Sales Representatives Ebooks Catalog
Retail shopping forms an intricate part of the luxury consumer's total experience with the brand, and the shopping experience can be customized according to customer preferences. Consumers have become increasingly individual in their tastes and inclinations and have differing and changing needs during shopping. These needs are now too varied and unpredictable. The apparent common consumer indicators such as age or gender are no longer adequate for grouping or measuring consumer retail needs. For example, logic might tell a sales representative in a luxury store that a 70-year-old consumer would require shopping assistance and a 27-year-old might not. However, the reality could easily be that the 70-year-old might have a crisply clear idea of her taste as a result of years of experience in luxury shopping. She could also have preferences for her shopping style such as a penchant for trunk shows. On the other hand, the 27-year-old consumer might prefer style advice from a shopping...
Also known as category specialist, category killers combine attributes of both specialty stores and discount stores because they feature a great breadth of assortment in one classification of merchandise (e.g., toys, electronics) and low prices. Because of the large volume of merchandise they require from suppliers, category killers can use their buying power to negotiate for low prices. Category killers provide consumers a warehouse environment with a typical store size of 50,000 to 120,000 square feet. Few sales people are available for assistance, but some category killers such as Office Depot (office supply) make knowledgeable salespeople available throughout the store to answer questions and make suggestions. The largest U.S. category killers in sales are Home Depot ( 58.2 billion), Lowe's ( 26.5 billion) and Best Buy ( 20.9 billion). Home Depot and Lowe's offer equipment and material used to make home improvements while Best Buy carries consumer electronics.
The brands formerly known as mass fashion brands, like Zara, H&M and Top Shop, have gone through a dramatic change in the last few years. These changes have been rapid and innovative and the brands seem relentless in innovating new retail and branding techniques. For example, while the UK's Top Shop is busy taking fashion retail to the homes of fashionable Brits with its 'Top Shop To-Go' service, France's Naf Naf distributes free postcards to consumers and tourists, with images of gorgeous models in the latest Naf Naf creations and Dorothy Perkins hosts special customer product discount events in its stores, along with free cocktails served by charismatic sales representatives. Also, low-priced UK fashion brand Primark, which for a long time was regarded as one of the lowest status fashion brands, is now a favourite for those attending the London Fashion Week. Top Shop also currently has catwalk shows at the London Fashion Week, alongside major luxury brands like Burberry.
Employees such as retail store sales representatives and customer services staff are usually the first direct interface between consumers and the brand they represent. They are the representatives of the brand and reflect the spirit of the brand wherever they are located and under every circumstance. The luxury sector retails high-involvement goods and therefore the service expectation is high. The people who sell luxury products to consumers in the stores are consequently required to be professional, exhibit expert knowledge, be sufficiently stylish and emanate the brand's aura. This places a high level of responsibility on the employees of luxury brands.
Normally this can be directly applied to the interaction between people, but we will have to further develop this point in the case of the seasonal sale. The reason for this is that the show window, which is our primary subject, does not allow any direct interaction between the sales persons and the customers. Usually, the fashion show window has mannequins, which mediate between what has been selected by the shop and the passer-by. It is a kind of one-way communication with the passers-by, showing them the latest trend according to the personal taste of the window dresser. As we know, there are no limits today to being creative in the show window. Window dressing today is discussed as a kind of applied art.64 We have already mentioned that the show window is different during the sales, but nothing within the shop indicates that the sales people interact differently during the sales. Nor is there any indication of the fact that the act of selecting items and buying them is...
Donna Karan grew up Donna Faske in Forest Hills, New York, and seemed destined from the beginning to be in the fashion industry her father was a tailor and her mother was a sales representative and showroom model. After high school Karan moved to New York City to attend Parson's School of Design and landed an internship at Anne Klein in 1967. However, Karan's dream job became a nightmare when she was fired after nine months. At nineteen, Karan brought a youthful enthusiasm to her position as Klein's assistant or head pin-picker-upper, but she lacked the maturity to work in a high-pressure position for such a meticulous woman. Fortunately, Karan was able to obtain a position under Patti Cappalli at Addenda, where she diligently worked for the next year and a half to learn all aspects of the apparel industry.