printed, spliced sweatshirts.
The available collection was suited to the customer as River Island is a fast fashion brand that
continually receives range drops to keep on trend. Fashion conscious customers will go to
River Island with the intention of finding fashion and high fashion items. For the more
conservative customer the brand has fashion basics and a year round core basics collection
for customers looking to supplement their wardrobe.
Rhianna, a popular female singer catering to the urban, hip crowd in the teens to late 20s has
worked with River Island on numerous collections for women. This has given a huge boost in
the brands image on street credibility, popularity and fashionability. With these associations,
River Islands customer expects to be able to go into the store and be confident that what
they are purchasing is the latest trend.
25

Product category
% Split
Fabric
Country of Origin
Price Points
Tops
(T-shirts, Sleeve
Tops, Long Sleeve
Tops, Polo tops)
30%
Cotton
Cotton mesh
Shirts
(Casual shirts)
15%
Polyester/Cotton
Cotton
Sweatshirts and
hoodies
12%
Cotton
Polyester/Cotton
Jumpers and
Cardigans
14%
Acrylic
Acrylic/Polyester
Acrylic/Nylon
Coats and Jackets
11%
Cotton
Polyurethane
Polyurethane/Wool
Nylon
Nylon/Wool
Jeans and Chinos
11%
Cotton
Shorts
(Denim, Chino,
Swim)
7%
Cotton
Nylon
Bangladesh,
Pakistan
14-35 pounds
Bangladesh
Romania
20-65 pounds
Turkey
Pakistan
20-45 pounds
Turkey
China
20-55 pounds
China
40-180 pounds
India
25-80 pounds
India
16-35 pounds
26

Fabric
% Split
Cotton
62%
Polyester/Cotton blend
13%
Acrylic
Acrylic/Polyester
Acrylic/Nylon
14%
Polyurethane
Polyurethane/Wool
6%
Nylon
Nylon/Wool
5%

Fashionability
% Split
Price Range
25%
14-25 pounds
Average number
of units on display
per option
14
55%
22-50 pounds
11
30%
51 - 180 pounds
Core basic
Fashion
High fashion
3:1
For every 3 tops there is 1 bottom
27
Appendix 3.3 Urban Outfitters Comp Shop

Urban Outfitters
Comparative Shop

The visited Urban Outfitters stores was Oxford Street and Marble Arch during weekday
evenings
As well as clothing ranges such as accessories, footwear and socks, novelty items and CDs
all come together to create a distinct, fun lifestyle brand. Men and Womens Clothing and
Footwear areas are separated however Novelty Items and the Music section is towards the
front of the store and both genders will look around those areas which encourages customers
to shop together.
Customers were mostly shopping in groups of two or more and content to browse through all
merchandise around the store from clothing to accessories. A lot of customers shopping
together were in the mid to late teens. There was also a significant amount of customers in
their early 20s to mid 20s. Urban Outfitters stocks numerous brands and products are
organised by brand. Within each brands section clothing is separated into categories.
The dress style of customers really reflected the style of the brands stocked at Urban
Outfitters. Most customers seemed to favour a casual, grungy, street style look.
Lines at the checkout were long and most customers were purchasing two or more items in
the same transition. For multiple purchase transactions they were usually mid priced products
or one garment with an accessory. A lot customers purchased T-shirts be it printed or plain
and jeans.
Urban Outfitters is a fast fashion retailer but providing the latest trends seems not as
important as ensure all brands they stock form a cohesive image to create a strong identity
for the brand. Brands stocked include Cheap Monday, Obey and Fred Perry; brands, which
are popular on the streets and have a high fashionability level.
As the brand stocks a lot of accessories and novelty items and sells Urban Outfitters has a
large teen customer base. Due to the large variety of brands stocked at Urban Outfitters the
brand can offer numerous trends and styles to customers. As well as teens the other
prominent customer base was aged 20 to mid 20. Despite age customers are united in their
interests in music, skate culture and street style.
Depending on the brand certain items can be quite expensive which shows that customers
are willing to pay more for an item because of the brand name and they are loyal to the
brand.
28

The Collection
The Collection
Despite having so many brands under one roof Urban Outfitters has carefully curated a family
of brands that caters to the interests, lifestyle and fashion sense of their customer.
The store stocks a very limited line of core basics and offers a small selection of fashion
basics. As each brand is only offered a small space within the store each brand tries to boost
sales by stocking fashion and high fashion items. Customers also seemed interested in going
in store to purchase items that represent who they are so basics are not high on their priority
list.
The Urban Outfitters customer has subcultural interests such as music and bands, vintage,
skate culture and is looking for something on trend yet different. They want their fashion
choices to reflect the tribe they belong to and want to look fashionable and on trend yet not
generic. Urban Outfitters provides this through brands that stock loads of fashion items and
sizable selection of high fashion items. A common theme was logo emblazoned garments
and cheeky slogans on tees and sweatshirts.
29

Product category
% Split
Fabric
Country of
Price Points
Origin
Tops
(T-shirts, Sleeve
Tops, Long Sleeve
Tops, Polo tops)
30%
Cotton
Shirts
(Casual shirts)
15%
Cotton
Polyester/Cotton
Sweatshirts and
hoodies
14%
Cotton
Polyester/Cotton
Jumpers and
Cardigans
11%
Acrylic
Wool/Acrylic
Coats and Jackets
13%
Cotton
Polyurethane
Leather
Nylon
Polyester
Jeans and Chinos
12%
Cotton
Shorts
(Denim, Chino)
5%
Cotton
Cotton/Linen
N/A as
depending on the
brand country of
origin varied
N/A as
depending on
the brand
product
categories
varied in price.
While most
brands were
priced within a
similar price
band, some
more premium
brands such as
Lacoste had
slightly higher
selling prices.
30

Fabric
Cotton
Cotton/Linen
% Split
51%
Polyester/Cotton blend
Polyester
15%
Acrylic
Wool/Acrylic
13%
Polyurethane
7%
Nylon
9%
Leather
5%

Fashionability
% Split
Price Range
20%
14-25 pounds
52%
22-50 pounds
33%
51 - 180 pounds
Core basic
Fashion
High fashion
Average number of
units on display per
option
9
(Done by averaging
displayed stock of
various brands)
7
(Done by averaging
displayed stock of
various brands)
5
(Done by averaging
displayed stock of
various brands)

3:3
For every 3 tops there are 2 bottoms
STRENGTHS

31

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Course: BA (Hons) Fashion Management

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Stephanie Tang, TAN13404675

Stephanie Tang, TAN13404675

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No matter the category all customers shop at Topman for its

credibility, fashion image and price.

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Topmans main customer is the information empowered Generation Y. With access

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To strengthen Topmans ethical considerations it would be beneficial to the brand if

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3. Discussion on roles of Buyer and Merchandisers

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3.5 The Merchandiser within the concept to carrier bag model

The strengths and

weaknesses of past seasons range is assessed by the ranges performance against

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The emphasis on a merchandisers role with setting financial parameters (Goworek,

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Stephanie Tang, TAN13404675

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Appendix 3.1 Topman Comp Shop

The Consumer and Buying Behaviour

Stephanie Tang, TAN13404675

Stephanie Tang, TAN13404675

Coats and Jackets

Jeans and Chinos

Stephanie Tang, TAN13404675

Stephanie Tang, TAN13404675

What is the top: bottom ratio?

Stephanie Tang, TAN13404675

Appendix 3.2 River Island Comp Shop

The Consumer and Buying Behaviour

Stephanie Tang, TAN13404675

Stephanie Tang, TAN13404675

Coats and Jackets

Jeans and Chinos

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Stephanie Tang, TAN13404675

Appendix 3.3 Urban Outfitters Comp Shop

The Consumer and Buying Behaviour

Stephanie Tang, TAN13404675

Stephanie Tang, TAN13404675

Coats and Jackets

Jeans and Chinos

Stephanie Tang, TAN13404675

What is the top: bottom ratio?

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