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Through learning various roles in first year, and my teachings outside of university I have concluded that I want to work as a Visual Merchandiser for a high-end luxury brand in a city.

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After my 3 year degree at Ravensbourne University, I would

like to complete a Masters degree at Manchester Met University

studying Fashion Buying and Merchandising Management. The

year long degree would give me a masters degree and extend my

knowledge from everything that I have learnt from Ravensbourne

University. Reading about the degree makes me excited for my

future hopefully working as VM.

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Fashion Buying and Merchandising Management

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Maison Mariglea's sub-brand MM6 on Conduit St.

opened in Soho in 2014. The Visual Merchandising

I think is very appealing, higher end, and would be

a place I would like to work at. Currently, the

store could have a few improvements. It is primarily

merchandised at the back of the store, in a dark

corner which fits the category of the brand, but

the store tends to be quiet at the front, and busy at the back

and all the garments, and accessories are blocked by people.

The store offers a exclusive feel, and you have a 121 service

with a sales employee - creating a rapport with customers

you can build relationships to hear about new collections

and exciting things going on in the store.

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MM6’s second European store has opened its doors on Conduit Street in the chic London neighborhood of Mayfair.

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A job that interests me is the VM Manager role at Dover Street

Market. Dover street market is a luxury retail store in Central

London that stocks brands that I am interested in such as

Maison Margiela, Comme De Garçons and Martine Rose. The

role requires a lot of experience (4 years in a established

VM role) and a masters degree. I would want to work towards

achieving a role like this in the future. I have made connections

with DSM workers who specialise in VM and have reached

out in hopes to gain connections.

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DOVER STREET MARKET (INTERNATIONAL) LIMITED hiring VM Manager in London, England, United Kingdom | LinkedIn

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Posted 10:46:52 AM. As VM Manager, you will be an ambassador of the brand, ensuring the implementation and execution of…See this and similar jobs on LinkedIn.

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I have worked at footwear retail store Schuh for over two years,

my current role is Flagship Operations Manager. As the operations manager, my role includes Stock Manager and VM Manager.

I closely work with the VM team and StockControl in our head office

to ensure that everything can be maximised that needs to be. Working a full-time job

alongside University is stressful but very rewarding. I am looking

forward to next years VM unit so I can apply my teachings from my

Lectures to my everyday job. I will come out of my degree with 3 years

in a VM role - hopefully helping me gain a job in my selected VM field.

I have included some photos of my current work in my store.

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I was very lucky to be invited to work along the VM + PR team

at Schuh's 2024 Product Showcase. I merchandised for the event

and had the buyers, VM team and buyers sign off on my product

placements. I got first hand experience doing this, which I have been

invited back for the March event to showcase the Spring/Summer 2024

products. I met many people from the industry on this day such as

influencers, to press and made many connections from companies that

I would love to work with such as GAY TIMES and Vogue. I have since

been offered a placement at the GAY TIMES, but I will be doing my

placement as the Schuh Head Office working as a part of the VM team. I have included

some photos from the event of my work.

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Since Covid, a shift to online shopping has boomed

due to companies offering a seamless way of shopping at

customers fingertips. You can have garments at your doorstep

on the same day that you ordered - which has been shown by ASOS.

More discounts tend to be offered online which entices people to

want to purchase.

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VM is instore and in person job role. I researched the following article that showed the

changes since Covid and during Covid.

Covid caused change in shopping resulted in global retail e-commerce increasing 26.4% to US$4.248 trillion for 2020

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Online shopping continuance after COVID-19: A comparison of Canada, Germany and the United States

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The COVID-19 pandemic brought about an increase in online shopping because of government-imposed restrictions and consumer anxiety over the potential health risk associated with in-store shopping. By end of 2021, many health concerns had been alleviated…

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We believe that difference sparks brilliance, so we welcome people and ideas from everywhere to join us in stretching what's possible.

At Tapestry, being true to yourself is core to who we are. When each of us brings our individuality to our collective ambition, our creativity is unleashed. This global house of brands - Coach, Kate Spade New York, Stuart Weitzman - was built by unconventional entrepreneurs and unexpected solutions, so when we say we believe in dreams, we mean we believe in making them happen. We're always on a journey to becoming our best, but you can count on this: Here, your voice is valued, your ambitions are supported, and your work is recognized.

A member of the Tapestry family, we are part of a global house of brands that has unwavering optimism and is committed to being innovative and wholly inclusive. Visit Our People page to learn more about Tapestry's commitment to equity, inclusion, and diversity.

2024 Tapestry Internship Program Overview:

Our 10-week Summer 2024 Internship Program will give undergraduates, masters students, recent graduates and those actively enrolled in a specialized/technical certification program the opportunity to develop critical skillsets and gain hands-on experience at our house of modern luxury lifestyle brands. There will be internship opportunities available at Coach, kate spade, Stuart Weitzman and within our Tapestry Functional Groups.

Program Dates: June 4th, 2024 - August 9th, 2024

Work structure: Hybrid (Tuesday-Thursday in office)

Location: New York City offices

Compensation: $20/hour

Benefits/Perks: Summer Fridays, product discounts, sample sales, and Intern educational & social events.

Tapestry Internship Application Details:

To be considered, please complete the following steps:

Online Tapestry Application- Complete by the deadline of January 15th

REQUIRED Video Interview- Complete via HireVue by the deadline of January 15th

As part of the hiring process, you are required to create a HireVue profile and submit the HireVue video interview via the link included below.

Failure to complete the HireVue video interview alongside your Tapestry application by January 15th will result in non-consideration.

Please click this link to access & complete the video interview: HIREVUE VIDEO INTERVIEW

Here is what to expect from the recruitment process:

Final Zoom Interviews - Applicants selected for follow up phone or video interviews will be contacted throughout February. Please monitor your emails, and interviews will be scheduled based on candidate availability.

Internship Offers - Offers will be extended by the Internship recruitment team in mid to late March.

Tapestry Internship Position Details:

Job Title : Summer Visual Merchandising Internships

Primary Purpose: The successful individual will leverage their proficiency in Visual Merchandising to work within either the Coach, Kate Spade, or Stuart Weitzman teams to:

Create visual guidelines for in-store and window displays

Collect organizing and editing store photos for presentations

Assist during floor-sets

The accomplished individual may have...

Arts education (fashion, graphic design, interior design, retail management, etc.) preferred

Experience using the Adobe Creative Suite (Photoshop, InDesign, and Illustrator)

Organization skills

Experience using the Microsoft Office Suite (Excel, PowerPoint, and Word)

Strong communication and interpersonal skills

An outstanding professional may be...

Creative / Detail-oriented

Flexible and reliable

Receptive and open to feedback

*AS A REMINDER, PLEASE BE SURE TO SUBMIT YOUR HIREVUE VIDEO INTERVIEW IN CONJUNCTION WITH YOUR ONLINE APPLICATION BY JANUARY 15, 2024. YOU WILL BE DISQUALIFED IF YOU DO NOT SUBMIT A HIREVUE VIDEO INTERVIEW. *

LINK TO REQUIRED HIREVUE VIDEO INTERVIEW

**Please be prepared to share your top three areas of interest in your video interview.

​

Our Competencies for All Employees

Courage: Doesn't hold back anything that needs to be said; provides current, direct, complete, and "actionable" positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary.

Creativity: Comes up with a lot of new and unique ideas; easily makes connections among previously unrelated notions; tends to be seen as original and value-added in brainstorming settings.

Customer Focus: Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

Dealing with Ambiguity: Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn't upset when things are up in the air; doesn't have to finish things before moving on; can comfortably handle risk and uncertainty.

Drive for Results: Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results.

Interpersonal Savvy: Relates well to all kinds of people, up, down, and sideways, inside and outside the organization; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably.

Learning on the Fly: Learns quickly when facing new problems; a relentless and versatile learner; open to change; analyzes both successes and failures for clues to improvement; experiments and will try anything to find solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence and the underlying structure of anything.

Our Competencies for All People Managers

Strategic Agility: Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans.

Developing Direct Reports and Others: Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each person's career goals; constructs compelling development plans and executes them; pushes people to accept developmental moves; will take on those who need help and further development; cooperates with the developmental system in the organization; is a people builder.

Building Effective Teams: Blends people into teams when needed; creates strong morale
and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team.

Tapestry, Inc. is an equal opportunity and affirmative action employer and we pride ourselves on hiring and developing the best people. All employment decisions (including recruitment, hiring, promotion, compensation, transfer, training, discipline and termination) are based on the applicant's or employee's qualifications as they relate to the requirements of the position under consideration. These decisions are made without regard to age, sex, sexual orientation, gender identity, genetic characteristics, race, color, creed, religion, ethnicity, national origin, alienage, citizenship, disability, marital status, military status, pregnancy, or any other legally-recognized protected basis prohibited by applicable law.

Americans with Disabilities Act (ADA)
Tapestry, Inc. will provide applicants and employees with reasonable accommodation for disabilities or religious beliefs. If you require reasonable accommodation to complete the application process, please contact Tapestry People Services at 1-855-566-9264 or employeerelations@tapestry.com #LI-HYBRID#LI-KS1

Visit Tapestry, Inc. at http://www.tapestry.com/

BASE PAY RANGE $20/HOUR TO $20/HOUR USD

​Work Structure: Hybrid

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Summer Visual Merchandising Internships - New York, New York, United States job with Tapestry | 256724

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We believe that difference sparks brilliance, so we welcome people and ideas from everywhere to join us in stretching what's possible. At Tapestry...

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From window dresser to visual display specialist: the key creative role of Visual Merchandisers in big brands' visual storytelling.

The role came about back in the 19th century, but has grown only recently, becoming essential in the fashion industry. Taking care of a store's image means knowing how to give apparel and items a clean, organised finish, while respecting the brand's identity through an accurate mix of elements: visual communication, aesthetics, sales analysis, as well as the planning of sales and promotional activities. What Does a Visual Merchandiser Do?Visual Merchandisers present, arrange and display items in stores and shop windows, that is, in crucial places where customers get to see, pick and buy products.

From Window Dresser to Visual Merchandiser
Historically, window dressers made their first appearance with the success of department stores in big American cities in the second half of the 19th century.

Department stores would reveal the first actual window displays and create the first Visual display techniques, based on the arrangement of apparel and items in domestic or cultural contexts.

In the 1930s, large shop windows became inspirational metropolitan screens, flirting with the world of cinema and the star system through hints and references. Practical skills and intellectual knowledge were refined over the decades, and the traditional window dresser gradually turned into a modern Visual Merchandiser. It is a job that requires a combination of skills; it is no coincidence that some of the world's most celebrated fashion designers have started their career working as Visual Merchandisers.

A young Giorgio Armani made his first experience in the fashion industry working as a window dresser at Milanese department store La Rinascente. In the same years, Ralph Lauren would work as a sales assistant at Brooks Brothers in New York City, arranging items with the same meticulous attention to detail that he would later put into the design of his own stores around the world.

The Key Skills of a Visual MerchandiserA visual merchandiser needs a solid technical basis (color theory, lighting technology), visual culture and artistic flair, but also some knowledge of marketing and psychology.

A good store display should engage as many senses as possible, and not only sight. Direct contact with clothes and fabrics, scents and aromas, and the music choices used to enhance the retail experience should all be consistent with the brand, with the type of store and its target audience. Yet a decisive skill is the ability to investigate customer behaviour: every Visual Merchandiser observes and monitors customers through specific behaviour and performance indicators.

How to Become a Visual Merchandiser -
With such a dynamic and recent history, visual merchandising is usually covered by specialised schools and creative academies, capable of predicting the future of a role that is transforming shop windows into soundstages, filled with installations and performances. Where you Need to StudyThe Three-Year Course in Visual Merchandising offered at Istituto Marangoni Milano is part of the school's fashion styling programme. It starts with an in-depth analysis of the fashion retail market and all aspects related to a brand's positioning on communication and sales channels.

While setting up window displays heralded Armani and Lauren's talent for creating a personal style in fashion, there is no shortage of success stories in visual merchandising as a creative career of its own. This was the case of Peter Marino, a traditional architect with extraordinary talent and personality, who has succeeded in becoming the creative mind behind the unique shop windows of Chanel (18 place Vendôme), Louis Vuitton and Bulgari (the New York City 5th Avenue flagship store).

Fashion Styling and Visual Merchandising · Undergraduate Course The London School of Fashion

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What does a visual merchandiser do, and how to become one? Istituto Marangoni

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From window dresser to visual display specialist. Discover what a visual merchandiser does and how to become one. Find out more at Istitutomarangoni.com

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Visual merchandising is a retail strategy that maximizes the aesthetics of a product with the intent to increase sales. Visual merchandising can also play a role in the look, feel and culture of a brand. Done well, it can create awareness while simultaneously increasing brand loyalty. Most importantly, it can draw customers in and close the sale - all based on the aesthetic quality of your retail display.

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The Importance of Visual Merchandising to Brands

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Visual merchandising is a retail strategy that maximizes the aesthetics of a product with the intent to increase sales. Visual merchandising can also play a role in the look, feel and culture of a brand. Done well, it can create awareness while simultaneously increasing brand loyalty. Most importantly, it can draw ...

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Advantages and disadvantages of visual merchandising | nibusinessinfo.co.uk

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There are advantages of using visual merchandising in your business but you should also be aware of some possible drawbacks

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What You Can Expect from the 'Challenges of Visual Merchandising' Article

Introduction

Challenges of Visual Merchandising

Highlights of the 'Challenges of Visual Merchandising' Article

Introduction

With the increasing number of retail companies focusing on selling experiences to customers, visual merchandising (VM) is taking the front seat in retail stores.

Today, brands are gradually realizing the fact that giving shoppers a superior experience not only contributes to profitability but consequently results in improved brand loyalty and goodwill. However, visual merchandising in a store can become challenging, especially when some retailers, such as independent shops, do not have a clear idea about it. In such cases, it gets tough to succeed at visual merchandising a store and turning a profit. Furthermore, there is a lot of this technique than just attractively arranging products. Thorough planning, strategy formulation, and understanding of consumer behavior are highly essential for effective visual merchandising in retail stores. Here are five challenges of merchandising that retail stores face.

Get in touch with an analytics expert for detailed insights into our merchandising analytics solutions portfolio.

Challenges of Visual Merchandising

1. Limited Display Space

Space allocation for various SKUs is a strategically pre-planned process. So, in case visual merchandisers want to make changes and allocate space for VM props, it becomes a highly demanding task. Also, with the number of products that keep pouring into retail stores, there is limited shelf space to accommodate them. This adds to the problem of space allocation for VM.

2. Limited Flexibility

Competing suppliers want their goods displayed in the most prominent position in the store. Furthermore, large products require and occupy a considerable amount of space. They also need adequate circulation space that enables customer view from all angles. Moreover, it isn't easy to create flexibility with large merchandise such as furniture, electric appliances, and home improvement tools. This affects the merchandising efforts to a large extent.

3. Low Budget

Retail stores generally tend to allocate low budgets for visual merchandising and related props. This is done to reduce costs and maximize profits. However, it becomes challenging for visual merchandisers to work within this allocated budget. The budget might fall short of getting the desired result. This limits the capabilities of the VM team to put out their best efforts and gain the expected outcome.

4. Conflicting Interests

Conflicting interests of top management, visual merchandisers, and staff can pose a major challenge in VM. In most cases, the decision as to where products are displayed is predetermined by top management and the supplier and not by the visual merchandiser. Furthermore, sometimes what the visual merchandiser sees as appropriate could be difficult for the sales staff to implement. These conflicting interests result in a lack of coordination and cooperation in retail stores.

Request a free proposal to stay updated with the recent trends in visual merchandising.

5. Risk of Security

Theft and robbery often happen in retail stores and supermarkets, even in broad daylight. This is a common problem facing retail establishments, and even those equipped with security cameras and tracking devices still fall victim to this. Therefore, merchandisers have to ensure that their display also takes into consideration the security of the products.

Ways to Overcome Visual Merchandising Challenges:

Overcoming visual merchandising challenges is vital for retailers to maintain a competitive edge and create a compelling in-store shopping environment. Here are five effective strategies to address these challenges:
Data-Driven Insights:
Use data analytics to gain a deeper understanding of customer behavior and preferences. By analyzing sales data, customer feedback, and foot traffic patterns, retailers can make informed decisions about product placement, signage, and display arrangements. This data-driven approach allows for more targeted visual merchandising, leading to increased sales and customer satisfaction.

Flexibility and Adaptation:

Embrace flexibility in your visual merchandising strategy. Rapid changes in consumer trends and seasons can be challenging to predict. Retailers must be prepared to adapt quickly, shifting displays, themes, and promotions as needed. Developing modular or easily adjustable fixtures and displays can facilitate this flexibility.

Employee Training:

Invest in comprehensive training programs for your staff to ensure that they understand the importance of visual merchandising and are equipped with the necessary skills. Employee engagement is crucial, as they play a pivotal role in maintaining the visual presentation of the store. Regular training sessions and open channels for feedback can empower employees to contribute innovative ideas.

Innovative Technology:

Embrace technology as a solution to visual merchandising challenges. Augmented reality (AR), digital signage, and interactive displays can capture customer attention and enhance the shopping experience. These technologies allow for dynamic content and can be easily updated to match seasonal changes or promotions.
Consistency Across Channels:
If you have both physical and online retail channels, maintaining consistency in visual merchandising is essential. Your online presence should reflect the same brand identity and presentation style as your physical stores. Utilize a centralized management system to ensure that online and offline visuals are aligned.

In conclusion, the realm of visual merchandising confronts an array of formidable challenges in the modern retail environment. From the burgeoning influence of e-commerce and the imperative of sustainability to the demands of omnichannel integration, evolving consumer behaviors, and data privacy concerns, visual merchandisers must adapt to a rapidly changing landscape. Successful navigation of these merchandising challenges necessitates a nimble and customer-centric approach, harmonizing aesthetics with ethical and data-conscious practices. The ability to conquer these obstacles will be instrumental in maintaining the relevance and allure of physical retail spaces, securing their position as vital components of the evolving shopping experience.

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Challenges in Visual Merchandising | Quantzig

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Challenges that visual merchandising faces in the retail landscape. Understand the obstacles and discover strategies to overcome them for an impactful retail display

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I am familiar with using Excel from work and I did a course

at school with Excel. I wasn't familiar with the small details but

the excel course introduced myself to it. I have found a Excel

workshop on LinkedIn that I want to complete over the Christmas

Break to give me some more skills and make myself more familiar

The aim would be to complete a chapter of this once a week.

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Excel Tips Weekly Online Class | LinkedIn Learning, formerly Lynda.com

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Get a new productivity-boosting tip every Tuesday from Excel expert Dennis Taylor.

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A weekly challenge is posted by the same

company that posts the excel workshop. I would

aim to complete these as much as possible to

keep myself familiar with the program.

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Excel Weekly Challenge Online Class | LinkedIn Learning, formerly Lynda.com

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Build your Excel skills, one week at a time. Accept a new challenge every Friday to learn and practice Excel.

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I hadn't been familiar with CLO 3D before using it. I

wasn't at the first session as I had health issues going on. I

revisited the lesson on Aula, and watched the following

video that helped my skills. Over the Christmas Break and

Summer next year - I will aim to get some more time

to practice and play around with it.

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Basic clo 3d for beginners | All you need to know clo 3d

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I need to develop my skills on CLO 3D - the following video I will aim to follow over Christmas break 

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I need to develop my skills on CLO 3D - the following video I will aim to follow over Christmas break 

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The basics of CLO3D - showing how the software works - CLO3D tutorial (ENG)

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Streetwear brand SCRT is known for its graphic logos and

unique designs - starting in 2010, the brand has a flagship

store in Shoreditch + many pop ups around the world.

Attending University of Birmingham, Adam studied

Buisness Management and went on to work as a planner for

several agencies before launching his own brand. Covid took a hard

hit on his store, but since the work that he has done for his company, and many stores

has been immense.

The Visual Merchandising of the Shoreditch store is a environment that I would like to work in.

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Last year, was an exciting year learning about the course

and the basics of the course. I learnt more about myself,

and the way that I work. Time management is something

that I always tend to struggle with - and managing my time.

The university has given me support and helped me with this

so I can balance my time better to complete my work to the best

level on time.

This year allowed me to develop my skills, and learn more about working

in a team - shown in the Denim Project. I believe myself and my group have worked

well together to create garments that we are all proud of. Our garment gives

the illusion of not being denim, with laser printing and waxing to create the idea

of fur and leather.

I have learnt more about sustainability and the importance of it in our universe also.

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Telfar is a black owned fashion label - primarily consisting of bags. Owner Telfar Clements, a queer Liberian-American designer became a success story of the pandemic years. In January 2020, when Covid began to spread across China, Telfar Clements began to brainstorm his new brand with wanting to break the norms of other major fashion labels. Ignoring invitations to the Met Gala, not paying attention to the show calendar - and doing things his way. Ending wholesale business and controlling all sales turned out the best decision he could make. McKinsey predicted 2020 would loose 90% of its economic profit - but despite this Telfar Clements was able to have the best year. The label became famous over lockdown days, with Oprah spotted with the bag on many occasions - and landed on her ‘favourite things list’. The brand has seen searches rocket over 270% since august 2020.

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The average price of rent for a store has soared above the

store average rent price in the UK. The attached link shows that

in the first quarter of 2022, rent has increased 7.5% in the first

3 months of the year, and will continue to increase as time

goes on.

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Starting from the second quarter 2020, rents on the high street and in shopping centers in the UK dropped significantly. Headline rents dropped by 13.4 percent in the second quarter, and an additional 12.5 percent in the following quarter compared to the respective quarters in 2019. Headline rent refers to the rental rate written in the lease, but this often differs to the effective rent paid due to rent-free periods or other inducements offered by the landlord. Net effective rents also dropped throughout 2020, but to a lesser extent than headline rents. Prime retail rents in Central London are forecast to fall between 2020 and 2024.

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COVID-19: impact on UK retail rents 2020 | Statista

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Starting from the second quarter 2020, rents on the high street and in shopping centers in the UK dropped significantly. Headline rents dropped by 13.4 percent in the second quarter, and an additional 12.5 percent in the following quarter compared to the respective quarters in 2019.

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Introduction
This post analyses the role of visual merchandising within the fashion industry and within the context of luxury brands, and will evaluate key VM strategies employed by the industry and brands to engage their customers and meet their requirements.

Examining in detail two specific industry examples, a high end fashion and a luxury brand, this essay will analyse, evaluate and compare their strategies, techniques and approaches to visual merchandising across a variety of channels, with particular emphasis on their experiential, immersive and cohesive methods.
The Context
VM has been described as 'silent selling', as its aim is ultimately to maximise the volume of sales. Retailers have to present an attractive proposition to entice customers into their stores, exploiting and maximizing the layout and aesthetics of the store and product display. VM helps companies engage customers, conceptualises brands, drives up sales and maximises the return on commercial retail space. It is a vital component of branding strategy, and when brands within the fashion industry effectively apply the creative and scientific principles of retail design, merchandise moves and profits soar (Bell, J. and Ternus, K. 2011).
Visual Merchandising techniques, approaches and strategies in fashion and luxury retailing to engage customers
There are stores whose architecture, exterior facades and window displays are almost as famous as the store itself. Bergdof Goodman, Sak's Fifth Avenue, Macy's and Bloomingdales in New York are all known for their iconic window displays as are Harvey Nichols, Harrods and Liberty in London; the buildings and displays embody the history and heritage of the store and use these elements to provide their customers with a unique retailing experience.

Equally the luxurious and expansive interiors of famous flagship luxury brand stores, such as Hermès, Louis Vuitton, Chanel, and high end jewellery retailers, Tiffany and Co. and Cartier, are closely connected in consumers ́ minds with heritage, elegance, exclusivity, exquisite taste, beautifully crafted interior displays and a premium, indulgent shopping experience.

Such iconic and memorable customer experiences start with two basic VM techniques, involving exterior and interior displays. These techniques are both immersive and experiential, designed to showcase brands and deepen consumer experience. Customers are seduced by a cohesive strategy beginning with the location and aesthetics of the building, the window displays, the store layout, the colours, interior themes and styles chosen, the presentation of goods and all aspects of the interior design, lighting and use of imagery. By exploiting each individual component of the store ́s or brand ́s aesthetic, visual merchandisers fully immerse the consumer in the experience and culture of the brand through visuals, touch, sound and smell, while creating an experience which, if all elements are cohesive with the brand ́s identity, is indelible and unique to the brand and their stores.

Effective in-store customer engagement can also be measured and evaluated if broken down into three phases: attraction, approach, and browsing. Two studies of customer behavior within stores illuminate how customer behavior can be affected and modified.

By analysing a customer's psychological response, based fundamentally on an 'approach or avoidance' reaction, it is possible to understand the emotions triggered by visual merchandising and to then predict the outcomes as consumer behaviour (Donovan and Rossiter, 1982; Donovan et al., 1994).

The visual display, or first impression, is what induces the consumer to stop and take note. The subsequent approach or avoid phase, depends upon the emotions generated by the combined features of the display. The final stage of engagement, which leads to browsing, is the result of an overall positive experience, and if successful can result, in a consumer purchase. The aesthetic of the window display and in-store environment has a significant impact on the willingness of the customer to spend time in the store and on their spending intentions. Iconic and luxury brand stores understand the dynamics of this engagement perfectly: their choice of location, the architectural heritage of the building, the aesthetics of the window display and interior and the emotional uplift of the shopping experience.

Visual Merchandising as a brand loyalty strategy

Immersive and experiential techniques immerse customers in the brand ́s ethos, creating brand loyalty through emotional, cultural and sometimes ethical choices, depending upon the demographic targeted.

Developing brand loyalty requires consistency throughout every detail of the marketing strategy; all marketing elements must convey the look, experience and vision of the brand. VM must also play its role in selling this coherent vision, not only throughout all stores, and across all in-store displays, but across the brand ́s websites, promotions and advertisements. Brand loyalty is built by consistently delivering the emotional connection with consumers, with visual merchandising playing its vital part as an experiential, creative medium.

VM should always align with the marketing strategy. Stores like Benetton and The Gap, for example, reinforce emotionally the loyalty of their targeted demographic by offering in-store sensations of homeliness, predictability and security, while relaying a sense of youthful cosmopolitanism. Simple, organic materials are used in both the clothing and the store interior design, mixed with bright lighting and the symbolism of global interconnectedness with their strategic wall displays (Castle H, 2000).

In stark contrast to this, the teen fashion retailer, Hollister, which is a subsidiary of Abercrombie & Fitch Co., was known for its dark interiors with black walls, low lighting and use of music to create a nightclub atmosphere. Selling casual fashion apparel, their brand was targeted at affluent 14-18 year olds, and the visual merchandising recreated the beach and surfing lifestyle of Southern California. Their storefronts were originally designed as a beach 'shack' concept, featuring built in video screen walls, with live streams of Huntington Beach, and imagery of the ocean, connecting consumers with the laid back Californian coolness of the brand.

Hollister stores announced a strategic focus on a fast fashion retail format and underwent a major remodeling in 2014, which included the removal of the brand's signature shutters (VMSD, 2014). Seeing the impact of visual merchandising strategies on their sales- the stores which removed the outdoor facade shutters as part of the new visual merchandising pilot saw a double digit increase in sales and overall traffic- the company began the remodeling of a further 75+ stores within that same year. While removing the iconic beach shutters could have been a risky move, given their links with the brand ́s 'surf shack' identity, it demonstrated the brand's willingness to adapt to the changing needs of their consumers, by utilizing VM as a marketing and engagement strategy, to place a new focus on customer service and the overall consumer experience.

Following this success, and other modifications to the design such as the installation of brighter lighting and clear glass shop fronts, which were also believed to have been a factor in the increase of sales, the brand decided to extend their VM overhaul to include all its 414 U.S. locations and its 139 international stores (VMSD, 2016). The VM strategy was perfectly aligned to attract a new demographic and retain customer loyalty.
Brand 1 Analysis: Hermès
Because of the revolutionary changes brought about by the internet and digital technology, it has never been easier to connect with consumers and to create a personal relationship with a target market. There is now a 360· approach to visual merchandising and engagement. Luxury fashion brands can explore the many experiential, immersive, and cohesive options available to them. Two specific industry examples will illustrate how companies have responded to the digital revolution in their VM strategies.

Hermès Rive Gauche boutique in Paris, its flagship store in France, is the embodiment of luxury. At 1470 m2 of display space, it comprises both a store, a flower display area, and a tea salon. The building is in itself a historical monument of the city's Art Deco years, and was once home to a swimming pool built in 1935.

Behind its discreet façade is an expansive, exclusive space, which invites its clients to explore its inner pavilions via a labyrinth of nine metre high ash wood huts, each telling a story about a different, iconic collection. Painted in natural earthy tones, the inspiring space perfectly showcases their high end brand and encourages complete immersion into the Hermès lifestyle, where a vast array of products such as leather goods, fashion, jewellery, homeware and services are available. The messaging is both overt and subliminal: the consumer has entered an exclusive world of elegance, high art and sophistication.

The staircase that once led visitors into the former pool is now also encased in an ash wood structure, which is both perfectly carved and organic. Bathed in natural light emanating from large skylights above, each of the wooden structures are also subtly lit, allowing the mosaic covered floors, pillars and staircases to glimmer and recall its underwater history.

Hermès' reputation is based on creating a unique shopping experience, and it certainly delivers. Today the brand ́s core values are centred on craftsmanship, heritage, quality, savoir-faire and modernity. Hermès Rive Gauche fully embodies these values, as the building in which it is housed reverberates with history and grandeur while having a modern feel inside; the store combines both heritage and modernity, creating a link between its origins and the present. These values are intrinsically linked with the design and visual merchandising strategy of this store as it has retained all of the original architectural features, yet reinterprets them with a sleek contemporary flair.

The design directive for each of Hermès flagship stores is to showcase their extremely exclusive products in an environment which projects their classical values of heritage and timelessness. Investing in premium property, on the most exclusive streets of the world's cities, they have entrusted the RDAI agency, to design all the Hermès stores worldwide to ensure cohesiveness (Warmann, 2010).

In a culture where French fashion houses were historically judged by the sophistication of their window displays, Hermès has long been famed for its enchanting window dressing, particularly those created for its Rue du Faubourg Saint-Honoré house by the now iconic designerLeïla Menchari (Tungate, 2012). Menchari dressed the headquarters windows for three decades until 2013, setting a new standard for other brands in the industry. Inspired creations such as giant waves crafted from marble, multicolored saddles with wings and Kelly bags reimagined in metal helped to distinguish the brand in the hyper competitive luxury world of the period.

In recent years, Hermès has frequently used a half-height carriage window, often adapting new stores worldwide to suit this aesthetic. While this style of window prevents people passing by from seeing inside the store, it allows some daylight to enter, but keeps the focus on the products and visuals displayed within the window. Hermès often creates simple yet striking displays with clutter free, thoughtful visual merchandising and narratives. The window displays tell their own story yet keep the interior of the stores an alluring mystery.

The artistic director of Hermès, Pierre-Alexis Dumas, describes the brand's window displays as a portal into the culture of the brand: a culture to deliver aesthetic pleasure by encountering their products. This quest for perfection across every detail of the product collections extends into their design of the window displays. They aspire to high art to elicit the same intense response in their consumers (Anaya, 2014).

This cultural aesthetic is reflected cohesively in the way Hermès engages with its public; from their deliberately old-fashioned events, eschewing the ephemeral, to ignoring celebrity endorsement in their brand advertising. The Hermès in- store visual merchandising strategy excels at underpinning its brand image and exclusivity. Its brand awareness is apparent in each of its stores. It is not afraid to be daring as its worldwide stores demonstrate, integrating its high aesthetic with different cultures, and using, for example, exotic animal imagery in its window displays. But it does not stray from its core values of exclusive, iconic products made with the finest materials and craftsmanship.

That ́s not to say, however, that the brand could not learn from others in the luxury industry. Hermès could benefit from an overhaul of its digital strategy integration with its in-store visual merchandising. Unlike other luxury brands such as Burberry or Dior, they do not have a high level of visual merchandising integration. They could benefit from having more technology in store, such as digital screens or iPads for consumers navigating their way throughout the store and product selection. A more cohesive digital strategy could include this technology for the customization of their luxury products, offering uniquely crafted items personalized in store, designed online or made to order using virtual reality technology.

The in-store digital projection of the illustrations and photography of the Hermès house biannual magazine Le Monde d'Hermès, could offer another innovative avenue for the Hermès marketing team to explore. Featuring work from talented artists, photographers and designers, it is currently available in hardcopy within the brand's flagships. By further exposing the work on the walls, and incorporating the themes and artists of the magazine into the visual merchandising of the store, it would allow consumers to interact more directly with the work. Turning the pages of the luxury magazine on in-store LCD screens, introducing editorial spaces and allowing instant sharing of the imagery via social media or via a chosen hashtag, could help reach younger, more tech savvy clientele, for whom their silk scarf collection is tailored.

Remaining relevant to a changing and digitally driven demographic in the luxury market, Hermès needs to be agile and to adapt their brand strategy more rapidly to the consumer driven and e-commercial demands of the industry. In the luxury sector, fashion by definition is seasonal, merchandising every few months, and store architecture every six years on average (Vernet, D. & de Wit, L. 2007). Therefore Hermès must continue to evolve and change, be both tech savvy and willing to approach the VM of its stores as an evolution, not assuming their store designs are a permanent fixture, but as adaptable spaces- their pop-up stores reflect this mentality already- with a strategy for staying relevant and more experimental within the imperatives of luxury retail.

Heritage is key to the Hermès brand, and this is achieved by its use of the same design agency; nevertheless they would likely be rewarded for taking more visual merchandising risks in some of its smaller stores, by collaborating more frequently with younger designers, to appeal to more tech savvy consumers and to reposition their brand. Hermès has taken calculated risks before in order to diversify and open new markets, such as when they moved from leather goods to silk, and remained wholly credible as a luxury brand given their legacy and influence. (Kapferer and Bastien, 2012). Remodeling their VM focus from the symbolism of European heritage and tradition could benefit flagship stores in the US and Asia where history is not Euro-centric.
Brand 2 Analysis: Anthropologie
Another high end brand going from strength to strength is Anthropologie. The American store, started in 1992, has enjoyed a lot of recent success because of its focus on experiential visual merchandising techniques. Now with 227 stores in the US, UK and Canada, the company ́s clientele is sophisticated, educated and contemporary women, between aged 30 to 45, with a high disposable income (Anthropologie, 2017).

Inspiring fantasies and exciting consumers with colourful dreamlike interiors, Anthropologie entices consumers with a targeted and calculated visual merchandising strategy (Lieber, C, 2014). While its merchandise is very different to that of luxury brand Hermes, its strategy and the planning of its stores, is taken just as seriously. Creating an experience as unique as that of Hermes, it connects with consumers in a very different manner via its visual approach and appeal. Unlike the clean lines and organic colour scheme of Hermès, Anthropologie's mood lighting, quirky handcrafted art, glowing scented candles and dreamy soundtrack help to envelop their shoppers with a feeling of home away from home, appealing to all the senses.

It has set about cultivating a brand image that represents both cool and attractive women, but what sets it apart is its visual merchandising focus on comfort, warmth and authenticity, not dissimilar to what these cool and attractive women would want from their own living space.

Immersing shoppers in a retail space that is both eclectic and approachable allows them to imagine the products in their home and in their life. Artistically displayed on tables, racks and stacked on shelves as they would be in a lounge room or bedroom, their merchandise is styled in such a way to promote creativity and inspire interaction with each product.

Anthropologie's flagship in Philadelphia, is located in a beautiful historical building, in the heart of the city. Its ornate outside facade, amazing ceilings, and crown moldings are complete with four floors of merchandise. In 2016 they also launched their new large format 'superstores' in Portland, and Newport Beach featuring a trend shop, a dress boutique, a shoe salon, and a beauty station, in addition to 12 fully decorated 'rooms' to showcase their design service centre (Chapin, 2016).

The floor plans and furniture compositions of Anthropologie, while seemingly 'relaxed' in style, are deceptively strategic, with blueprints carefully planned to ensure all racks, displays and furniture pieces are at 40 degree angles. This consistency and symmetry create a fluidity that draws shoppers further into the store, encouraging them to explore. Segmented rooms lead shoppers into the discounted merchandise where they can sift through clothes and the home collections at their own pace. The ethos is discovery and self-discovery.

Taking the strategic creative direction from their headquarters, each store ́s visual merchandising team is given the freedom and license to interpret the theme as they please. Each concept's components are perfected by carefully considering the colours and materials to be used, and the overall vision. The target market is at the heart of every concept but is then conceptualised to appeal to all ages and consumers. Continually changing yet carefully curated, the stores often take on the appearance of a modern bazaar full of one-off pieces. Tying together its fashion apparel collection and handmade pieces, with its homeware and gifts, it is difficult to spot exactly what is part of the aesthetic and what is for sale.

Anthropologie often opts for highly conceptualised window styling. Handmade by employees or by local artists, the window displays are intricately crafted down to the smallest detail, and within a strategically low budget, to allow for more creativity, originality and the reuse of materials. Distinctly feminine in its use of colour and textures, its displays often present dreamlike, or semi-abstract visual stories, embodying the aspirations of modern women.

Their blog within the Anthropologie website, details how they create their store window creations in the series 'In The Window'. For Earth Day, the brand celebrated wind in each of its stores and in anticipation of the Chelsea Flower show, its UK flagship recreated a breathtaking plant filled greenhouse within their windows, making 1000s of handcrafted, varnished leaves and 3,000 holographic beetles. Their VM strategy speaks to 21st century environmental and sustainable issues, social media interconnectedness and modern lifestyles.

Forever developing their engagement with their consumers, they encourage followers to post their own photographs of the Anthropologie windows with the use of #anthrowindows. Hosting events in-store ranging from yoga mornings to cooking classes, their fully experiential strategy, ensures complete brand awareness and loyalty from their customers, as they start to plan their social calendars around the brands 'Anthro' lifestyle (Anthropologie, 2017).

Anthropologie has opted to use a variety of channels which link into the physical store experience. They were early players in the digital technology movement, having launched an iPad catalogue app in 2011. They have now started to build AR into their visual merchandising strategy; partnering with creative studio CVLT to add 3D imagery to their furniture library and for adjustment of their visual assets within their mobile app. Allowing consumers to review all their upholstery options for customisation, they can now also view products from every angle, while taking into account the light and shadow of their own living spaces (O'Shea, 2017). As a natural next step, it would make sense for Anthropologie to extend this level of customisation into their fashion and apparel lines, in order to really distinguish itself in the retail market as a high end brand.
Comparison and Evaluation
When entering an Anthropologie store, the emphasis is placed on creating a unique, explorative, transformative journey for the consumer. It can be explored through the touch and selection of items, at their own pace. When entering Hermès, the experience is more focused on the beauty and aesthetic of the space, and while impressive, it can appear highly regulated or untouchable, their merchandise behind glass or on high shelves. This focus, while it still presents a unique experience, is more on the products, craftsmanship and detail, while in Anthropologie the experience is very much tailored to the individual in store. Hermès, and in particular its Rive Gauche boutique, is uniquely positioned to fully seize this same direction, by allowing consumers to move more freely within the retail space and ultimately create their own experience through exploration and connection with the products. The challenge for Hermès is to adapt to the pace of technological innovation while not diluting their carefully cultivated classicism.

Like the Hermès Rive Gauche boutique, many of Anthropologie's stores are concept stores, catering for fashion, beauty, home and gifts. However the lifestyles they promote are vastly different, as while the Hermès experience is exclusive and rarified, Anthropologie aims to be welcoming and accepting to all. The experience derived from Hermes is exclusive, classical, awe inspiring, while that experienced in an Anthropologie store is approachable, tactile and heartwarming. While still classifying itself as a luxury brand, Anthropologie invites its consumers to explore, touch and discover all it has to offer.

Anthropologie, being the younger of the two brands, should strive to embody more of the traditional qualities of Hermès, if it is to be taken seriously as a true luxury brand. While its homey atmosphere is fundamental to retain the brand loyalty of its current following, if it were to take on the appearance of a starker 21st century boutique, limiting its merchandise and showcasing more large scale permanent art installations, it could penetrate the more exclusive luxury market, and in turn increase product pricing.

Both brands could benefit from using more personalised, data driven services across all of their platforms. Exclusive and exceptional experiential relationships with consumers, will be key to enduring success. Omnichannel strategies, and utilising social and digital marketing, will be a key component in creating these crucial consumer experiences. They must also strive to incorporate more digitally immersive means of connecting and communicating and the power of data would further ensure their success if used as part of their overall integrated visual merchandising strategies. With e-commerce contributing to more sales than ever before for brands, they have an opportunity to invest more time and energy into their flagship stores and into how their stores look globally. They can be seen less as a distribution channel, and more of an engagement or media channel, allowing for more inventive ways of creating an elevated consumer experience.

What is apparent from this analysis of Hermès and Anthropologie is that they have been successful due to their application of strategically focused visual merchandising techniques and experiential, immersive and cohesive methods of consumer engagement principles. Each has put their stores at the forefront of their branding strategy, using their flagships as an extremely effective channel of communication, solidifying their corporate image and brand identity. Both have demonstrated focused, innovative and cohesive VM design strategies in their respective markets and shown its crucial importance in engaging and retaining customers.
References
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Originally from Ireland, Helen Katharine Pettigrew is a Barcelona and London based Creative Director and Fashion Stylist.

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Introduction This post analyses the role of visual merchandising within the fashion industry and within the context of luxury brands, and will evaluate key VM strategies employed by the industry and brands to engage their customers and meet their requirements.