99% of all illness you do to

do not use cleaning chemicals on your kitchen surfaces.

someone will inevitably make a sandwich on your counter.

life
is full of setbacks
success is determined by how you handle setbacks

do one

yourself

sunscreen absorbed into the

skin might be worse for you
than sunshine. get the right

amount of sunshine.

love
communication is complicated. each family has slightly different

definitions of every word. an agreement is an agreement only if each party

knows the conditions for satisfaction and a time is set for satisfaction to occur

listen listen listen

dance, sing, floss and travel

you do
stress is related to what
to the earth

then ask strategic questions

keeps your brain sharp.

from your body and

flushes toxins

fresh water

water as you can.

and as much

much you like yourself

drink fresh water

to survive and reproduce.

is a direct reflection of how

Improved Product
andofMarketing
Strategy
a daily hit
athletic-induced
endorphins gives you the power
Will Regain
Consumer
Confidence
to make
better decisions,
helps you be
that which matters the
mediocrity is as close to the
bottom as it is to the top, and

will give you a lousy life.

most
should never give way

to that which

the pursuit of

happiness
is the source of all

unhappiness

friends
are more
important than

money

write down two personal, two business and two health goals

for the next 1, 5 and 10 years. do this four times a year.

goal setting
triggers
your subconscious computer.
Mai-Vi
Nguyen

observe a plant before and after watering the world moves at such a
BS in Commerce
and relate these benefits to your body and brain rapid rate that waiting to implement

be the meaning of life.

do it now, do it now, do it now!

the

way you want it to

have you woken up two days in a row uninspired? change your life!

this is not your practice

real

an orgasm was before you had

one, you wont know how great
children are until you have them.

life.

allows for

children are the orgasm of life.

just like you did not know what

friends

up

10-15

the perfect
tombstone
would read:

this is all there is

all
used

opposite
relationships

and appreciate the moment.

living in the moment could

in physical sports as you age

deeply

so you can remain active

practice yoga

breathe November
10, 2014
works
jealousy
changes will leave you two steps behind.

live near the ocean and inhale the pure salt air

least
matters the

at peace with yourself, and offsets stress

that flows over the water (vancouver will do nicely)

salt + high fructose corn syrup + butter = early death

because we have a greater chance

your outlook on life

dont trust that an old age pension will be sufficient

nature wants us to be mediocre

when you are living in the moment

the conscious brain can only hold one thought at a time

scares you

effectiveness is predicated by replacing the words wish, should and try with i will

day that

creativity is maximized

choose a positive thought

thing a

visualize your eventual demise. it can have an amazing effect on how you live in this moment.

sweat

once a day
to regenerate

your skin

2012, lululemon athletica, Inc.

Table of Contents

Lululemon should expand youth brand and e-commerce to compete with Nike and Lucy1
Six-month marketing plan should focus on SeaWheeze and social media marketing1
Lululemon should partner with Amazon, Nordstrom, and Equinox to sell merchandise.......2
Fall 2015 merchandise assortment should include relatively more mens and childrens..5
Lululemon should maintain higher prices and improve service and product quality..7
Six-month Open-to-buy will bring in majority of receipts in preparation for holiday season8
Pop-up stores should be located in the most physically active cities and college towns8
Conclusion...9
Appendix A: SWOT Analyses of Lululemon, Lucy Activewear, & Nike11
Appendix B: Six-month Marketing Plan (August 2015-January 2016)13
Appendix C: Fall 2015 Merchandise Assortment Plan..14
Appendix D: August 2015 to January 2016 Open-to-buy Plan.15
Reference List....16

The fashion industry constantly adopts and abandons trends. For the past few years
though, stylish athletic wear has been on the rise and is continuing to grow. Lululemon Athletica
particularly paved the way in the yoga segment of this market, but its faced many challenges
recently that have caused consumers and investors to lose confidence in the brand. In this case
study, I will analyze the competitive landscape to identify areas where Lululemon can
differentiate itself. Then I will recommend a six-month marketing plan and three retailers that
Lululemon should partner with. Finally, I will explain the details of the merchandise assortment
plan, price analysis, six-month open-to-buy plan, and pop-up store strategy.
Lululemon should expand youth brand and e-commerce to compete with Nike and Lucy

Two of Lululemons key competitors are Nike and Lucy Activewear. After conducting a
SWOT analysis of the three brands, Lululemon has a stronger competitive position than Lucy,
but not Nike (Appendix A). In order to increase its market share, Lululemon should continue to
develop its youth brand, Ivivva Athletica, and e-commerce or direct-to-consumer (DTC)
channels. Ivivva differentiates Lululemon because Lucy does not have a childrens brand and its
more unique than Nikes childrens offerings (Lucy). Nikes childrens products look like
smaller versions of their adult products, but Ivivva specifically offers dance-inspired products to
girls, which is a unique niche in the market (NIKE). More details on Ivivva will be in the
merchandise assortment section. Also, Lululemon must expand its e-commerce presence in
response to the industry trend of customers shopping online more. A recommendation on how
Lululemon can do this will be in the retail partnerships section.
Six-month marketing plan should focus on SeaWheeze and social media marketing

From August 2015-January 2016, Lululemons marketing plan should include expanding
the SeaWheeze half-marathon event to Washington, D.C.; sponsoring fashion blogs; and signing
onto the new Instagram service, Like2Buy. The total estimated cost is $980,000 (Appendix B).
!
!

Since 2013, Vancouver, Canada has been home to Lululemons SeaWheeze halfmarathon and its become an extremely high-demand event; thus, expanding it to Washington,
D.C. in August 2015 will generate a great deal of positive PR, social media buzz and content,
and word-of-mouth marketing in the US. Lululemon describes SeaWheeze as more of a
yoga.run.party weekend affair with yoga classes, the half-marathon race, and the Sunset
Festival afterwards. The 2014 Vancouver SeaWheeze drew 10,000 runners and tickets for the
2015 event sold out in 36 minutes (Aims to Woo, 2014). These statistics indicate the
popularity and success of SeaWheeze, but testing it out in DC on a smaller scale of 5,000 runners
will be less risky. The estimated cost is $900,000.
Partnering with fashion bloggers to sponsor posts over the six months, a form of
influencer marketing, will reach millions of their dedicated followers and generate more sales.
Emily Schuman of Cupcakes & Cashmere and Chriselle Lim of The Chriselle Factor are both
good fits with Lululemon because they represent an elevated, healthy, and stylish everyday
lifestyle. Each blogger would charge about $25,000, so the total estimated cost is $50,000.
Lululemon should apply Like2Buy, a new service that links Instagram to traffic and
revenue, to make its Instagram shoppable and monetized. Since Instagram only allows one
clickable link on each users profile, Like2Buy would generate a specific link for Lululemon that
displays a grid of Instagram pictures featuring products available for purchase. When customers
click on a picture, they are led to the specific product page on Lululemons website where they
can then purchase the product. Like2Buy also allows users to create a wishlist/shopping cart of
liked pictures. This service costs about $5,000/month, so the total over six months would be
about $30,000 (OConnor, 2014).
Lululemon should partner with Amazon, Nordstrom, and Equinox to sell merchandise

!
!

To re-introduce the brand back to consumers, Lululemon should form partnerships with
Amazon, Nordstrom, and Equinox to broaden its customer reach. Amazon has one of the largest
e-commerce customer bases; Nordstroms outstanding customer service attracts loyal customers;
and Equinox targets dedicated, trendy workout enthusiasts.
As in-store sales continue to decline, Lululemon should strengthen its DTC sales by
partnering with Amazon, one of the biggest e-commerce companies. From 2012 to 2013,
Lululemons store sales growth declined from 16% to 2% (Annual Report, 2014). Thus, it is
clear that Lululemon should focus on developing its DTC sales more, and selling Lululemon
merchandise through Amazon is an optimal solution. Amazon Fashion has been a growing
segment of Amazons business because of its fashion-conscious, high-demo customers.
Customers appreciate the wide selection and ability to test the merchandise through detailed
photos, video clips, and free returns. In addition, Amazon is now starting to extend its Amazon
Prime perks to outside retailers, and this would be an ideal partnership for Lululemon.
Amazon recently struck a deal with AllSaints, the mid-size British fashion retailer, to
provide free, next-day shipping to Prime members when they make purchases on AllSaints.com.
Now when customers are searching for AllSaints products online, they can find them on
Amazon. Once theyre on Amazon.com, customers will have to click through to be redirected to
AllSaints.com. When theyre ready to order, they can log in with their Amazon account and pay
through Amazon to qualify for free, next-day shipping. For every purchase made through
Amazon, Amazon charges AllSaints a small fee, but does not take a cut of the sales. This is
beneficial to AllSaints because there are about 50M Prime members worldwide and Prime
members spend double the amount that non-Prime members do in a year (Duryee, 2014). In
addition, Amazon is very confident in the benefits of this partnership for the retailer. Amazon is

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guaranteeing it will drive more sales to the retailers site within 30 days or it will reimburse the
retailer for the fees it collected on up to $100,000 in transactions (Del Rey, 2014). Performance
has indeed met these promises since checkout time on AllSaints.com has been reduced by one
minute and sales have increased.
Nordstrom would be another ideal retail partner to re-introduce Lululemon to consumers
because of its wide range of merchandise and famous dedication to customer service. Nordstrom
has a very diverse customer base since it carries contemporary brands, like Joie and French
Connection, to high-fashion designers, like 3.1 Philip Lim and Valentino. In addition, it has an
extensive athletic wear department. Nordstrom carries big-name brands like Nike and The North
Face, but also yoga brands like Alo and Zella. Thus, Lululemons mix of yoga and all-around
athletic wear would fit in with Nordstroms current activewear department. Finally, Nordstrom is
renown for its superb customer service (Nordstrom). Since Lululemon has been facing several
problems with customer service recently, partnering with Nordstrom would more assuredly
guarantee customer satisfaction.
Finally, Equinox fitness clubs would be another effective retailer because it targets a
similar market of wealthier, trendier workout enthusiasts (most clubs have The Shop where
workout gear is sold). Equinox was voted Best Gym in America by Fitness Magazine, but
Equinox isnt just a fitness club, its a temple of well-being (EQUINOX). Equinoxs
dedication to an overall healthy, active lifestyle aligns with Lululemons philosophy of creating
components for people to live longer, healthier, fun lives (Annual Report, 2014). This
similarity is a valuable and important synergy when choosing a company to partner with. In
addition, the Equinox member is very similar to the Lululemon customer. Equinox attracts
working adults in the 20s-30s age range in urban cities who are willing to pay a premium to join

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a more luxurious, trendy fitness club. These members are more avid workout enthusiasts who
care more about their appearance than an average gyms members. Thus, theyre more likely to
spend more money on high quality, stylish athletic gear, like Lululemons.
Fall 2015 merchandise assortment should include relatively more mens and childrens

Lululemons merchandise assortment plan for fall 2015 should consist of 45% womens;
30% childrens, or Ivivva Athletica; and 25% mens products. With the womens athletic wear
market becoming increasingly saturated and growing sales for Lululemons mens and Ivivva
lines, this assortment breakdown predicts continuing increased sales for mens and Ivivva.
Mens sales will continue to increase as mens yoga becomes more popular through
heightened awareness and availability of male-focused yoga classes. At the beginning of the
2013 football season, the Seattle Seahawks proudly announced that yoga became a mandated
part of workouts after players enjoyed it so much as an optional activity the previous year
(Roenigk, 2013). Mens participation in yoga continues to gain publicity through male yogis like
Patrick Beach and Dylan Werner. Both have strong social media presences and have partnered
with Lululemon recently (Herbst, 2014). In addition, not only are gyms and studios offering
more male-focused yoga classes, like AcroYoga (which requires a male and female), but there
are even programs that are specifically geared toward men, like Broga. Since opening in 2009,
Broga has now expanded to 65 locations across the US and Europe and will open more in the US
and Canada as well (Broga). Consequently, mens overall participation in yoga has grown in
the past few years to 27% in 2013 (Herbst, 2014).
Accordingly, Lululemons mens sales have increased and are predicted to follow this
trajectory. Second quarter 2014 results showed that mens sales grew 5%. Although girlfriends
or wives may make some of these sales, boyfriends and husbands are following them into the

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store, increasing the chances of future purchases. In addition, Lululemon is so confident in the
growth of mens that its opening its first standalone mens store in Soho, New York City by the
end of 2014 (Kell, 2014). For these reasons, a 25% share of the fall 2015 merchandise
assortment seems reasonable. January 2013 sales figures indicated that mens sales only
accounted for 12% (Reaches out, 2013). However, this is a very outdated number and
quarterly results since then have shown significant growth.
Ivivva Athletica, Lululemons girls brand targeted at 6-12 year-olds, will account for
30% of the fall 2015 merchandise assortment in response to popular teen trends and growing
sales. Pipar Jaffray, an investment and asset management firm, released their semiannual 2014
report on teen spending and leggings/lululemon was the top fashion trend among girls with
26% of responses. In contrast, crop tops came in second with only 6%. Yoga pants are
increasingly replacing jeans, indicating the entire consumer industrys shift toward a more
comfortable lifestyle (Lutz, 2014). These trends were reflected in Ivivvas 17% sales growth in
2013 and 36% sales growth in the second quarter 2014. In addition, a total of 10 new stores and
20 new showrooms will have opened by the end of the year (Aims to Woo, 2014).
Lululemon currently does not carry unisex products, but it should not consider
developing a unisex line either. Unisex athletic wear would not be successful because athletic
wear is meant to facilitate and optimize your bodys physical ability. However, men and women
have very different bodies and thus, very different needs for athletic wear. For example, Under
Armour struggled for many years to create a successful womens line because of its shrink it
and pink it strategy. The company essentially took mens pieces, shrunk it to womens sizes,
and then offered it in pink (Olson, 2010). On the other hand, Lululemon has effectively
developed its mens products and should stick to distinct womens, mens, and childrens lines.

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Lululemon should maintain higher prices and improve service and product quality

Upon conducting a price analysis, Lululemons prices are all-around relatively much
higher than its key competitors, Nike and Lucy. However, Lululemon should not try to compete
on price and should focus its efforts on improving customer service and product quality.
Across all three departments, Lululemons prices are higher than Nike and Lucy.
Womens

Mens

Childrens

37.6%

*27.4%

*27.4%

Average percent Lululemons prices are higher

than Nike and Lucy, or *Nike

I conducted this price analysis by first finding the average price of each product category (i.e.,
outerwear, tank tops) for each brands departments. Then I calculated how much higher in
percent Lululemons prices are for each product category and averaged these percentages for
each department. Since Lucy only carries womens products, the prices for mens and childrens
are only compared against Nike (Lucy) (NIKE).
Although Lululemons prices are significantly higher than its key competitors, it should
not lower prices and should instead focus on improving product quality and customer service.
Lululemon has positioned itself as a premium athletic gear brand that elevat[es] the world from
mediocrity to greatness (Lululemon). If it were to lower prices, customers would perceive the
quality also lowering and consequently, Lululemon lowering itself to be a more entry-level
priced brand. Especially since Lululemon has been facing many problems and customer
complaints about quality in recent years, it should focus on improving the product so it can
restore customers confidence in its innovative, durable designs.
First, Lululemon should invest more to its R&D, product development, and quality
control efforts. The company differentiates itself with its technical, innovative athletic fabrics, so
it needs to ensure that the quality lives up to this reputation and the price of the products.

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!

Especially when Nike is continually launching new fabrics like the Tech Fleece, Lululemon must
also push itself to constantly innovate. Improving quality control before products are distributed
to retailers is also very important, especially after the see-through yoga pants controversy. These
additional investments are necessary to regain consumer confidence and avoid additional costly
product recalls or PR scandals.
Once the products have been improved, Lululemon will need to publicize this better
product and its dedication to customer satisfaction. Lululemon already has a quality promise,
but it should be more widely advertised with the PR for the new fabric technology
(Lululemon). Customers will also be more willing to purchase these new products with the
guarantee of customer satisfaction. In addition, this superb customer service will align with
Amazon and Nordstrom, two of the retailers Lululemon should partner with.
Six-month Open-to-buy will bring in majority of receipts in preparation for holiday season

For the open-to-buy from August 2015 to January 2016, the months that will bring in the
most receipts will be November and December due to the holiday season. Since the retail
industry is highly affected by seasonality, relatively more sales are experienced during the 4th
quarter around the holiday season (Annual Report, 2014). In order to plan the open-to-buy, I
first predicted sales using an industry calculated estimated revenue growth rate of 16%
(NASDAQ). Then I calculated the average markdown percent from previous inventory
numbers (Annual Report, 2014). Details of the open-to-buy are in Appendix D.
Pop-up stores should be located in the most physically active cities and college towns

Creating a pop-up store in Riverside, California will be an ideal location to re-introduce

Lululemon to the customer because of its top athletic ranking and minimized risk being in the
California market. Every year, the American Fitness Index releases a data report that ranks the
top 50 healthiest and most fit cities in the US. In 2014, Riverside, California ranked 28th
!
!

(Washington, D.C.). Out of all 50 cities, Riverside is the only one where Lululemon does not
have a store or showroom. With such a huge, untapped market of physically active customers,
opening a pop-up store in Riverside will maximize brand exposure and sales. In addition,
California has 30 Lululemon stores, the most out of all states (Lululemon). This minimizes
risks of opening a new store in Riverside because Lululemon is already very familiar with the
California market.
If the Riverside location proved successful, more pop-up stores should open in College
Station, Texas; State College, Pennsylvania; and Eugene, Oregon. College Station, Texas is
home to Texas A&M University, the #1 most fit college in the US. With 58,000 students and the
closest Lululemon store 1.5 hours away, theres a tremendous market of potential customers.
Similarly, State College, Pennsylvania is home to Pennsylvania State University, the #5 most fit
college (50 Fittest). Its one of the biggest colleges with 98,000 students enrolled. The closest
Lululemon store is 2.5 hours away, so theres another huge untapped market there. Although
Lululemons primary customer is an older, working woman, many millennial college students
highly value quality products like Lululemon and are willing to pay a premium.
Finally, Eugene, Oregon would be another ideal city to open a pop-up store. Its currently
the #2 best running city, proving its nickname, Track Town, USA. Eugene is also the 2nd
largest city in Oregon and home to one of the most famous track & field stadiums, Hayward
Field (10 Best). Although Nike was founded in Eugene, it does not dominate its athletic wear
market. Thus, Lululemon should test out this running-centric market with a pop-up store.
Conclusion

In conclusion, this proposal provides solutions to many of the marketing, product,

customer service, and financial problems Lululemon has been facing in the last few years.

!
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1. The six-month marketing plan utilizes experiential and grassroots marketing to bring the
successful SeaWheeze half-marathon event from Vancouver to a US location,
Washington, D.C.; influencer marketing to partner with reputable, compatible fashion
bloggers; and social media marketing to drive sales from Instagram.
2. Forming partnerships with Amazon, Nordstrom, and Equinox will re-introduce
Lululemon back to current consumers and reach potential new customers. These three
retailers strategically span three unique markets, better ensuring maximum exposure and
sales: e-commerce, department store retailer, and fitness club.
3. The proposed fall 2015 merchandise assortment plan accommodates the increasingly
oversaturated womens athletic wear market and predicts continued growth in mens and
Ivivva Athletica sales. This diversification allows for more sustainable growth.
4. After conducting a price analysis, its clear that Lululemon should not try to compete on
price, but rather it should focus on improving its product quality and customer service.
5. The six-month open-to-buy plan from August 2015 to January 2016 suggests a 16%
revenue growth rate and relatively higher seasonal sales during the holiday season.
6. Opening pop-up stores in top fitness cities and college campuses will appeal to
Lululemons target consumers while expanding to untapped markets.
Following this multi-faceted plan will restore consumers confidence in Lululemon and put the
company back on its growth trajectory. Lululemon spearheaded this booming athletic wear
market and refocusing its strategy on the core merchandise, customer service, and marketing will
ensure its longevity in this industry.

!
!

10

Appendix A: SWOT Analyses of Lululemon, Lucy Activewear, & Nike

(Page 1 of 2)
LULULEMON

STRENGTHS
Premium active brand focused on
women
Local community engagement and
relationships
Unique in-store experience
Vertical retail strategy allows for
greater control and flexibility
Innovative, technologicallyadvanced fabrics and product
features
OPPORTUNITIES
New store openings domestically
International expansion
Expand youth brand (Ivivva
Athletica)
Grow mens business
Develop direct-to-consumer
channels further
Diversify product assortment

WEAKNESSES
Weaker global brand recognition
Narrower product assortment
Reliance on third-party suppliers
No patents or exclusive intellectual
property rights
Negative publicity in the past year
Multiple changes in senior
management in the past year
THREATS
Highly competitive and fragmented
market with increasing number of
new entrants
Changing consumer preferences
(i.e., prefer online shopping to
going to physical stores)
Political and economic instability in
suppliers countries
Rapid changes in technology

LUCY ACTIVEWEAR

STRENGTHS
Premium active brand focused on
women
Product assortment caters to many
different activities and sports
Support from VF Corporation, its
parent company
Endorsement deals with celebrity
fitness trainers
OPPORTUNITIES
New store openings domestically
International expansion
Diversify product assortment
Develop direct-to-consumer
channels

!
!

WEAKNESSES
Weaker brand recognition
Lack of international presence
Narrower product assortment only
for women
Less creative control as a subsidiary
of VF Corporation

THREATS
Highly competitive and fragmented
market with increasing number of
new entrants
Changing consumer preferences
(i.e., prefer online shopping to
going to physical stores)
Rapid changes in technology

11

Appendix A: SWOT Analyses of Lululemon, Lucy Activewear, & Nike

(Page 2 of 2)
NIKE

STRENGTHS
Largest global seller of athletic
goods
Strong global brand recognition
Prominent sports and celebrity
endorsements
Innovative materials, products, and
marketing
Diversified product assortment
Trademarks are valuable assets
OPPORTUNITIES
International expansion
Introduce more accessory products
Capitalize on athletic apparel trend
and offer more fashionable
products
Developing sustainable, ecofriendly products and materials
Grow Converse and Hurley
businesses

WEAKNESSES
Reliance on third-party suppliers
Profits largely dependent on
footwear sales
Reliance on sales through thirdparty retailers causes smaller
margins
Negative publicity surrounding
poor work conditions, especially at
overseas manufacturers
THREATS
Highly competitive and fragmented
market with increasing number of
new entrants
Changing consumer preferences
(i.e., prefer online shopping to
going to physical stores)
Rapid changes in technology
Majority of manufacturing and
sales are international
Negative publicity from endorsers
could negatively affect Nikes
image

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!

!
!

12

Appendix B: Six-month Marketing Plan (August 2015-January 2016)

SeaWheeze
Fashion Bloggers
Like2Buy
!
Time
Aug. 2015
Aug. 2015-Jan. 2016
Aug. 2015-Jan. 2016
Cost
$900,000
$50,000
$30,000
Initiative
Expand SeaWheeze half- Partner with (2) fashion Apply Like2Buy feature

Details

Rationale

Cost
calculations

marathon event to
Washington, D.C.
o yoga.run.party
weekend event with
yoga glasses, halfmarathon race, and
Sunset Festival
o Washington, D.C. is
ideal because of its
central location and
status as a top
physically active
city
o 5,000 runners

to make Instagram (IG)

shoppable
o Service developed
by Curalate
o Creates unique link
for retailer to add to
Instagram profile
o Link directs users to
grid of IG pictures
that have items up
for sale on retailers
website
o Clicking on IG
picture leads to
product page on
retailers website
o Serves as a
wishlist/shopping
cart for users by
aggregating liked
pictures into a feed
o
Users interact
with brands on IG 58x
more than Facbook &
120x more than
Twitter
o
Monetizes IG
o
Allows users to
quickly purchase an
item featured on IG
o
Reduces time
necessary to reply to
user questions on IG

Success and
o
Both are
popularity of original
reputable bloggers
SeaWheeze in
with millions of loyal
Vancouver predicts
readers who value
success in a US city
their opinions
o
Aligns with
o
Lululemon now
current grassroots
has more streetwear
marketing strategies
items that will appeal
o
Event will
more to fashion
generate media press,
bloggers and their
social media buzz and
readers
content, and word-ofmouth marketing
($160, estimated cost per $25,000, contract fee * 2, $5,000, cost per month of
runner * 5,000, # of
# of bloggers = $50,000
Like2Buy service * 6, #
runners) + $100,000,
of months = $30,000
expenses for Sunset
Festival = $900,000
(Berkowitz, 2013)

!
!

bloggers to create
sponsored content
o Cupcakes &
Cashmere by Emily
Schuman
o The Chriselle
Factor by Chriselle
Lim
o Series of blog and
Instagram posts
sponsored by
Lululemon

(Sherman, 2014)

(OConnor, 2014)

13

Appendix C: Fall 2015 Merchandise Assortment Plan!!

Womens: 45%

Mens: 25%

Childrens: 30%

!
!
!
Sample merchandise assortment plan
SKU$#/NAME/DESC.
10SA286
Wunder;Under;Pant;
FullBOn;Luon
Description:
Wunder;Under;Pant;
FullBOn;Luon.;
Signature;fourBway;
stretch;Luon;fabric;
with;secondBskin;fit.;
Wide;waistband.

!
!

COLOR/PRINT

SIZES
2

PRICE STYLE$TOTAL AUG SEPT OCT

4

10

NOV

12

Black
Nightfall
Shine;Dot;Black

14

!
!

7.0

6.0

4.0

3.0

2.0

1.0

2015

127,600

7.1 2015 - OTB $

OPEN-TO-BUY
139170

6.2 2015 - Opn To Rec $ =(NM 2.2+TM 1.3+TM 4.3)-IF(TM 2.3=0,TM 2.2,TM
139,170
2.3

6.1 2014 - Opn to Rec $ =(NM 2.1+TM 1.2+TM 4.1)-TM 2.1

RECEIPT

4.6 2015 - Actual Markdown % = 4.5 / 1.5 x 100

4.5 2015 - Actual Markdown $

4.4 2015 - Planned Markdown % = 4.3 / 1.3 x 100

4.3 2015 - Planned Markdown $

4.2 2014 - Actual Markdown % = 4.1 / 1.2 x 100

4.1 2014 - Actual Markdown $

MARKDOWNS
6,600
5.5%
6,600
5.0%
$6,600
5.0%

0.19

3.3 2015 - Actual Stock : Sales Ratio = 2.3 / 1.5

3.1 2014 - Stock to Sales Ratio= 2.1 / 1.2

0.21
0.19

25,000
25,080
25,080

105,000
120,000
132,000
10.0%
$132,000
10.0%

AUG

3.2 2015 - Planned Stock : Sales Ratio - (drives 2.2)

STOCK TO SALES RATIO

2.3 2015 - Actual BOM Retail Inventory $

2.2 2015 - Plan BOM Retail Inventory $ = 1.3 x 3.2

2.1 2014 - Actual BOM Retail Inventory $

INVENTORY

1.6 2015 Increase Over 2014 =(1.5-1.2)/1.2*100

1.5 2015 - Actual Net Sales $

1.4 2015 - Plan % Increase = (1.3 - 1.2) / 1.3 x 100

1.3 2015 - Planned Net Sales $

1.2 2014 - Actual Net Sales $

1.1 2013 - Actual Net Sales $

MONTH SALES

Category

Current Year

Page 1 of 1

143300

127,750
143,300

6,750
5.6%
6,750
5.0%
$6,750
5.0%

0.19

0.22
0.19

26,000
25,650
25,650

105,000
120,000
135,000
12.5%
$135,000
12.5%

SEPT

144000

128,800
144,000

6,800
5.7%
6,800
5.0%
$6,800
5.0%

0.20

0.23
0.20

27,000
27,200
27,200

105,000
120,000
136,000
13.3%
$136,000
13.3%

OCT

155200

133,100
155,200

7,100
5.9%
7,100
5.0%
$7,100
5.0%

0.20

0.24
0.20

29,000
28,400
28,400

105,000
120,000
142,000
18.3%
$142,000
18.3%

NOV

150600

120,500
150,600

7,500
6.3%
7,500
5.0%
$7,500
5.0%

0.23

0.29
0.23

35,000
34,500
34,500

105,000
120,000
150,000
25.0%
$150,000
25.0%

DEC

145300

#REF!
145,300

6,900
5.8%
6,900
5.0%
$6,900
5.0%

0.20

0.23
0.20

28,000
27,600
27,600

105,000
120,000
138,000
15.0%
$138,000
15.0%

JAN 20152016

877570

#REF!
877,570

41,650
0
41,650
0
41,650
0

28,000
28,000

Jan EOM

630,000
720,000
833,000
15.7%
833,000
15.7%

SEASON

Feb-16 BOM

Feb-16 BOM

Feb-15 BOM

Appendix D: August 2015 to January 2016 Open-to-buy Plan!!

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Printed 11/10/14 at 3

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