澳洲代写论文服务

五年专注新西兰论文代写 信誉保证
turnitin检测 保证原创率 高分通过

本公司成立以来,在澳洲代写论文领域获得了不错的口碑,98%以上的客户顺利通过..欢迎大家进行咨询和享受公司为你提供的全方位服务!不论你的英语论文有多难,deadline有多急,我们将给你带来最专业可靠的澳洲代写论文服务。

Order Now

Introduction to Sportsgirl 代写

    3.0 Analysis
     Introduction to Sportsgirl 代写
    3.1 Introduction to Sportsgirl
    Sportsgirl has built itself as Australia’s most outstanding fashion brand over the past seven decades, since the first Sportsgirl store was opened in 1948 in Melbourne. Sportsgirl is a girls’ clothing chain, owned and operated by the Sussan Retail Group. Its stores are basically in every mall now, especially marketed for teenage girls. Sportsgirl has three lines: normal, vintage, designer collaboration.Ithas grown from a boutique store to one of the four major Australian fashion brands, including Sportsgirl, Jayjays, City Beach and Supre. Sportsgirl is to Australians as TopShop is to British. Generally speaking, Sportsgirl has amounts of similarities with H&M and ZARA. In this kind of clothing shops, customers can easily grasp the fashion trends, but pay much less than in the big brand shops, such as Burberry, Kate Spade and so on.
    3.2 CRM Strategy in Sportsgirl
    Irrespective of whether business customers are consumers or associations, the most important job of the marketing department is to entirely acquaint with their needs and offer the relevant productions as early as possible to meet the needs (Nyarku, 2013). Sportsgirl’s products are vogue and fresh. On the basis of its style, Sportsgirl markets on the modern ladies after reinventing itself over a period of time. CRM aims to create and deliver value to targeted audiences at a sustainable profit. It clearly defines the targeted audiences pursing new fashion with low prices, not focusing much on the quality. Due to fashion changing in every moment, the ladies’ closets will always vary. They pay more attention to the design, the quantity, also the price. They need quantities of clothes to follow the ELLE’s editors’ advice on dressing. The lower price is one of the most attractive and obvious advantage of Sportsgirl.
     
    Customers’ value is the next resource of competitive advantage. It is equal to say that, the basic factor to determine the result of competition between the corporations is to establish the quality relationships with customers by the means of creating the values for them (Wodourff, 1997). This strategy will occupy the customer resource permanently. Sportsgirl really puts itself on customers’ shoes, and creates value as much as possible for them.The young girls’ aims are clear. On account of that, Sportsgirl set its CRM strategies on the following aspects, price, styles, shopping experience and communication.Theirobjectives areprey to the predilections of customers and retaining them, simple but significant.
     
    Sportsgirl implies the particular CRM strategiesin its own style. Sportsgirl prices the products lower and changes the styles faster. Sportsgirl also carefully keeps the shopping experience more pleasant by its particular live music shows and celebrity events at stores. The flagship store in Melbourne, designed by HMKM, is not just a shopping place and also a hangout, which focuses on the interaction shopping experience. The managers grasp the thoughts of customers. They not only sell clothes, but also express to the customers a lifestyle with freshness and vitality.
     
    After having the consciousness of the company’s potential resource is from the aiming group’s lifestyle, which is combining with the Internet, Sportsgirl determine to run the e-commerce to make online shopping available for its customers, which is a familiar and convenient way to the customers. On the website, they also organize a forum to the customers communicating. The employees of Sportsgirl also join the forum, which makes the communications closer than other brand. The employees can solve the problems for the customers. Meanwhile, Sportsgirl effectively uses social networking site like Facebook, and Twitter to promote and propagatethe products.
     Introduction to Sportsgirl 代写
     
    From the approaches listed above, it is easy to find that the most outstanding strength to Sportsgirl is innovation and creativeness. This particular strength just accords with the aiming group’s characteristics and habits, simultaneously becomes a symbol of fantastic culture.
     
    The drastic challenges and competition of the fashion market did not beat down Sportsgirl. The implement of its CRM even makes it stronger and it has emerged as a public praise brand. It has more than 100 retail stores across the nation. This fact can clearly show the implement of its CRM is successful. The CRM strategy really shortens the distance between the buyers and sellers and conveys a life style to the mass. 
     Introduction to Sportsgirl 代写
     
    3.3 Competitions with H&M and ZARA
    H&M objects to lower costs combined with differentiation in its strategy (Tripa and Cuc, 2007). ZARA tries to be more fashionable for reasonable prices, so ZARA is more expensive than H&M for better qualities (Muhammed and Iskra, 2013). Compared with them, Sportsgirl has a better reputation than ZARA and H&M. Sportsgirl combined the lower costs and better qualities, which most customers admit. Also, Sportsgirl instills energy and own features into the brand by creating wonderful shopping experience. Ameliorating their customer’s online experience is to maintain and enhance Sportsgirl’s brand leadership. ZARA and H&M are like clothes supermarket, although they can offer the low-price clothes, the disordering scene of shopping always makes customers disturbed. Nevertheless, Sportsgirl’s live music shows and celebrity events make customers keen on shopping in its stores.Generally speaking, when the rate of maintaining the customers promotes 5%, the profit will promote 85%. One customer is unsatisfied with the shopping experience, he or she will tell 8 to 10 person averagely (Reiehhe, 1993). Sportsgirl’s CRM strategy improves shopping to entertainment, which defeat ZARA and H&M by keeping the customers stably.
     
     
     
     
     
     
     
     
      Introduction to Sportsgirl 代写
    Reference
    1.      Cuc, S. &Tripa, S. (2007). Strategy and Sustainable Competitive Advantage: The Case of Zara Fashion Chain. Fascicle of Management and Technological Engineering, 6, 2521-2524.
    2.      Muhammed, K.Ö., &Iskra H. (2013). Fashion Industry Supply Chain Issues: Zara (Azel France). European Researcher, Vol. (47):No. 4-3.
    3.      Nyarku, K.M.(2013).Assessing Customer Relationship Management (CRM) Practices at National Investment Bank (NIB) Ghana Limited: (A Study of the Cape Coast Branch).International Journal of Advances in Management and Economics, Vol.2:151-162.
    4.      Reichheld.F.F. (1993). Loyalty Based Management. Harvard Business Review,Vol.71: PP.64-73.
    5.      Woodurff, R. (1997).Customer Value: the Next Source of Competitive Advantage. Journal of the Academy of Marketing Science, 25(2): PP.139-153.