BERSHKA

PALLAVI NAIR
SAKSHI TATED
SMRITI BIHANI
SHALINI THAKUR

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 INDEX

PAGE NO TOPICS PAGE NO

1. Brand Rationale 3

2. History- the Brand 3

3. Product Lines 4

4. Competitive Advantage 5-6

5. HR Policies 7-8

6. Marketing Channels 8

7. Swot Analysis 9-11

8. Pestle 12-15

9. References 16-17

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 BRAND RATIONALE

INTRODUCTION
Bershka was born in 1998 as a new brand of the Inditex Group. Bershka presents itself as a reference point for
fashion that targets an increasingly demanding public and in just 2 years, had consolidated its brand image in 100
shops. Today, after 21 years the chain has more than 1000 stores in over 70 markets, with sales that represent 9% of
the total revenue for the whole group. The company's business encompasses the design, manufacture, distribution
and sale of fashion in the stores. Bershka's audience is characterized by adventurous young people who are aware of
the latest trends and are interested in music, social media and new technologies. The main competitive brands for
Bershka in India is H&M,FOREVER 21 and ZARA.

BRAND IMAGE
Music, screens, projections, modern graphics, fashionable colors, contemporary furniture design, state-of-the-art
lighting... these are all features that transform a Bershka store into a full shopping experience. The store interiors are
designed to give maximum importance to displaying the fashion. The layout, music, lighting, furniture, graphics and
all the materials used have been designed and carefully chosen to provide maximum freedom to customers as they
discover the latest fashion trends. All the store elements are designed by the Bershka image team and are updated
every season. Bershka stores and their spaces are designed to be appealing and comfortable for young people,
transforming shopping into entertainment. While browsing, picking out and trying on clothes, they can listen to the
latest music and check out urban art trends displayed in the graphics and photo sessions featured and displayed
among the store decorations. Bershka places great importance in its window displays. Bershka displays to the public
the most important garments and predominant themes from the collection. Window displays are constantly updated
every season with the garments matching the style of the store's interior, reflecting the trends of the entire season.
The new Bershka store concept transforms the entire shopping space into a window display, leaving a large glass
front that allows the whole store and complete collection to be seen.

APPAREL INDUSTRY IN INDIA

Indian economy, one of the fastest growing economies of the world, is witnessing major shifts in consumer
preferences. Increasing disposable income, brand awareness and increasing tech-savvy millennial population are the
driving factors of corporatized retail within the country. Overall, Indian retail scenario has shown sustainable long-
term growth compared to other developing economies.

The Indian retail market was worth (US $641 billion) in 2016 and is expected to reach (US $1,576 billion) by 2026,
growing at a Compound Annual Growth Rate (CAGR) of 10 per cent. It is envisaged that the current fashion retail
market worth (US $46 billion) will grow at a promising CAGR of 9.7 per cent to reach (US $115 billion) by 2026.

Indian apparel industry which is the second largest contributor in the retail industry after food and grocery is seeing
some major shifts. Entry of international brands, changes in preferences from non-branded to branded, the fast

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growing economy, large young consuming population in the country has made India a highly lucrative market. India
has the world’s largest youth population, which is becoming fashion conscious owing to mass media and social
media penetration. This has opened unprecedented retail market opportunities. The promising growth rate of 9.7
per cent makes the Indian fashion industry prominent in the retail sector. With a GDP growth rate of 7 per cent,
India has an edge over developed markets of the US, Europe and Japan which are expected to grow at a rate of 2-3
per cent. Favorable trade policies and increased penetration of organized retail among other factors contribute in
making Indian fashion industry attractive for investors.

Within the retail categories, apparel retail has demonstrated comparatively high receptivity towards corporatized
retail. High penetration of corporatized retail in apparel has also paved the way to introduce more formal and
systematic processes and procedures in operations, procurement and distribution. As a consequence, apparel retail
market has managed to harness the advantages offered by modern management concepts leading to improved
product offering, better customer management and scientific supply chain management techniques. It is expected
that apparel retail will continue to witness deeper penetration of corporatized retail beyond the major urban
clusters and the increase in the demand of branded products. Globalization coupled with fast fashion has resulted in
awareness on fashion trends and styling.

The urban market that mainly comprises of metro cities such as Delhi, Mumbai, Bangalore, Chennai, etc., are the
biggest markets for apparel in India and contribute 23 per cent to the Indian apparel market. Considering the fact
that almost 70 per cent of the population resides in villages, the major contribution of urban cities to the apparel
market indicates the higher purchasing power of the people in urban cities, their frequency of purchases and
tendency to purchase premium and quality products. The metro cities house almost all the big national and
international brands, driven by the well informed and employed population.

The increasing purchasing capacity and awareness of fashion and trend in cities has resulted in providing a huge
market to the organized players of the country.

The Indian fashion retail industry is transforming rapidly and is seeing shift from unorganized to organized retail. The
transformation is due to increase in income, increased penetration of branded wear in country and awareness of
fashion trends among consumers.

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 HISTORY:-
THE BRAND
Bershka was created in 1998 as a new brand of the Spanish group Inditex
Bershka presents itself as a reference point for fashion targeting this increasingly demanding public
and, in just 2 years, has consolidated its brand image in 100 shops; Today, after 18 years, the chain
has more than 1000 stores in over 70 markets , with sales that represent 9% of the total revenue for
the whole group.

In order to always have the latest trends at the shop; Bershka uses its flexible business model to
adapt to any changes occurring during the seasons, responding to them by bringing ne w products to
the shops within the shortest possible time. The models for each season are developed entirely by
their creative teams, who take as their main source of inspiration the fashion trends prevailing in
the market, through information received fro m the shops, as well as the customers themselves. The
Bershka design team consists of more than 60 professionals who are continuously assessing the
needs, desires and demands of consumers, and offering more than 4,000 different products in their
shops each year.

PRODUCT LINES

BSK is the brand for younger people, and always caters to the interests and needs of this public

The shops have separate spaces intended for the various different product lines that Bershka offers.
In each section, Bershka, BSK & Man, the products are placed according to their style, creating a
wide spectrum ranging from casual wear to sports and from basic garments to more fashionable
items.

The area dedicated to women's wear is the most important. This section has two product lin es:
Bershka and BSK. The first focuses on the latest fashion and includes the leading trends. It has a
wide range of jeans wear, eveningwear, casual wear and latest fashion -wear. BSK is the brand for
younger people, and always caters to the interests and n eeds of this public by basing its collection
on their taste in music, their idols, rock stars and so on. The men’s section offers much more than
fashionable jeans wear for young people. This product line offers casual, sports and fashion wear as
well. In addition, apart from the wide range of clothing, Bershka also offers a wide range of
accessories and footwear.

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 COMPETITIVE ADVANTAGE:-

 Bershka caters to a younger shopper, think teens and an early 20’s target demographic and offers both
womens wear and menswear styles. Fast-forwarding nearly 20 years, they have more than 1,000 stores in
75 countries, and their financials report that Bershka accounts for 9% of the Group’s revenues.

 Bershka consistently reinforces its connection to an edgy, urban style. Other mannequins punctuate
uncluttered scaffolding rail and shelf units, providing excellent 'see and select'. This is mixed with cult tunes,
delivering a hip new club that inspires customers to purchase. The price is surprisingly low, considering no
quality seems to have been compromised. The great design execution does not finish at the interior or
service - it continues to the ticketing and product finishing, all creating a sense that this is a brand that
listens, understands and delivers what its customers desire.

BERSHKA STAGE:-
 STAGE is the store image designed for the stores Bershka has been opening around the world and will also
be on display in SoHo. Inspired by the world of music concerts and what goes on behind the scenes, the
STAGE aesthetic epitomizes Bershka's DNA: music, fashion and youth. The result is an interior design that is
industrial yet airy with open ceilings that reveal the establishments' skeletons. The structure is framed by
truss scaffolding that runs around its entire perimeter and is used to hang the lighting, speakers and some of
the screens that make up the whole look. The STAGE concept facilitates the shopping experience by means
of more user-friendly and versatile furniture and fittings, making it easier to get around the store and
providing a better way of displaying the brand's garments and, by extension, each season's new looks.

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ECO-EFFICIENCY:-
 In keeping with Inditex's Environmental Plan, the work performed by Bershka's teams of architects to set up
this pop-up store upholds the Group's eco-efficiency criteria in terms of energy-efficient lighting, the use of
timber sourced from certified forests and the commitment to reusing materials and managing waste
responsibly. Bershka continues to strive to make its new stores as eco-efficient as possible, guided by the
LEED sustainable building criteria that corroborate the use of the most environmentally-friendly materials
and respect for sustainable building standards at every step of the construction process.
 The brand is forging ahead with an international expansion strategy that has been marked by high-profile
openings in recent years in markets such as China, Japan, Taiwan and South Korea, along with flagship store
openings on some of the world's most important shopping streets, including Oxford Street (London, UK), Via
Vittorio Emanuele (Milan, Italy), Nanjing East (Shanghai, China), Gran Vía (Madrid, Spain), Rue Rivoli (Paris,
France) and Shibuya (Tokyo, Japan).

 Through their different forms of self-expression – from writing and performing to activism – the 13 models
showcase the ‘We Believe’ campaign in the most authentic way possible. A statement from the new
campaign reads: ‘We believe in the artists, the free spirits, the era definers. The self-expressors. The
boundary pushers. We believe in the rule breakers who defy expectations.

 ‘We believe in making music, moments and memories. And that the future is yours. Bershka believes that
young-minded people can shape the future. Whoever you are. We believe in you. Meet our believers on
Bershka SS’18 campaign.’

 In such a way, due to the customer-centered strategy, the company attempts to develop customer loyalty
and customer satisfaction, which are of the utmost importance in the contemporary business environment.
In actuality, Bershka offers a totally new philosophy of company-customer relationship. The company
attempts to ruin conventional stereotypes and emphasize the modernity of its stores and its ability to adapt
to demands of customers.

 At the same time, the company provides customers with a possibility to make routine shopping a significant
and culturally meaningful event. In such a way, customers feel comfortable and, what is more, they view
shopping as a sort of entertainment. In a combination with the international market expansion strategy, the
formation of customer loyalty and customer satisfaction contribute to the steady development of the
company within its niche of the international market.

 The key to success was the individuality - Bershka did not copy other fashion lines, but created her own
models. Convenience, fashion trends, bright colors - all this allowed the designers to achieve their goal,
firmly gaining a leading position among the teenagers. Simple, comfortable, stylish T-shirts, comfortable
jeans and sweaters expanded the audience of Bershka, including middle-aged consumers, focusing on the
quality of fabric and the comfort of wearing clothes. Bershka attempts to reach its strategic marketing goals,
including the formation of a positive brand image, customer loyalty and increase customer satisfaction. The
achievement of the aforementioned goals lays the foundation to the further progress of the company and its
overall marketing success. In the contemporary business environment company-customer relationships are
crucial for the successful marketing performance.

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HR POLICIES
 Defending and promoting Human Rights is one of the foundations of Inditex’s corporate culture. Inditex has
acquired formal policies and procedures and has made progress in formalising due diligence and grievance
mechanisms as an essential component of the Human Rights Policy, approved in 2016. Inditex has a solid
and sustainable supply chain management system. This system, its policies and procedures, are based on
respect for Human Rights and have been developed thanks to the knowledge of, and proximity to, the entire
supply chain.

 Bershka’s public is characterized by adventurous young people, who are aware of the latest trends and are
interested in music, social networks and new technologies.” Bershka is a brand that promotes equal
opportunities. The growth and development of the professionals working at Inditex is one of the Group’s
priorities. To give this commitment the emphasis it deserves, the company uses training and internal
promotions as a means of developing and maximizing creativity, as well as building professional skills.

Code of Conduct and Responsible Practices

 They share fundamental values such as teamwork, humility, diversity and

commitment and believe that there is always room for improvement. Every
person is key to the success of the company, and it is their collective energy
that allows them to create fashion that is Right to Wear and overcome any
challenge they set themselves.

 Their Code of Conduct and Responsible Practices sets out the values and
principles that guide their actions and relationship with their customers,
shareholders, partners, suppliers and all the communities where they are
present.
Occupational Health and Safety Policy
 Apart from generating new employment opportunities, we are strongly
committed to ensuring good working conditions and quality jobs in each
of the countries where we are present. All of our colleagues are
offered opportunities for development and training and we are pleased
that 73% of our colleagues have permanent contracts.

 All of our payment structures link variable pay to the company’s results,
because we want to continue to recognise the contribution made by our
teams in achieving our goals.

 The health and safety of our employees is a vital part of our

management at all levels of the company. Our employees are trained
in in the management of health and safety issues, which is key for the
prevention. We are commited with the compliance in this subject and
one of our aims is to continuously improving it, as pointed in the OHSAS
certification that we fulfil

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BERSHKA MARKETING CHANNELS:-

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 SWOT ANALYSIS

STRENGTHS

 AFFORDABLE- Bershka provide fashionable and highest quality product at affordable prices. Lower costs lead to
higher profits for BERSHKA'S. A low cost leader can undercut rivals on price
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 ADAPTION TO TRENDS- They did not copy other fashion lines but created her own model. The fashion trends for
each season are developed entirely by their creative teams though in formation received from the shops and the
customer themselves.
 FINANCIALLY STABLE-As a part of Inditex company which financially strong, has little debt, strong cash reserve
help company to expand quickly in other markets.
 INTERNATIONAL PRESENCE- Bershka runs, 1,098 stores worldwide in over 70 markets. They are in forty countries
world wide and trying to expand in other countries and different markets.
 STABLE SUPPLY CHAIN-A lot of people is involved in each step of the value chain, spanning design to retail.
Strong supply chain helps BERSHKA'S obtain the right resources from suppliers and delivery the right product to
customers in a timely manner
 STORE ITSELF -Bershka’s stores are not routine stores they are position as meeting point for street fashion music
and art. As a result customers watch video, listen to CD’s or read magazine while shopping making sure that they
have an unforgettable shopping experience
 BERSHKA BUSINESS MODEL-Bershka flexible business model to adapt to any changes occurring during the
seasons, responding them by bringing new products within shortest possible time.

WEAKNESSES

 HIGH STAFF TURNOVER-High staff turnover can hurt BERSHKA'S ability to compete, because replacing valuable
staff is expenses
 BAD ACQUISITIONS- Bad acquisition can hurt BERSHKA'S by increasing their costs and reducing the value of their
combined businesses. Acquisitions can also distract from the core business and merge cultures that don’t
complement each other
 WORK INEFFICIENCIES- An inefficient work environment means that BERSHKA'S’s goods and services are not
being utilized properly which will affect their sales
 CUSTOMER SERVICE- Weak customer service reduces Bershka’s reputation and causes customers to flee to
competitors, who are more respondent.

OPPORTUNITIES

 FINANCIALLY ABLE TO EXPAND QUICKLY- As Bershka is a part of Inditex company which is financially
strong, has little debt, strong cash reserve help company to expand quickly.
 INNOVATION- At first, the company was mainly focused on girls as its target customer group but
eventually company expanded its product line and started to produce clothes for men also.
 INCREASE ONLINE PRESENCE- The rollout of online retail formats also allows to reach shoppers
farther from its store fronts. The company needs to keep expanding its international market
presence in order to its major rivals and increase its sales rates.
 INTERNATIONAL EXPANSION-Bershka cover a wide range of global shoppers. The company is already
in forty countries of the world but, in recent years company has started to enter other markets.

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THREATS

 BAD ECONOMY-A bad economy can hurt BERSHKA'S’s business by decreasing the number of potential
customers so the company should expand its global reach to minimizes the risk associated with regional
economic fluctuations.
 INTERNATIONAL COMPETITION-International competitors are numerous and difficult to combat, because
they can have many competitive advantages that give them an advantage over BERSHKA'S
 GOVERNMENT REGULATIONS- Changes to government rules and regulations can negatively
affect BERSHKA'S
 POLITICAL RISKS- Politics can increase BERSHKA'S’s risk factors, because governments can quickly change
business rules that negatively affect BERSHKA'S’s business
 SUBSITUTE PRODUCTS- The availability of substitute products hurts BERSHKA'S’s ability to raise prices,
because customers can easily switch to another product or service.
 ENVIRONMENTAL TRENDS- The danger rose by an unfavourable trend of the environment that could lead to
the loss of market share of the company or to the disappearance of the brand and or the company itself.

PESTLE ANALYSIS

POLITICAL-

According to Indian interim budget for 2019, No income tax for earnings up to ₹5 lakh and also Individuals with
gross income of up to ₹6.5 lakh need not pay any tax if they make investments in provident funds and prescribed
equities, this will lead to an increase in the purchasing power of the Indian consumer.
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Economical-

 Production not transferred to low cost locations:

Bershka resisted the famous in industry trend to produce fashion cheaply in countries like China. Bershka states that
this offers, controls most of its steps on the Supply Chain, the design, manufacture and the distribution of products.
In the UK, half of what products Bershka sells is made in Spain, a quarter in the rest of Europe and another quarter in
countries in Africa and Asia. For example, longer shelf life clothing such as t-shirts is outsourced to cheap suppliers
mostly in Asia and Turkey.

Zero Advertising Policy:

The rarest company policy is the policy not to advertise. While Bershka’s competitors mostly rely on expensive
advertising campaigns, Bershka prefers to invest into opening new stores instead.

Producer of nearly 8,000 items annually:

There is a large product range in the Bershka Company. While the competitors of Bershka produce about 2000-4000
items annually, Bershka produces a whole 8000 items. In addition brand loyalty is built and an increased number of
customer visits as a result of Bershka changing its designs every two weeks.

Shortening Product Life Cycle:

While the designing of a new product and getting it to the stores by industry takes 6 months, Bershka needs just 2
weeks to do the same.

All the above strategies are the reason for the Brand growth over the years. Hence, making it one of the most
globally recognized Brand.

SOCIAL-

 The starting point and foundation for growth at Inditex is the professional development of the people who
work at the Company. 171,839 people represent 97 different nationalities, speak 54 languages and have
different profiles, cultures, origins and experiences. For all these people, Inditex commit to creating safe,
healthy working environments where equal opportunities and work life balance are a reality. These working
environments must also respect diversity and encourage the inclusion of the employees, regardless of their
race, ethnicity, gender and gender identity, sexual orientation, age, religion and nationality, among other
aspects. Consequently, in accordance with the Code of Conduct and Responsible Practices, they do not
tolerate any type of discrimination and they work to provide equal opportunities for all employees and
candidates. Promoting gender equality is another of the pillars t to Inditex employees.

 Women represent 75% of the Group’s global workforce. Firmly committed to developing measures to foster
equality and to favor work-life balance, maternity and breastfeeding. The Group Equality Monitoring
Committee is specifically tasked with assessing implementation of these measures and their impact. A total
of 2,587 Inditex employees in Spain enjoyed maternity or paternity leave in 2017. Of these, 99.3% returned
to their job after this period. In relation to these percentages, mention should also be made that, over the
year, 16% of the Spanish workforce enjoyed a reduced work day. In the specific case of store employees (the
largest professional group at Inditex and the one where there is the greatest bias towards women), 20% of
people have a reduced work day.

 Another area of focus, which has been a constant in Spain for more than a decade, is the implementation of
Equality Plans in the different brands and work centers. In 2017, as a result of the implementation of new

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 tools for dissemination and information access, all employees in Spain have received the content of these
Equality Plans, which are available through the different Group communication channels and on INet, the
Inditex intranet.

 All Equality Plans signed include protocols to prevent sexual harassment and sex-based harassment. In the
other countries where Inditex operates, different initiatives and protocols are also being developed with
regard to this matter. The task of raising awareness about equality is a reality from the moment our people
start their employment relationship with Inditex, starting at on boarding training.

 Furthermore, solidarity activities are organized on special dates like International Day for the Elimination of
Violence against Women (25 November) and Equality Week for the store teams.

TECHNOLOGICAL-

 Inditex is focusing on to develop new projects and technologies that allow them to offer better service while
advancing to integrate stores and online. To do this, Radio Frequency Identification (RFID) programmed for
garments is a basic pillar on which many of the innovations put into operation are based on. This project
helps to know where each of the garments is at all times, from the moment garment alarms codifies, this
system is used to individually recognize each item from logistics centers to the sales area itself. Using this, a
garment can quickly be located at the request of a customer. In addition, stock management can be
conducted 80% faster, which allows allocating more time to offering the customer better service.

 Inditex is working towards the goal of implementing RFID technology into all their brands by 2020. Along
the same line of offering their customers a more efficient and agile service they are implementing new
systems that allows to eliminate unnecessary waiting during the entire purchasing process, such as self-
checkout, specifically designed for periods with a greater number of customers in store. With this same
objective, in 2016 they launched mobile phone payment through their different brand applications and a
new app for the Group called In Wallet, which centralises purchases from all our stores. This system is
operational in Spain, France and the United Kingdom. In addition, 24 other markets also have different
mobile phone payment options. In addition, this new tool allows for integrated receipt management. The
system stores all purchase receipts from the stores and online which can be accessed at all times, and offers
the customer the possibility of making an exchange or return.

 Privacy and the protection of personal data of all customers and users is a top priority for Inditex. In order
to ensure the protection of data in all processes and corporate tools, there is Security Committee in charge
to embrace the necessary measures and protocols.

 Furthermore, Department of Data Protection and Privacy guarantees and coordinates compliance with data
protection and privacy regulations in each of the territories where the Brand operate. Inditex holds the ISO

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 27001 certificate (the international standard in information security) since December 2017. This
certification guarantees strict security measures applied to activities regarding the control, monitoring and
maintenance of the necessary infrastructures to offer top quality service through online stores. This seal is
in addition to the accreditation obtained in recent years for PCI DSS (Payment Card Industry - Data Security
Standard) payment security. This standard of best practices guarantees that at Inditex we follow all the
necessary data protection measures to avoid possible fraud when using credit or debit cards.

 CYBERSECURITY, PRIVACY AND PROTECTION OF PERSONAL DATA required for all Spanish companies that
process personal data. It should be noted in this regard Inditex Technology Centre, located at the Group
headquarters in Arteixo (Spain), has been designed to mitigate all types of incidents, thus guaranteeing the
security of all the systems. To do this, the technological platform has a duplication system for equipment
and systems guaranteeing continuity of the business activities at all times. Furthermore, in 2017 Inditex also
implemented a training plan for employees, in which 5,600 workers participated onsite and 10,800
remotely, with the aim of preventing potential risks in terms of cyber security and developing response
mechanisms. During 2017, Inditex worked to adapt privacy and data protection practices to the new
requirements of the General Data Protection Regulation of the European Union (GDPR), applicable as of
May 25, 2018. Due to this new legal framework, applying changes, among handling other issues, as they
adapt customer privacy policies in order to reinforce their right to transparency and make progress in the
management of their privacy and data protection rights. In accordance with regulatory requirements,
Inditex formally appointed a corporate Data Protection officer in 2017 for all Group entities.

LEGAL

 Not working in compliance with the law can bring the retailer in a lot of distress as consumer and employees
can bring forth a law suit against them if contracts and terms and conditions have not been made or met.
Consumers are protected from business by the consumer protection act 1987 which protects consumers
from, defective products, safety of the product and giving a misleading price indication, if Bershka is not
careful with these compliances then customers are well within the rights to sue the company under this act.
Bershka is also venerable to law suits made by employees if there need are not met by the Employment Act
2008 which states that employees should receive minimum wage and any disputes should be dealt with
fairly.

ENVIROMENTAL-

 The brand works towards sustainable development. 45% of the energy consumption at the logistic centre
and stores comes from renewable sources.

 The products, packing and packaging materials (cardboard and plastic bags, labels, protective elements) on
the market that must be adequately managed by authorized managers. Therefore, Inditex adheres to the
Packing and Packaging Management Integrated Systems available in the markets where it operates. This
means that every Inditex brand pays an authorized not-for-profit managing entity in each country (for
instance, in Spain) the cost involved in the collection and management of waste generated by the stores,
ensuring that they are recycled suitably.

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  Reduce in emission of greenhouse gas by 29% over the past four years.

Competitor analysis of Bershka, H&M, & Forever21.

Bershka, H&M, forever 21 Year over Year trend analysis -

From the trend lines, it's obvious that H&M is most popular among customers in the US, Bershka is doing moderate
compared to the H&M and Forever21 is at the third, far down below.
If you look closely at the trend lines, you will find a very interesting data in it. Look at the huge spikes indicated by
the arrows between Nov and Dec of 2014, and 2015. These spikes are for the early week of Nov in 2014 and 2015
before the Black Friday and Cyber Monday( the Second Spikes) in the US.
You can see that H&M have huge spikes relative to their competitors in 2014 and also in 2015. In fact, during Nov
2015 it had reached the highest point during the entire time period. It looks like that H&M is doing huge discount
sales before the arrival of Black Friday and Cyber Monday and customers are responding to it positively.
But in 2016, the spike during this time was totally gone. In 2016, I don't know why? but H&M management decided
to stop being awesome and joined the herd with their competitors. A very bad move by the management. You can
clearly see how you can use these data from Google trends to avoid these kinds of mistakes.

Even though H&M did a very Rookie mistake, still look at the above pic, they are totally dominating all over the US.
Not in one state but in all of them. H&M has more popularity among customers than their any other competitors.

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 6

Bershka
3
H&M
Forever21
2

0
Jan-14 Jan-15 Jan-16

STP

SEGMENTATION
Traditional apparel brands differentiated from new products every once in a season, launching new products every
two weeks, and entering the market with fast fashion brands reflecting customer’s taste.

TARGETING
It is made up of 58% of women’s clothing, 22% of men’s clothing, and 20% of children’s clothing. It targets a wide
age range from 0 to 45 years old.

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A woman in her late teens who lives in a large city in her late thirties and whose income level is intermediate
between the luxury market and the low-end market, and targets fashion and trend-conscious consumers.

POSITIONING
We offer high-quality style products reflecting the latest trends at mid-price.
The quality of the products of Bershka reflects the fashion codes leading to the middle and upper level. Consumers
are provided with the latest style of general luxury goods through Bershka, and stimulate consumers’ desire to
purchase sensible prices at a reasonable price.

REFERENCES

New market’ Bershka

https://stylesage.co/blog/the-anatomy-of-entering-a-new-market-bershka/ Accessed on 1-02-19

oxford street uk

https://www.campaignlive.co.uk/article/retail-choice-bershka-oxford-street/532983 Accessed on 5-02-19

prnews shoho, Bershka

https://www.prnewswire.com/news-releases/bershka-hello-soho-300538749.html Accessed on 19-02-19

smart local, ‘Bershka clothing’

https://thesmartlocal.com/sg/general-clothing/1237-bershka Accessed on 10-02-19

retail market, ‘marketing strategies’

https://www.retailgazette.co.uk/blog/2018/12/bershka-cardiff-welsh-regional-flagship-new-store/

Accessed on 9-02-19

Bershka, ‘latest collection’

https://evoke.ie/2018/06/30/style/fashion-fix/latest-bershka-we-believe-collection-zara Accessed on 25-01-19

https://www.proessay.com/bershka-term-paper/ Accessed on 20-01-19

Annual report, ‘HR policies’

https://www.inditex.com/article?articleId=552792 Accessed on 17-01-19

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Fashion market, ‘bussiness opportunities, current trends,’

https://journalbitcoin.com/global-fast-fashion-market-2019-business-opportunities-current-trends-zara-handm-
uniqlo-forever-21-topshop-gap-pull-and-bear-bershka-river-island-rue21/ Accessed on 14-01-19

https://www.owler.com/company/bershka Accessed on 14-01-19

https://www.businessoffashion.com/articles/careers/announcing-bershka-the-modist-toteme Accessed on 18-01-19

https://creately.com/diagram/example/htyqvy06/swot%20analysis%20for%20bershka Accessed on 18-01-19

https://www.google.com/amp/s/stylesage.co/blog/the-anatomy-of-entering-a-new-market-bershka/amp/ Accessed
on 25-01-19

https://in.fashionnetwork.com/news/Seven-new-global-brands-enter-India-in-H1-2017-
CBRE,860015.html#.XGLuGWlN2yU Accessed on 25-01-19

https://us.fashionnetwork.com/news/Inditex-launches-new-brand-identity-for-Bershka,575354.html#.XGLveVwzZPY
Accessed on 30-01-19

https://mobile.abc.net.au/news/2016-04-20/australian-fashion-report3a-how-do-your-favourite-retailers-
ra/7342040 Accessed on 30-01-19

https://www.fibre2fashion.com/news/textiles-technology-news/infor-partners-iccg-to-digitally-drive-fashion-in-
india-247431-newsdetails.htm Accessed on 27-01-19

https://www.fibre2fashion.com/news/textiles-technology-news/infor-partners-iccg-to-digitally-drive-fashion-in-
india-247431-newsdetails.htm Accessed on 2-02-19

https://www.fibre2fashion.com/news/apparel-announcement-news/h-m-to-accelerate-transformation-on-
digitalisation-246860-newsdetails.htm Accessed on 26 -01-19

https://fashionbi.com/brands/bershka/info

https://prezi.com/d-xtyyw4b2wt/bershka/ Accessed on 8-02-19

http://www.wikiwealth.com/swot-analysis:bershka Accessed on 5-02-19

https://steemit.com/business/@wmforum/bershka-a-success-story Accessed on 3-02-19

https://www.proessay.com/bershka-term-paper/ Accessed on 21-01-19

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