Positioning

Mainly:
MOISELLE LIMTED segmented a niche market in the apparel market to

specialize in design, development, manufacturing, retailing and wholesale the

whole production process are done by itself.

The success depends on two main elements: ‘quality’ and ‘quantity’,

implemented high quality but limited quantity.

We would like to create a unique, comfortable, and elegant style, ‘Moiselle

Style’.

By product line:
 MOISELLE

The middle high-end fashion brand, appeal to versatile modern women (25-

55)

looking for both elegant daywear and glamorous evening dresses for special

occasion.
It is designed by Hong Kong professional designers with unique designs and

made

from excellent European materials.

 mademoiselle

It is a high-end fashion with modern romance and European classic styles in

order to serve with 20-49 contemporary voguish ladies.

The differentiated design and cutting with high quality material is made for

easy to mix and match either ready-to-wear or glamorous evening dresses for

occasions.

 IMAROON

It is a diffusion line with a wide range playful, delicately designed fashion

outfit, made for young and chic ladies(16-32), easy to mix and match for

everyday pleasant mood.

To catch up with the international trend and tailor-made for petite body

shape of oriental figures. It combined both elements from Japanese and

European fashion concept, inspiring the distinctive “Japo-Euro” style, plus

beautiful comfortable and fit cutting.

Competitive analysis:
In Hong Kong

 Gitti:

It segmented into 20-45 modern ladies, designed by European and

American styles, and promoted leisurable and relaxing lifestyle.

The wide-range size from S to XXXXXL, and tailor-made services are

their main strategies.

 Vcocca:

It is a fashion brand that aims to provide trendy design and good quality

products to customers aged 20-35, produced a variety of products

including

smart executive wear, sophisticated feminine apparel, and stylish casual

coordinates
 Veeko Limited (Hong Kong Stock no.1173)

Market Size:

Hong Kong: 50 outlets

China: 140 outlets

➢ Wanko

It is established in 1984, offers a wide range of elegant executive wears

for office ladies aged 20-36

➢ Veeko

It targets in smart casual and ready-to –wear fashion to those trendy

ladies (16-29)

 bread n butter
 It dresses up the daily life from work to weekend; meetings to parties, it

combined stylish design with finest detailing to create a happy chic style

for loveable young ladies.

 Suzuya

It was originated from Japan. Her design includes set-up, pants, one-

piece, blouse.etc. Her strategy emphasizes on "Executive Ladies" wear.

Recently, SUZUYA also developed a series of casual wear suitable for

wear in office and after work.

In China

 PORTS © INTERNATIONAL

Size: More than 75 outlets cover no more less than 30 cities.

It was founded in Canada in 1961 by Mr. Luke Tanabe.

It represents multiple residencies and chic urban living, global

connectedness, not only in technology, but especially in culture, cuisine

and style.
 It represents a love for affordable luxuries, the brand became

synonymous with understated style and top quality with its simple,

elegant designs.

 MARC BY MARC JACOBS

Size: 16 shops

It is launched in 2000 which is the less expensive diffusion line by MARC

JACOBS (global luxury brand) are also extremely popular.

It provided various ready-to-wear and accessory collections that are also

widely available at leading department stores around the globe

 EQ:IQ

Size: 24 stores

It is launched in 1999, provided various unique designed ready-to-wear

for women to sure herself among personal styles and personality

(Independent, Confident, and Ageless).

 JORYA

Size: 84 outlets.
The theme of eternity, perfection and elegance is distinguished

characteristic of itself.

It used hand tailored palettes and fine hand tailoring of high-grade

fashion to demonstrate the exquisite individuality of metropolitan

women.
Evaluation, Monitoring, Control

Introduction to evaluation, monitoring and control plan:

This part is intended to outline both external and internal evaluation of

Moiselle’s corporate strategy.

The context of focus in the plan is shown below.

Priority

Customer Brand Image 1

Corporate Production 2

Staff 3
 Franchisees 4

Competitor Copycat 5

Evaluation is a research. It is a research for existing performance, to see if

they achieve corporate goals. And formative evaluation is used, focusing on

constant check upon organizational performance.

Monitoring is indicator. They are sets of performance indicators used to check

upon performance quantitatively. They allow management to take corrective

actions at a high speed.

Control is the next step of monitoring. Control is corrective actions

minimizing the gap between expected performance and actual performance.

It requires continuity.
 Knowing how these three elements mean to a corporation we start to use

them.

Bullet points of 3 plans:

Evaluation Monitoring Control

1. Brand Image  A comprehensive CRM  Any negative  Start 3 six sigma

program perception of brand programs per year

 Depth interviews image should be to tackle unmet

 Warn calls followed customer needs by

 Tolerance to results from

complaint is set to 2 interviews and

per season calls

2. Production -----------------For Inputs from Europe:---------------

 Subscription of  Nil  Nil

European fashion trend

 for designers

 Join European fashion

shows

 Check customer

acceptance of new

European fashion style

by test marketing in

branches

---------------For design team in HK: ---------------

 Evaluate historical and  Each designer’s less-  Alter design to

present performance of than-five pieces sales cater customer’s

each designer in terms for 2 season is in need: Direct call

of the sales alarm from designs to

 Staff’s loyalty  Disloyal conduct customer etc.

check  Motivational

activities:

Gathering etc.
 ---------------For outputs in China---------------

 Check any aspect we  Not more than 0.01%  Collection of

can cut cost fabric is wasted design works as

 Any stolen design  Zero case of soon as

graphs dishonest conduct production work

 Interviews with worker and behavior finishes every day

to optimize working  QC team

condition established

 Develop faster

production

process

3. Staff  Evaluated by  Personal service rate  Centralized

(salesperson) interactions recorded higher than 8.5 training centre

by CRM, if needed, (Max. 10 score )  Calls to

 adjust training context salespersons from

 Short opinion form GM if any

after every transaction complaints

4. Franchisees  Interviews with  Check financial  Interviews with

franchisees in regard report per half franchise shops

with corporate culture month (7-9% growth not meeting

and operational needs per season) requirements

 Check sales  Stock rate: Lower

 Check stock rate & than20 times of

draggy sales goods sold per

 Check visitor rate month

 100 visitor rate over

30 m² per half

month

5. Copycats  Calculate the number of  Not over 55  Take actions to

copycats constantly eliminate copycats

(30-40 now) if the number

exceeds criteria
Aim and Objectives:

We have five aims of this evaluation.

 Brand Image

Evaluation:

This is the first one and the most important one. This is to throw lights

on the effectiveness of image-building work mainly in China market by

starting a comprehensive CRM program. Mentioned by the CEO, Chan

Yum Kit, the major purpose of expansion in Mainland China is to

establish brand equity and image, with low concern of financial

performance at the first stage.

We use contact in CRM database to conduct 30 depth interviews and

100 warm calls interviews. They are asked:

➢ Perception of brand
 ➢ Product quality

➢ Service quality (during purchase and after-sales)

Monitoring:

Any negative perception is followed to pinpoint weaknesses of

Moiselle. More than 3 complaints for each branches or franchise shop

per season are unacceptable. If so, corrective actions should be taken.

Control:

3 six sigma programs will be conducted per years, optimizing overall

performance. Every six sigma project is started from “VOC” (Voice of

Customer), showing a customer-orientation that suits marketing’s

philosophy.
  Production

Second objective is to analyze the production by evaluating supply

chain. This part is separated into 3 categories:

Production Line
For inputs from Europe

Evaluation:

Subscription of secondary data such as magazines and trend report

put our designers into the spurof the European fashion trend. Taking

part in European fashion show as a viewer would be beneficial.

(Observation) And test marketing is done to check acceptance of new

design concepts from Europe, if positive, those concepts might be

considered for designer’s production.

Monitoring and control plan are excluded due to we are unable to

monitor and control the European market.

For Design Team in Hong Kong

Evaluation:

Management is not supposed to evaluate designer’s performance by

only observation and own perception. They should assess theirs by

actual figure – sales of their design work. Past and present sales

records are looked into.

In addition to sales figure, designer’s loyalty is checked by indirect

approaches. This can only be done by observation, seeing any disloyal

actions like contract with competitor firms.

Monitoring:

If less than 5 pieces of product in 2 seasons are sold, designer of those

products should be interviewed for further investigation.

Control:

After getting customer’s feedback from CRM program, design team is

required to alter their work to more cater customer’s needs and wants.

Direct calls from designers of complained product is effective.

Motivational activities like gathering are planned for relationship

construction within design team.

We use customer’s feedback and sales of designers’ product to

evaluate their performance. If they get good sales records, they are sent

to Europe for short term training.

For outputs in China

Evaluation:

Evaluation team should take any aspect that allows further lower cost

into inspection. It should work with plant manager to search any case

of design being stolen, then focusing on weak points that make such

case more possible.

Evaluation of chance of lowering production cost is conducted.

Managers and workers in plant are interviewed in trying to cut cost

while maintaining quality.

We will check all the working condition in the plant. We will collect

worker’s opinion to find out any place that needs adjustment because

they know what they need to work faster and more efficient best.

Monitoring:

Not more than 0.01% of fabric is wasted as a monitoring criteria. Any

dishonest conduct is banned and anyone who commits it is fired

immediately as a warning to others.

Control:

Plant manager is responsible to safeguard design work. So, collection

of design work right after every day production is a must.

We have to have a superb Quality Control (QC) on every detailed

element in the supply chain.

Development of production with high accuracy and efficiency matters.

Plant manager is then asked to prepare such report per season.

 Staff

Evaluation:
Third objective is planned to check upon the service quality. As the

target market of Moiselle has extreme high expectation of service

offered, personality, attitude, and gesture are critical elements when

delivering customer service. General Manager will check regularly the

CRM database seeing interactions customer has with Moiselle.

We will deliver short opinion form after every transaction. We use

them to get immediate feedback. They are recorded in the CRM

database as well.

Monitoring:

Personal service rate achieve more than 8.5 as a past rate, with 10 as

the maximum.

Control:

Centralized training centre ensures standardized service quality. And

we have a better control over servicers. Corporate culture is started to

instill into their minds. A list of Key performance indicators (KPI) is

introduced.
 KPI

Smile 4 levels

Welcome words and good 4-5 sets

bye words

Usage of CRM program Speed, accuracy,

piracy, kindness

Fashion knowledge Company’s

requirement

On the other hand, GM will have direct calls to salesperson in case of

serious complaints.

 Franchisees
Forth objective is planned to check upon the performance of

franchisees during expansion in China before Moiselle has further

expansion in China.

Evaluation:

This part will be a series of interviews with franchisees, with aims of

better renew of corporate culture and concern of their operational

needs. We offer help.

➢ Sales of every franchise are checked.

➢ Stock rate and draggy sales are checked.

➢ Visitor rate is checked.

Monitoring:

Sales per season are required to have 7-9% growth at minimum. Stock

rate is demanded to reach lower than 20 times of goods sold per

month. 100 visitor rates per half month over 30 m² are obliged.
Example: One franchisee in China
Sales 1st season: HKD 100,000

2nd season: HKD 107,000

Percentage growth: 7% increase

Stock rate Goods sold per month: 25 items

(25*10=250)

Stock: 197 items

Visitor rate Shop area: 39 m² in China

(39/30*100=130 visitor rate)

Visitor rate for recent half month: 68

Control:
 Interviews with franchise shops that cannot meet operational

requirements will ask:

➢ Reasons

➢ Any help needed

We will decrease the similar possibility by leveraging encountered case

onto other shops. They are documented and used.

 Copycats

Evaluation:

Secret investigation will be conducted. By calculating the number of

copycats on a regular basis, we evaluate other things as well:

➢ Number of copycats

➢ Quality of their products

➢ Distribution channels (Outlets and production plant)

 Monitoring:

In case of the number increased to over 55 we take action as a control

approach.

Control:

We should first have a clear acknowledge of legal actions we can take.

And relationships with Chinese legal enforcement authorities are pivot

when we take actions to stop copycats. We should take efforts to do this

from right on.

Methods / Implementation Plan of evaluation:

In order to achieve these objectives we propose a 6-stage process.

Stage 1. – (by August 2009) Establishment of Customer Relationship

Management (CRM) Database

 This will provide every interaction customer has with Moiselle

including complaints, number of purchase, payment preference, more

importantly, their reactions on products.

 All the details will be recorded and leveraged to have (1) direct

marketing and (2) self-improvement for sustainability.

 Contacts provided by the CRM database are used in the next stage.

Stage 2. – (by August 2009) Interviews with customer

 We then use to contacts provided by the CRM database to conduct 2

activities. And we separate customer by three levels during interviews.

➢ Heavy Users

They are customers who have the most frequent purchases

and the amount of money spent between HKD 20,000 and

50,000 per season.

 ➢ Moderate Users

Spending HKD 7,000 to 20,000 per season, these users are

interested in several brands like Moiselle.

➢ Light Users

With HKD 500 to 7,000 spending in Moiselle per season,

they are targeted to cultivate loyalty.

 Depth interviews with a sample of 10 in each Chinese city in where

Moiselle implanted its branches and it will develop.

 Warm Calls are followed to allow Moiselle to grab customer

suggestions and feedback in a wider scope than depth interviews and

at a lower cost. They are asked:

➢ How they perceive brand of Moiselle (to see if our

positioning strategy is effective)

➢ For their satisfaction of service and products.

➢ The product life cycle.

➢ What influence their purchasing decision

 Relationship marketing is intelligence amid such competitive fashion

market by having more intimate communications between branches

and their customer in their areas.

Stage 3. – (by September 2009) Investigation of branches in China

 Both financial and non-financial performance of franchisees should

be looked at closely to prevent brand image from getting worse.

 Interviews with franchisee partners regarding their needs will be

conducted.

Stage 4. – (by November 2009) Research of Copycats in China

 Moiselle is proposed to have a close eye on copycats in terms of their

number, their product and design, and their ways to copy our designs.

 It is done by observation as well as primary data.

  Pretending clients of them would know more about how they operate.

Stage 5. – (by December 2009) Case studies for future development

 Great fashion boutiques similar to us in Europe are researched for any

inspiration of how we do business.

 Loyalty programs and marketing activities can be revised with

proactive application by Moiselle.

Stage 6. – (by February 2010) Report on evaluation results

 Results are delivered and communicated to all employees in company.

 Further monitoring and control plan are then developed with

reference of the evaluation results.

Resources used in evaluation:

Resources are categorized into 2 kinds – financial and human resources.

Financial resources are shown in the appendix while Human resources are

about staff. The majority of the work will be undertaken by an evaluation

team, with planning and management support and advice from the Board.