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Report for Innovation and Customer Experience 

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Report for Innovation and Customer Experience 

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Accessed 11th April 2022

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In 1987, Ruth and Tom founded Matches Fashion, which was then known as Matches, in Wimbledon (Business of Fashion, 2022).

They were the first multi-brand retailer in the UK to launch designers like Prada and Bottega into the market. The company currently maintains three stores in prime locations throughout the UK and in 2006 the company established its e-commerce site MatchesFashion.com (Business of Fashion, 2022).

In order to create a synonymous brand identity across several multimedia platforms, all were renamed to MatchesFashion.com in 2013 (Alexander, 2013). In 2017, the company gave up its majority stake to Apax Partners with the company being valued at $1 billion. Since Apax Partners have minimized debt for the company by 75% in 2021, helping MatchesFashion through the economic turmoil of the Coronavirus Pandemic (O'Connor, 2021).

The brand is a shining example of digital shopping, collaborating with style influencers to produce collections of apparel and accessories, themed stoppable edits, and online customized styling guidance available 24 hours a day, seven days a week (Business of Fashion, 2022).

Prada, Gucci, and Balenciaga to Saint Laurent and more are among the 650+ established and inventive designers available at MatchesFashion (Matches Fashion, 2022).

The most recent and prevalent change in the MatchesFashion company was Paolo De Cesare being hired as Chief Executive Officer in 2020; this is due to Ajay Kavan left the position vacant after only a year of working at MatchesFashion (Mondelak and Williams, 2021)

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Generally, Matches carries more expensive womenswear items upwards of £10,000, while the most expensive menswear item is £7,241 Tom Ford Raglan Sleeve Leather Jacket.

Majority of Womenswear items are below £1,000

Matches focuses on luxury merchandise, the “affordable” segment is minimal in comparison to high-end goods available

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Matches Store (87 Marylebone High St, London)

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Matches Store (87 Marylebone High St, London)

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- Sennait and Trishna Survey
- Gantt chart
- Porters 5 forces for MATCHES
- SWOT MATCHES
- Choose the executives + job descriptions

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https://www.retaildoc.com/blog/8-proven-strategies-for-retail-success

https://www.voguebusiness.com/sustainability/how-can-fashion-make-marketing-more-sustainable

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When you're looking for a Retail Sales Strategy that works, especially during Covid, it's simple: you need to be brilliant on the basics. I had been hired in my business consultant role by a man looking to open a new store.

After assessing the location and merchandise ideas, I turned to the would-be retailer and asked, "Who is your customer and why is she shopping with you?"

He replied, "I want everyone and everywhere, from old to young, guys, women, straight, gay - all of them." That sounded familiar, as one of the things no one told you about starting a business was that not everyone is your customer. So many new business owners think they can just put their arms around an entire town, region or state and be successful.
I have news for you, your arms aren't that wide. You have to narrow your focus...
The best retailers know who their target customers are and why those customers are shopping with them...

If you don't enjoy putting your own furniture together or you have the wherewithal to buy a couch someone else put together for you, then IKEA is not interested in courting you.

If you think a cup of coffee should be 50 cents with free refills served from a hot plate that keeps the generic liquid warm all day, then you are not a target for Starbucks.

Whether you are an experienced merchant or brand new, here are retail sales tips to grow your business:

9 proven strategies for how to grow your retail success

Know who your customers are, and who they aren't is the number one retail sales strategy for your small business success. Knowing keeps you from overestimating demand and helps you create a vibrant niche for your shop.

Court customers who can pay full price. The temptation is to chase the cheapskates - don't do it. You are buying their loyalty with your own lost profits. Yes you can buy closeouts and last year's items but there's a reason they are cheap - low demand. Stores exist to answer shoppers' one question, "What's new?" Good customers will pay for that. When you give care to what you buy for your store - once you really understand who your customers are - they will buy from you.

Attract new customers with great windows, an engaging website, a blog and social media. The logical step when you want to go after full-price customers is to give them a consistently high-quality experience. That means killer window displays that tempt desire with one grouping, rather than hard selling everything in-store. That means paying for a website that mirrors a high-quality experience with your hours, directions and what customers will get from coming in to your physical store. It means a blog that continues to help your customers do more with the items you carry. And it means a compelling social media strategy that includes Facebook, Instagram, YouTube and more.

Pay your employees more. There's a reason many a small retail business stays small - they think small and try to limit every cost. When you pay your sales staff more, you can expect more. Stores that pay higher wages with more full-timers have lower turnover and higher profitability. You have to see the hidden costs behind everything. Never compromise your store's ability to create an exceptional experience for your customers due to hiring whoever will work for the lowest wages.You are known for your compromises more than your successes in business.

Train your employees on an ongoing basis. The siren song for many retailers is hiring competitors' former employees because they're already trained. I would challenge you that they are trained - probably on the job with little followup - to work in that other store. That means they have a "right" way to do something - whether it's your way or not. Which means you inherit a system often at odds with your own. Take nothing for granted when it comes to how your employees answer the phone, greet a customer, sell your merchandise - even take out the trash. Retail sales training is a must.

Curate your merchandise SKUs. More lines, more models, more choice is not what customers are looking for. Your customers are looking for the best choice. That means you want to be a curator that organizes and presents a collection of products customers can clearly see have advantages over the competitors. (Signage can help you a lot here.)

Engage the customer in the best way. Notice I didn't say greet the customer. Merchants who station a greeter at the front of the store to parrot, Hi, how are you today? are not engaging, they're annoying. The best retailers, the ones who hire and train better, know the game is to engage the customer in a conversation. That doesn't mean to badger them with 100 questions or direct the customer to a kiosk but to encourage your sales associate to find a way to engage the customer in a back-and-forth dialogue. To be helpful. To be handy. To be human. To elevate the customer experience.

Invite shoppers to return often. The last thing your customers will take with them is how you sent them back into their own world. Thank you is fine but the best sales professionals find a way to come around the counter, thank the customer again for their purchase and invite them to return to your retail store. Friendly, engaged and memorable is still what is needed during Covid.

Livestream on Facebook and Instagram. Social media is for more than offering discounts, coupons and product shots. Using a livestream that answers potential customers' questions, teaches existing customers something new, and does it all with an authentic personality brings new eyeballs to your content and new foot traffic to your doors. Discover how 5 Independent Retailers Are Killing It With Facebook Live Video and remember it is called Facebook, not product book.
See also, How To Increase Units Per Transaction (UPT)In Sum
Get these nine proven retail sales techniques and strategies right and you'll be able to compete with showrooming, big boxes, and a landscape where even with business closures due to Covid there are simply too many places to buy too much of the same product.

And while you may have fewer customers walking in the door, those who do are motivated to buy, not just shop.

Don't just be nice to them, sell your merchandise.
To have Bob virtually train your crew how to sell your merchandise, not clerk it, check out SalesRX, his online learning platform.

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When you're looking for a Retail Sales Strategy that works, especially during Covid, it's simple: you need to be brilliant on the basics. I had been hired in my business consultant role by a man looking to open a new store.

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Reports for Innovation & Customer Experience 

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Reports for Innovation & Customer Experience 

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Puthiyamadam, T. & Reyes, J. (2018) Experience is Everything. Get it Right. PwC [online] [date accessed: 10 April 2022] https://www.pwc.com/us/en/zz-test/assets/pwc-consumer-intelligence-series-customer-experience.pdf

Other reports collected:

Chatzopoulos, C. G. & Weber, M. (2021) ‘Digitization and Lean Customer Experience Management: success factors and conditions, pitfalls and failures’, International Journal of Industrial Engineering & Management 12(2), pp. 1-12 [online] [date accessed: 10 April 2022] https://www.researchgate.net/profile/Dr-Christos-Chatzopoulos/publication/351094635_Digitization_and_Lean_Customer_Experience_Management_success_factors_and_conditions_pitfalls_and_failures/links/6085f12e8ea909241e261dc6/Digitization-and-Lean-Customer-Experience-Management-success-factors-and-conditions-pitfalls-and-failures.pdf

Davis, G. (2021) Digital Retail Innovations 2021 Retail Insider [online] [date accessed: 10 April 2022] https://www.retailinsider.com/wp-content/uploads/2021/10/Digital-Innovations-Report-2021-3.pdf

Deloitte (2022) 2022 retail industry outlook Deloitte [online] [date accessed: 10 April 2022] https://www2.deloitte.com/content/dam/Deloitte/au/Documents/consumer-business/deloitte-au-cb-2022-retail-industry-outlook.pdf

Duncan, E., Jones, C. & Rawson, A. (2013) Harvard Business Review: The truth about customer experience Harvard Business [online] [date accessed: 10 April 2022] http://www.amplify.se/skills/wp-content/uploads/HBR-The-Truth-About-Customer-Experience-v01r01.pdf

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PwC Consumer Intelligence Series Customer Experience Report 2018

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Matches Store Photos (5 Carlos Pl, London) 

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Matches Store Photos (5 Carlos Pl, London) 

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90 minute service - to the store. they can order anything you like if its not in stock. they dont have a large inventory and only the display sizes are available.
Private suites - 4 in total. free of charge. Consumers give them a brief for private shopping sometimes including a wishlist which is then ordered by the staff for the clients to try on as they please

2 floors of retail
Homeware is present too amongst the rtw
Events this month — Valentino cafe, relax company (pre loved items), Jessica diamonds

Consumers — Arabs, Americans, Indians — They know what they want

Every month —- they change the edit in the store and bring in new stock
They arrange complete outfits, all matched up. This is upselling and increases sales.

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Majority of Menswear items are below £500

Matches has far less merchandise for Menswear in comparison to Womenswear (when clicking all clothing, womenswear had 89 pages while menswear only had 29 pages worth of clothing items)

Menswear complies of classic luxury brands such as Berluti, Brunello Cucinelli, Zegna, etc. However, they also do carry many trendy/edgy style brands such as Vetements, Fear of God, Amiri, etc.

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Understanding Matches Fashion and its competitors (Positioning Map, Porter’s 5 Forces, Blue Ocean, etc)

Analysing the existing consumer of Matches

Investigating the reasons for opening a store in East London

Understanding the needs of the East London consumer

Investigating the consumer shopping behaviours in East London using primary and secondary research methodologies.

Opening a new location for Matches in East London featuring conscious brands suited for the consumers in the East.

Developing an engaging and interactive customer service in Matches East in line with the overarching theme of wellness.

Creating a sustainable and ethical cafe with local suppliers

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Accessed 11th April 2022

# data[].attributes.attachment_link.authors[].name
Ellie PearceFollow this publisher - current follower count:0

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Final major project of university. Brand audit for MatchesFashion.com, proposing the idea of taking steps into a more gender fluid image.

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Drive

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Executive Job Description & Chosen

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LEADERSHIP APPLIED

Performance in the Project FORMS THOMAS (1).docx

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PERFORMANCE PROJECT FORMS

PERFORMANCE PROJECT FORMS .pdf

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Phase 1: Recruitment of the Executive team

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Identify the roles of the executive team

HR Manager

4/4/2022

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Create job descriptions

HR Manager

18/4/2022

24/4/2022

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Shortlist candidates for round 1 interview

HR Manager

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HR Manager

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Final interview and recruit the executives

HR Manager

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Phase 2: Hunting For Location In East London

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Brainstorming and researching for the new dimension of matches

Freya, Emily, Thomas

9/5/2022

22/5/2022

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Consult with a real estate agent and scout for locations in East

Freya

23/5/2022

5/6/2022

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Visit and finalise the location in East London

Freya, Emily, Thomas

6/6/2022

19/6/2022

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Consult with an interior designer

Freya

6/6/2022

19/6/2022

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Finalise on the theme and furniture of the store

Freya

6/6/2022

28/6/2022

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Phase 3: Selection of the brands

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Market and trend forecasting research

Freya

4/7/2022

17/7/2022

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Brainstorming and researching sustainable brands

Freya

18/7/2022

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Finalise sustainable brands

Freya

8/8/2022

14/8/2022

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Research their availability

Freya

15/8/2022

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Confirming contracts with the brands

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5/9/2022

9/10/2022

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Phase 4: Café

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Research the upcoming and in-trend ingredients

Emily

15/8/2022

28/8/2022

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Consult with an expert for the menu of the cafe

Emily

29/8/2022

18/9/2022

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Research in the UK and outside for the offerings in the Cafe

Emily

22/8/2022

11/9/2022

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Finalise on the offerings of the cafe

Emily

19/9/2022

25/9/2022

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Find ethical and sustainable suppliers

Emily

5/9/2022

2/10/2022

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Phase 5: Development of the customer experience

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Research on the trends of the retail atmosphere

Thomas

3/10/2022

16/10/2022

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Consult with an expert on the psychology of the customer

Thomas

10/10/2022

30/10/2022

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Analyse the past behaviours of customers

Thomas

17/10/2022

6/11/2022

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Finalise the concept and direction of the customer experience

Thomas

31/10/2022

13/11/2022

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Phase 6: VM + Buying of stock

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Discuss with a VM expert the guidelines for the store

Freya

7/11/2022

27/11/2022

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Communicate and confirm the guidelines with the brands

Freya

14/11/2022

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Put in place the visual merchandising guidelines

Freya

12/12/2022

1/1/2023

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Initiate the fixation of the VM

Freya

19/12/2022

1/1/2023

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Finish the VM phase

Freya

26/12/2022

8/1/2023

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Phase 7: Marketing

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Research the trends of marketing across various platforms

Thomas

3/10/2022

30/10/2022

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Strategise the plan for marketing for the brands

Thomas

24/10/2022

13/11/2022

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Confirm with the brands the marketing plan

Thomas

7/11/2022

11/12/2022

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Appoint employees to work on the marketing plan

Thomas

5/12/2022

18/12/2022

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Finalise and finish the marketing phase

Thomas

12/12/2022

15/1/2023

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Phase 8: Closing of the project

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Reviewing the plan and outcome of the project

Emily

16/1/2023

29/1/2023

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setting goals for sales and engagement

Emily

23/1/2023

5/2/2023

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Give feedback on the project

Emily

30/1/2023

12/2/2023

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Implement the changes

Emily

6/2/2023

5/3/2023

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Phase 9: Recrutiment of store employees

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Identify the roles of the sales and cafe team

HR Manager

19/12/2022

1/1/2023

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Create job descriptions

HR Manager

26/12/2022

8/1/2023

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Shortlist candidates for round 1 interview

HR Manager

2/1/2023

15/1/2023

56

Interview the candidates and finalise the candidates

HR Manager

9/1/2023

29/1/2023

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Brief and train the shop floor staff

Thomas

23/1/2023

19/2/2023

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Hire and train the staff in the cafe

Emily

23/1/2023

19/2/2023

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Phase 10: Launch Party

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Appoint an event planner

Emily

16/1/2023

22/1/2023

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Brainstorm and research themes and ideas

Emily

16/1/2023

29/1/2023

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Finalise the idea and begin arrangements

Emily

23/1/2023

5/2/2023

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Moniter the work for the launch party

Emily

30/1/2023

12/2/2023

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The launch party

Emily

27/3/2023

27/3/2023

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Phase 11: Monitering

15/1/2023

24/4/2023

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Phase 12: Opening of the store

24/4/2023

24/4/2023

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Katherine, Lynn, Elisabeth and I worked on this Matches Report as a group. In week one, we formed our group and discussed our strengths and weakness to gauge where everyone stood. This helped our team immensely in the long run as we were able to assign tasks with ease and understand when someone required assistance. We quickly decided that all the creative parts (apart from the moodboards) would be assigned to me, seeing as it is one of my strengths. After discussing this with Daniele, we finalised that renderings for the cafe and visual merchandising, the menu for the cafe, 7 brand mockups, logo, InDesign, and floorplan would be assigned to me. We were able to keep up with the work assigned every week by Sennait. The group met up frequently to discuss ideas and work together.

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I think our group dynamic was good. We understood each other and there were no issues with the dynamic. Everyone respected each other and their onions and ideas, which established a positive environment. We understood if someone required a break or had plans. However, we kept each other accountable for work.

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The positive outcome of the project was that we all had different strengths so we were able to capitalise on each other’s skills and ensure a holistic approach to the project. One of the negatives was that we had spurts of energy which would lead to a very productive session and other times our progress would be very slow. One of the negative aspects was that we took longer than anticipated to finalise the theme of Matches East which led to work piling up.

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We reached this situation as we made sure to take everyone’s opinions while making big decisions. If one of the members was not happy with the theme, we moved to the next. This process of finalisation hence took longer than anticipated.

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I would have set a stricter schedule and made sure we stuck to it. Other than that, I would stick to the current format.

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Next time I will ensure that we have a strict schedule and be more mindful of the weekly deadlines I set. Moreover, I would ensure that we have at least some amount of progress each week. I would also make sure that the team is aware of how one another functions and likes things organised from the beginning.

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Samruddhi, Lynn, Katherine and I was lucky enough to be put in a group together. During the first week, after forming our group, we made an overview over who suits the different tasks. At this stage we also saw found each other's strengths and weaknesses which really helped us in the long run when working together as a group. We divided the work equally and delivered what we had to every week when meeting with Sennait. We met up several times per week to discuss, brainstorm and divide work.

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I would say that our group has had a consistent work ethnic as well as a solid group dynamic from the very beginning. We’ve been very good at communicating every week and meeting at either uni or other places to work together. We listened to one another, gave each other space when needed and proved to each other that even good friends can work well together on a uni project like this. Something I want to highlight is how we have been helping each other when one of us has had a rough time personally.

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Even though we are four girls with four different personalities, we managed to use this to our advantage. We have our strengths and weaknesses, but we’ve managed to use that in a positive way by dividing the tasks to whom it suits the best. If there is anything "negative" to say about the group work, it might be that our work progress was a bit slow in the beginning which resulted in a lot of work in the very end.

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All in all we listened to each other's ideas and took into consideration if a member was not satisfied with the ideas or work that had been created. However, this may be one of the reasons as to why we had a slower progress in the beginning compared to the final weeks.

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If there anything I would do better it is to follow up on work and making sure that everyone understood their tasks, including myself, to make sure that the work was correctly done. Apart from that, I am very happy with the outcome of this project.

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If there's anything that I would do differently on a next project, it must be have more consistent work. Maybe be a bit more strict in terms of showing work every week to ensure that we have made progress.

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Elisabeth, Sam, Kat and I were assigned in a group for this Matches East project. After forming our group in week 1, we discussed and shared what are our strengths and weaknesses and made an overview on who should do each tasks for this project. I was assigned very quickly all the creative parts (apart from the renderings) seeing as it one of my strengths; the moodboards for the both customers as well as the furniture of the café, the space of the café and the green café. Each week during Daniele's class, we would review each moodboards and get feedback on what to add and/or remove. We manage to keep up with the work assigned weekly by Sennait. The group met weekly on our days off to work together and share our ideas.

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The dynamic of our good was good. We had great communication skills throughout the whole process of this project and met up weekly to work together and share our ideas and opinions. Everyone was extremely respectful about others ideas which made it a more pleasant experience. Something I want to mention is, we are all there for each other when one of us was going through a tough time in our personal life.

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Even tough we have different personalities, we made it work into our advantage. By splitting the work according to people's strengths made it smoother. One negative outcome was that we underestimated to amount of work load this project was going to be, which led to work piling up towards the end

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We all listened to other people's ideas and opinion and expressed if one idea wasn't preferred. However, being in a group and sharing a lot of ideas made the decision process slower which therefore delayed the rest of the work we were suppose to do

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One thing I would do better next time is to stick to what should be done for the following week. Secondly, make sure that everyone including myself understood each tasks, to make sure the work was done without any issues. Other than these points, I was very pleased with my group

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Have a stricter schedule and meet weekly deadline in order to diminish the workload and be more organised in terms of time management