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Assignment 2: Market
Due Week 8 and worth 300 points
This assignment is a continuation of Assignment 1.
Write a six to seven (6-7) page paper in which you:
1. Determine any strategic partnerships the department store chain
could develop that would help promote the higher-ranged-priced
products and support the expansion in the west coast.
2. Construct a strategy for managing the higher-ranged product
brands. Provide a rationale for your strategy.
3. Develop a pricing strategy for the higher-ranged products.
Provide a rationale for your strategy.
4. Generate at least two (2) ideas for sales promotion,
advertising, and sale promotion strategies.
5. Select and outline a digital strategy. Provide a rationale for
your strategy.
6. Design a plan to measure marketing performance. Provide a
rationale for your strategy.
7. Use at least three (3) quality references. Note: Wikipedia and
other Websites do not quality as 

Assignment 1: Marketing Strategy Implementation – Part1
Janeth Roo
Professor: Charlene Walters
MKT 475

Marketing Plan
	The author of this report has been asked to take on the role of a
Chief Marketing Officer of a United States department chain that
competes on the same level as Macy’s and Nordstrom’s. As part of
the plan, the overall strategy will be enumerated and discussed,
the product/market boundaries will be looked at, the marketing
segmentation strategy will be identified, the customer relationship
management strategy will be described, the general strategy of
collecting information about potential customers will be given and
all of the above will be buttressed and reinforced with three
academic and scholarly resources. While taking on the role of
marketing leader in a retail environment can be complex and
difficult, there are several core strategies that should always be
present and they are not hard to understand conceptually.
	The overall marketing-driven strategy is going to be dictated in
large part by the fact that the direct competitors of this
theoretical store are competitors to Macy’s and Nordstrom’s. Those
two stores are certainly not known for budget-priced items and this
theoretical store would not be either. The marketing-driven
strategy that shall be used for this new store is bringing a taste
of the good life to more people without breaking the bank. This
will be done through customer-focused campaigns like annual sales,
private sales for repeat and/or signed up customers and no interest
financing for higher-end items like the more expensive handbags and
jewelry. Credit will not be extended liberally to high-risk credit
profiles but medium to middle/high wage earners that want to
frequent the store will be embraced and pointed to the goods they
desire and not towards what is not desired. The rationale behind
the above is that this third store needs to carry itself in the
same general way as Macy’s and Nordstrom’s as they are direct
competitors. However, taking a full-on copycat approach will not be
the way to go and this third store needs to establish its own niche
and identity as a brand. Imitation is the norm in retail stores and
store brand items but this is not remotely the case with more
expensive goods. In addition, there have been requested or enacted
pieces of legislation that directly combat direct knockoffs (Port,
2012). Beats headphones, for example, are Beats headphones and
anything else that is copying them is fairly obvious and a cheap
way out. If this third store sold Beats headphones, they should
absolutely not sell any of the knockoffs at any time or for any
	The product/market boundaries are the next subject and this has
already been covered in part by the prior sentences. Certainly,
most of the wares will in no way correspond or correlate to
traditional discount stores like Wal-Mart or Target. There might be
some scant shared products but it will not be that much. There will
be some comparison to middle-range stores like Kohl’s and
Dillard’s. However, while the price point for purses and handbags
might very well start in the $50+ range, most shoes, clothes and
handbags/purses will start mostly in the $75-100 range and go up
from there. Goods that are not reputable and desired by more
discerning shoppers will not be sold at this chain. By reputable,
that would refer to goods that wear out prematurely and/or are
clearly not of higher quality. The rationale behind the above is
that this store will not sell goods that will wear out in short
order as this is absolutely unacceptable and impermissible when
this much money is being spent. This goes double for goods that are
on the upper crust. For example, a high-end watch whose band breaks
inside of a week is not something that can be left unanswered if it
becomes a pattern. The rationale about the higher-end brands is
that this store will not be a discount/bargain chain.
	While the cheaper and lower quality goods will not be carried by
this store, there is still going to be a clear segmentation of
product lines. For example, some brand names tend to or always
start at a high price point. One such example is Jimmy Choo.
However, other brands like Coach and Burberry have more tiered
offerings. Coach is a great example because their lower-priced
purses and handbags start at roughly two to three hundred dollars
but they also sell higher end purses that are one thousand dollars
or more. There will be demarcated sections for each tier. The
higher end goods will be secured in locked cases but there will be
people present that will offer a full service experience. For the
lesser priced good, they will be freely available to touch and
inspect and staff will be on standby to offer assistance but not in
a pushy or commission-driven fashion as this does tend to turn off
people. A simple “can we are of any assistance” will be offered but
nothing beyond that if the customer declines. The more “full
service” option will appeal to people’s greed and desires of being
treated like a high-end customer and this is as it should be since
those customers will bring more revenue to the store at the end of
the day. To put the above in simple terms, there will be no
lower-end goods but there will be middle-tier and upper. The former
will be given support as needed or requested and the latter will
get the full service experience. The rationale behind the
segmentation above is that all of the goods will be of a higher
price but some prices are higher than others and the level of
service should adjust accordingly as the profit to be had is higher
and so is the attractiveness to customers of experiencing that for
themselves. Obviously, not just anyone can buy a thousand dollar
Coach Purse but it can be an occasional splurge for anyone that is
willing to save their pennies and take a dive, if only one time in
a great while.
	Another form of segmentation will stem from the fact that the
stores in question are going to be operating in different parts of
the country. This means different cost of livings, different
cultural and fashion trends and so forth. For example, the East
Coast and the South are entirely different in terms of racial
composition, income levels and brand preferences. Some brands are
prolific in all metro areas like Coach and such but it can get
murky beyond the normal mainstays. For example, the South contains
one seismic fashion city in the form of Atlanta. The brand names
and trends in Atlanta are going to be entirely different than, let
us say, New York because the mindsets and trends are entirely
different. One reason is race and ethnicity. New York is a
cornucopia of a lot of different races and cultures and is roughly
double the size of Atlanta. On the other hand, Atlanta proper is
2:1 black/white and black culture has sprouted up its own
preferences and even its own brand names such as FUBU and Sean
John. Taken even further, Air Jordan tennis shoes might be a bit
out of place at a high-end store in some areas of the east coast
and northern United States but they would fit right in within
Atlanta stores as they are highly in demand and the resale market
is off the charts. Some decry pointing this out as being racial or
even racist, but the desire of stores is to cater to the customers
and the customers generally expect or demand that anyway. Such
segmentation should not be ridiculous but the individual regions of
stores should be customized to fit what is desired for that region
so long as it fits into the price point and image of the store. The
segmentation rationale for this part is obvious and justifiable
since different parts of the country have different cultures,
preferences and favorite brands so not all of the stores should be
identical. They will be similar but they will not be the same from
region to region in most cases (Crockett, 2009).
	The overall customer relationship strategy will be much more
inclusive as it will make use of a “club” for people to sign up
for. There will be no cost associated with the program and the
people that participate will be rewarded for following the store’s
sales and items through the advertising of private sales and other
offers that the rest of the buying public will not be aware of.
While no money will be collected to join the club, the use of the
card with every checkout will be wielded and used exactly like is
done with other such clubs and websites like Amazon.com as the
buying habits of each person will be used to customize the price
points and brands that they like. For example, if someone buys a
Coach purse, they can be presented with store-bound or even special
order Coach Wares like other purses, clutches, shoes and so forth.
The non-cost and huge upsides of being part of the club will be
advertised extensively throughout the store and the salespeople
will stress that there are no costs or unwanted marketing. They can
always decline marketing emails or notifications if they wish but
they can also tailor and customize what they are interested in
rather than relying on items actually bought alone. This allows the
customer to tell the store exactly what they are in the market for
and how much they are willing to spend. The preferences and trends
realized from this club and the information tracked could also be
pivotal in assessing what should be stocked more in the stores and
perhaps what should be phased out or at least limited to special
orders. An extensive online portal for the store that allows for
easy browsing, management of marketing preferences and brand
favorites for the shopper’s club and so forth will aim to give a
customer all the selection and such they seek from vendors like
Amazon but in the form of a legitimate brick and mortar store that
sells high-end goods straight from the source rather than through
one or more third parties. Such third-party sale techniques are
pervasive on Amazon and other vendors and this can lead to problems
regarding authenticity and brand image unless the maker sells
directly through Amazon. For high-end goods, this is rare. Using
the cards and such has an easy rationale as it allows targeted and
low-key marketing and customers do not have to participate if they
do not want to. However, they have a strong incentive to do so. As
such, getting buy-in and participation will not require a lot of
arm-twisting (Treanor, 2010).
The collecting of information will largely be limited to the
customer sales and marketing club mentioned before. However,
something that cannot really be done in brick and mortar stores but
what is done extensively on websites is to have people’s browsing
habits and purchases logged. Even if a person does not register for
or log into their account, the use of internet browser cookies can
be used to track and remember what was looked at. This alone is all
that is needed to show similar goods of the same brand, type and
price point. Should a user sign up, this allows for all of the same
benefits but can be tracked over multiple computers, the things
actually bought online or with the shopper card will be available
regardless and this makes it all the more easier to effectively
market to someone without being pushy or wasting a lot of paper and
ink. However, to retain the ethics and politeness that is expected
in an age where privacy is harder and harder to attain, customers
can opt out of email or snail mail campaigns but the tracking of
browsing and buying is harmless. Customers who wish to avoid that
can use private internet sessions or public computers to do
browsing if they really do not want to be tracked. The rationale
behind all of this is that the information can be collected to
cater the experience to each customer and thus generate more sales.
However, customers have a high degree of control about what is and
is not sent to them or otherwise thrown their way should they
choose to exercise those options. The rationale behind this is that
the information collected is needed but the collection is not done
if the customer prefers it not happen.
	As stated in the introduction, marketing is not rocket science but
it has to be done in an effective and correct way. This includes
catering to the customers and finding out what they like and crave
but not to a degree that infringes on their privacy or desire to
just be left to shop in peace. Salespeople will not be pushy but
they will provide the full level of service necessary to get their
dollar. Even if a sale cannot be made every time and even though
many customers just come in to browse, leaving a good impression
will make it much more likely that they will choose this third
retailer over competitors like Macy’s, Nordstrom’s or others.

Crockett, D. (2009). Marketing blackness: Using race to sell
products. Business & Economic 
Review, 55(3), 6-9.
Port, K. L. (2012). A case against the ACTA. Cardozo Law Review,
33(3), 1131-1183.
Treanor, T. (2010). Amazon: Love them? Hate them? Let’s follow the
money. Publishing 
Research Quarterly, 26(2), 119-128. doi:10.1007/s12109-010-9162-7

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