Lxmt745 The Row Jwu Fall22

The Row Geographical Expansion Initiative
Nabila Zainy - Junwen Wu - Nakielle Professor Carin Wightman- LXMT745-Fall2022

2 LY N X B R O C H U R E
Company overview 003-006

Retail Brand Identity 007-015
Competitive Analysis 016-023
Situtation Analysis 024-025
Analysis of Geographical 026-041
Mode of Entry 042-043
Marketing Analysis 044-050
Target Consumer 051-058
Store Location 058-070
Store Design 071-075
Product Plan 076-077
Promotion Plan 078-100
Staffing & Recruting 100-105
TABLE OF CONTENTS Financial Plan 106-113
EXECUTIVE SUMMARY 114-115
& CONCLUSION
3
Company
Overview
006 Private LLC

Parent Organization
Dualstar Entertainment Company 2008 2011
Headquarters - New York, NY
Specialties - Luxury fashion - Women ,
Men , Kids, Oils and Galerie.
Mission Statement: The Row was estab-

lished in 2006. Named in reverence of
London’s Savile Row, the fashion house
emulates the bespoke standards of exqui-
site fabrics, impeccable details, and per-
fect fits. The Row translates these values
to its womenswear and menswear collec-
tions. Focusing on exceptional textures 2008 Lauren Hutton became Brand Collaborations:
and precise tailoring, the house combines the first model for the brand Toms Shoes (Limited Edi-
a timeless perspective with subtle atti- tion)
tudes which form an irreverent classic sig-
nature. The Row’s collections explore the
strength of simplistic shapes that speak to
discretion and are based on of uncompro-
mising quality.
5
2012 2015
Current Status
The Row was established
in 2006 by Ashley Olsen
and Mary-Kate Olsen.
Focusing on exceptional
fabrics, impeccable de-
tails, and precise tailoring,
the house combines a
timeless perspective with
subtle attitudes which
form an irreverent clas-
sic signature. The Row’s
Luxury Signature Eyewear Collection collections also explore
Crocodile Backpack 2018 Second Eye- the strength of simplistic
wear Collection shapes that speak to dis-
cretion and are based on
uncompromising quality.
Current Distribution
Brick & mortar:
Channels
Flagship stores
2014 First store in Los Angeles

2016 Second Store in New York
2019 Third store in London
2016 The Los Angeles location was

awarded the American Architecture
Award from The Chicago Athenaeum
D
Online Multi Brand Retailers:

Bergdorf Goodman
Nieman Marcus
SSense
Nordstrom
Saks Fifth Avenue
Net-a-portar
Farfetch
Harrods
Company owned website (e-commerce):

https://www.therow.com/us/
7
Retail Brand
Identity
Analysis
STORE &
WEB DISPLAY
STORE AESTHETICS OVERVIEW:

Minimalism, large white space, wabi-sabi
PHYSICAL STORE: The row’s physical stores

have a unified minimalist aesthetic, de-
signed to provide a quiet and comfortable
shopping experience. The row’s stores are
designed with the same attention to detail
and simplicity as its clothing collections.
All stores are independently sited and not
in close proximity to shopping centers and
malls.
WEB STORE: The web store has a clean min-

imalist aesthetic, the main colors are black
and white. The website eases the consum-
er’s navigation and allows consumers to
explore product details.
9
Product
In an era of rapidly changing fashion trends,

The Row hopes to create classic clothes that
cannot be changed by time through the
study of fabrics, details and patterns.
The Row’s products include clothing collec-
tions for men, women, and children, along
with accessories like bags and shoes. Most
products have solid and neutral colors.
The Row focuses on providing timeless and
classic products, where essentialism is ex-
plored so that everything is as simple as
possible. Nonetheless, high quality materials
and precise tailoring are uncompromised.
11
Product
Presentation
In terms of product display, The Row has
chosen the most basic approach on its web-
site and in its physical stores.
In its e-commerce, all products are shown in

a flat-lay display along with modeling imag-
es for consumers to observe the details of
the clothing.
As for the physical store, products are ar-

ranged by categories. All garments are
placed on simple black metal hangers, and
bags and shoes are placed on wooden dis-
plays.
1412
| LY N X B R O C H U R E
Property
13
The row’s retail stores are

unified by a minimalist,
bright and clean style.
The company uses nude
colors as the base color,
and the interior design of
the store is complement-
ed by large areas of white.
At the same time, The

row has set the seating
area in the center of the
store to make it more at-
tractive to customers and
to make it easier for them
to try on the products.
The Row currently has

only three company
owned stores, located in
London, New York and
Los Angeles.
Retail Promotional
activities
Social media:
The Row has an Instagram account where
they post product information and fashion
show related information in low frequency.
Sales and discounts:

The Row’s promotions and discounts are
sent to customers via email.
The Row is a fairly low-profile brand, rarely
announcing promotions or in-store events.
It rarely has sales, with only 16% of products
on sale and discounts rarely exceeding 50%.
15
People
The Row designer Ashley Olsen has won 13

designer awards from every fashion design
association.
The Row’s founders have not been inter-
viewed about the brand since its inception
three years ago, with the brand focusing
more on the quality of its products.
Despite that the brand is owned by the
well-known Olsen celebrities, it has not been
endorsed or promoted by other celebrities,
because the founders believe that the excel-
lent products will naturally attract custom-
ers.
Competitive 
Analysis

17
The brand was founded in 2002 and is a

Rag & BONE New York based fashion brand. It focuses on
creating effortless and quality garments that
can be used for a long time.
Digital Distribution:
E-commerce site
Farfetch
Net-a-porter
Physical store locations:

USA, Taiwan, Japan, South Korea,
Thailand, and Australia.
Garment price range:

$95-1000
19
Agnona The Italian brand started in 1953 and was

a fabric manufacturer for many couture
brands, including Christian Dior. Later on
it started to manufacture its own ready-to-
wear garments
E-commerce site
Bergdorf Goodman
Neiman Marcus
Farfetch
Nordstorm
Physical store locations: USA, Rus-

sia, Japan, Germany, Canada.

$525-7000
Alexander wang The US brand was founded in 2005. It is an

innovative brand that offers modern and
young styles for its target market.
E-commerce site
Farfetch
Neta-a-porter
Physical store locations: USA, China,

Japan, UK, France, Thailand, Korea,
Singapore.

$185-1700
21
Gabriella Hearst The brand was founded in 2015 by Uruguay-

an designer, Hearst. Her designs reflect her
heritage and are based on high quality ma-
terials, timelessness, and sustainability.
E-commerce site
Farfetch
Net-a-porter
Physical store locations: USA, UK,

France.

$1500-25000
Positioning Map
23
Competitive
Price Analysis
SITUATIONAL
ANALYSIS
25
S W
Brand reputation
Balanced and strong financial performance

Brand awareness
Sustainability measures
High quality products
Higher level craftsmanship
O T
To enter new markets abroad
Counterfeit products
Influencer/celebrity marketing
Global economic instability and rising inflation
Target younger customer segments
Analysis of
Geographical
27
AT Kearney 2021 Global

Retail Development Index
Country of Choice
Justification: China and Malaysia were chosen for their top retail ranks in 2021, their
market attractiveness rates, as well as for their low market saturation rates. Turkey was
chosen for its high GDP PPP per capita and its low country risk.
Turkey has the highest GDP PPP per capita which is attractive for luxury brands. It has
a higher population and national retail sales amount than Malaysia. Despite its lower
market attractiveness it has significantly lower country risk compared to China and
Malaysia, which makes it safer for trade and FDI. The market saturation is higher than
China and Malaysia but it is still considered to be at a lower rate compared to other
countries globally. The country’s rank has improved compared to the pre-pandemic
year of 2019. Also Turkey is geographically close to Italy which is the manufacturing
29
PESTEL
ANALYSIS
Political
Opportunities:
-In April 2021, the Turkish government ap-
plied a support package of USD604 million,
for businesses that were affected the pan-
demic.
Turkey is on its way of becoming a part of
the European Union, this will strengthen its
ties with all its neighboring European coun-
tries.
Challenges with rising solutions:

-In response to the depreciation of the Turk-
ish Lira (Turkish currency), by the end of 2021,
the Turkish government announced plans to
increase wages, pension payments, and oth-
er extra expenditures to support businesses
during this period of rising inflation.
Challenges with advantages:

-However, the current low wages are still
attractive for investors.
31
Economical
Opportunities:
-The Turkish economy recovered quickly from
the COVID-19 crisis, due to strong econom-
ic policy support. Annual GDP in Turkey in-
creased by 10.1% in 2021, surpassing the growth
of 6.3% of the Western European average.
-During 2021, the country’s economic perfor-
mance developed significantly by increased
industrial production, exports, and private con-
sumption.
Turkey’s tourism revenues doubled over 2021 to
USD25.0 billion.

-Despite the currency depreciation and rising
inflation, the Turkish economy is expected to
perform better than the Western European
average, creating an average annual real GDP
growth of 2.5% versus 2.0% respectively over
2022-2026.

-Due to the pandemic, rent costs have
dropped and many companies are declaring
bankruptcy, however this presents an opportu-
nity for expansion for other companies.
33
Social
Opportunities:
-The population is expected to increase by 7.4%
over 2022-2040 to reach 90.2 million.
-Turkey’s consumer market is gaining impor-
tance, as there is a rise in disposable incomes.
This will make the country attractive for many
global businesses and retailers as Turkey also
has a strategic position since it is geographical-
ly part of both Europe and Asia.
-The rise of the working-age population of 5.2%
in Turkey is larger compared to a shrinkage
for the Western European average over the
forecast period, this will provide Turkey with
a demographic dividend unlike many other
European countries that are finding challenges
with notable aging. This will increase the coun-
try’s competitiveness against highly developed
European nations.

-Despite that the population age of 65+ is ex-
pected to increase by 86.8% over 2022-2040,
Turkey will remain a young country. The old-
age dependency ratio is forecasted to be at
25.8% in 2040, making it the second lowest
within Western Europe.
35
Technological
Opportunities:
-Mobile subscriptions are to continue in-
creasing, by 2026, mobile telephone sub-
scribers are expected to reach 86.8 million,
this shows that the Turkish population is
embracing mobile technology.
-Smartphones are becoming an impor-
tant tool in the population’s lifestyle, to surf
through the net or make calls.
Challenges with limited solutions:

-Internet use is still low and its expected that
only 88.6% of the population will be using
the internet by 2026. Turkey’s internet usage
will be low compared to other countries de-
spite its slow growth rate, and it is forecast to
be the at the bottom of the Western Europe-
an region in 2026. This could delay Turkey’s
progress in the fourth industrial revolution
“the digital age”, as it will be behind in the
market.
37
Environmental
Opportunities:
-Turkey suffers from water pollution from
the dumping of chemicals, air pollution in
urban locations, deforestation, and a con-
cern about oil spills from the increasing Bos-
porus ship traffic. Therefore, in October 2021,
Turkey joined the Paris Agreement and the
government announced a series of climate
policies including a 2053 target of carbon
neutrality.
-Turkish public opinion played a role in the
government joining the Paris Agreement,
because according to a survey conducted
by the German Marshall Fund in 2021, the
public’s sensitivity to the topic of climate has
been increasing, especially among the youth
population. More than 70% of the young
Turkish people supported the environmen-
tal agreement.
39
Legal
Opportunities:
-A free trade agreement (FTA) exists be-
tween the European Free Trade Association
(EFTA) and Turkey. -This ensures that the
parties in the agreement will strengthen
economic relations between members.
In the near future, the United Kingdom (UK)
and -Turkey are planning to renegotiate
their FTA to include more sectors, because
the UK is still one of the largest Turkish ex-
port markets.

-To put a stop to decreasing FDI, in June
2021, Turkey announced its FDI Strategy for
2021-2023, with an aim to increase Turkey’s
share in the global FDI market to 1.5% as of
2023, this will be done by improving com-
petitiveness, implementing promotional
campaigns, and developing a stronger digi-
tal infrastructure.
41
MODE OF
ENTRY
43
Directly Operated Store
This is a perfect global expansion strategy

for The Row after conducting Turkey’s PES-
TEL analysis, because the purchasing power
is increasing, rent rates for stores have gone
down after the pandemic, and the low inter-
net usage signals that the population relies
on brick & mortar.
Market Anal-
ysis
45
The Turkish economy has significant improvements after the

pandemic, specifically in the second half of 2021. The first half of
the year was still negatively impacted by continued restrictions
(with a full lockdown in April-May and a weekend lockdown for
the first six months of the year), and had lower sales compared
to pre-pandemic times. However, the second half of the year
had a sharp increase in sales, retailers described this period as
‘revenge shopping’. Sales in July and August this year were re-
cord-breaking and helped to make up for many business losses.
Market Insight
Within the Turkish market, local players still have a competitive edge
over multinationals. This is mainly driven by the fact local players have
a better control in lowering their operating costs, which helps them
keep their prices at an affordable rate for low to average income con-
sumers. Also, local players that are able to offer fast fashion with a wide
assortment, are expected to perform best.
Key Players
47
Shopping centers
in Istanbul (larg-
est city in turkey)
Luxury Fashion industry in turkey:

Emporio Armani
DIRECT
COMPETITORS
Hugo Boss
All of which offer high quality

garments with a minimalist
aesthetic as
THE ROW, and all have stores
in Turkey.
Tommy Hilfiger
49
LC Waikiki
(fast fashion, Turkish brand) leads
Turkey’s competitive fashion
landscape, the brand gained wid-
er popularity during the pandem-
ic as many Turkish consumers
wanted to trade down.
PURITY
INDIRECT
Massimo Dutti
THROUGH THE
COMPETITORS
affordable luxury, Spanish brand DESIGNED
ENVIRONMENT
Ipekyol
affordable luxury, Turkish brand
Target
Consumer
51
DEMOGRAPHICS
AGE RANGE: 25-45
GENDER: Females and Males
LOCATION: Lives in metropolitan area. such

as Istanbul, Ankara and Izmir
EDUCATION: Bachelor’s Degree and beyond
INCOME: $45K + annually

PSYCHOGRAPHICS
OCCUPATION: A successful career in their

field, with a high salary
ATTITUDE: They value timeless luxury appar-

el
LEISURE ACTIVITIES: International traveling,

reading, concerts
PERSONAL STYLE: Luxurious minimalism

53
BEHAVIORAL
TRAITS
MEDIA CONSUMPTION: Twitter and Insta-

gram, loyal readers of Vogue, follow fashion
weeks and trends
SHOPPING HABITS: Prefer solid colors and

classic styles with a focus on quality
TARGET CONSUMER
PERSONA
NAME: Asli
AGE: 30 years old
LOCATION: lives in Istanbul
INCOME: $100,000 annually
OCCUPATION: Chief Financial Officer (CFO)
EDUCATION: Bachelor’s in Finance
LIKES: reading, ecotourism
KEY CHARACTERISTICS: Sophisticated and

ambitious
TECHNOLOGY USAGE: Tech-savvy, proficient

in Microsoft software, iphone & mac user
55
TARGET CONSUMER
PERSONA
NAME: Ahmet
AGE: 40 years old
LOCATION: lives in Istanbul
INCOME: $200,000 annually
OCCUPATION: Owns a luxurious restaurant

in Istanbul
EDUCATION: MBA holder
LIKES: reading, riding
KEY CHARACTERISTICS: appreciate high

quality garments, calm and mature
TECHNOLOGY USAGE: Tech-savvy, iphone &

mac user
57
Store
Location
59
Trading Area
Analysis
Istiyne Park is located in the district of Sariyer between the neighborhoods of Emirgan
and Yenikoy.The location is going to attract a lot of tourists being that it is the most
popular city of Turkey. Istiyne Park is located near the Hilton Musak Hotel, which is 10
minutes away from the mall. The hotel also offers free shuttle services to the mall. The
district of Sariyer represents a high profile village of tourist attractions because of its
luxury real estate, beach and fine dining attractions. The area is able to target the de-
mographics of our target consumers through values, lifestyle activities and factors.
61
ISTİNYE PARK
Istinye Park was created in partnership with Orgin Grup and Dogus Grubu in July 2005 with 270,000 square
meters of construction area that holds 280 stores. It holds a competitive advantage position when compared
to other international shopping malls because of the square area. The actual shopping mall was opened in
September 2007 even though construction started 26 months prior. It remains the only shopping center that
offers all alternatives at the same time, with 147 clothing stores and 41 new brands entering the Turkish market
for the first time, as well as multiple choice restaurants from the world cuisines.
Architecture: The glass dome and open green areas offer the consumers the comfort of indoor and outdoor
shopping experience at the same time. The main objective is to offer a shopping experience that holds enjoy-
able expeiences to make you feel at home with your loved ones. The Park is family oriented offering movies in
the halls with the lastest technology for children and their parents to catch up at the meeting point of Istinye
Park.
IstinyePark, which also serves gourmet tastes with its 20 small shops in the Market Place that carries the spirit
of the old neighborhoods, offers the opportunity to park your car comfortably and smoothly as it brings a solu-
tion to the parking problem in the shopping malls with its car park with a capacity of 3,600 vehicles.
IstinyePark, being the address of luxury shopping, continues to be the focal point of domestic and foreign visi-
tors with its spacious architecture, customer experience and various activities.
IstinyePark was awarded ‘Shopping Center Developer of the Year’ by the world’s largest real estate and retail
fair Mapic in 2008 and ‘Grand Opening, Expansion & Renovation’, ‘Maxi Silver Award’ by International Council of
Shopping Centers in 2009 within the scope of Maxi Awards. Subsequently, IstinyePark, which ICSC has chosen
as the “Best Shopping Center in Europe”, was awarded the “Shopping Center of the Year” award by the Shop-
63
65
Area
Analysis
ADDRESS: KATAR CAD. NO:11 SARIYER / İS-
TANBUL
İstinyePark aesthetic is to introduce a pro-

gressive philosophy to shopping with in-
novative architecture. The combination of
outdoor and indoor spaces offer consumers
a peaceful yet comforting shopping experi-
ence. It is very accessible being that it is on a
single corridor. The shopping center enables
sustainable shopping practices by using au-
tomatic systems that keep energy levels low
saving power. There are three different trash
collection center set up to achieve natural
resources for plastic, paper and glass differ-
entation containers.
Area Factors &

Attractions
Area Attractions/Area Factor: Nisanisi , Isti-
kal, Bagdat, Cevamir Shopping Centre, and
Palladium Kanyon
Public Transportation: Uber, Bus, Ferry, Car/

Bike Sharing, Metro and Tram Stations, Free
Parking, Valet, and Shuttle Services
You can visit us between the hours of 10:00

to 22:00 every day.
Free valet services for over 100 TL on pur-
chases in Marketplace.
Enjoy free shuttle service on weekdays.
67
Services Shopping Dining

Categories
GLOBAL BLUE TAX REFUND Women’s, Mens and Children Apparel Cafe
CHARGING STATIONS Sports Food & Beverage
CLUB CARS Shoes, Bags and Accessories Restaurant
LOST AND FOUND Home
SHUTTLE Personal Care
WHEEL CHAIR AND STROLLER SERVICE Watch & Jewelry
PUBLIC PHONES Eyewear
ATM MACHINES Entertainment
SERVICES FOR FAMILIES WITH CHILDREN Services
LOCKERS Supermarket
FREE INTERNET ACCESS
ISTIYNE
SEGMENTATION
ANALYSIS
Power Elite: Young City Solos Flourishing Families:

High Income Earners Single High Credit Card Users
Bachelors and Master Degree Bachelors Degree Age 36-45
Conservative Downtown Commuter $125K+
Investors Active Lifestyles
Household Income 250K+ Career Drive
Age 51-65 Age 25-30
Household Income 75K+
69
Sales Potential
The sales potential in Istanbul is expected to

have a positive impact for The Row. The Row
has insights of globally expanding from their
Los Angeles storefront to London that has
proven to work with their marketing strate-
gies.
Turkey is within the maturing stages of a
retail market.
The luxury market in Turkey is expected
to grow annually by 1.94% from 2022-2027.
Istanbul is Turkey’s biggest urban city and
most valued tourism location welcoming
over 30,039 visitors yearly.
The population is expected to grow 11.09%
from 2021 to 2030 with 50% of their popula-
tion being woman which helps our sales.
Store
Design
71
Design Strategy
The store’s products and design style will
follow The Row’s minimalist aesthetic.
There will be fitting rooms for customers to
try the products.
A storage area for employees to replenish
store merchandise.
The store will include a women’s line, men’s
line, kid’s line, oils, and galerie products.
The design of the store is also in line with the
architecture of İSTİNYE PARK.
Physical Structure
A metal storefront sign with The row logo
was installed on the exterior of the store.
The store follows a minimalist design, leav-
ing large areas of white space and placing
merchandise displays around the store, a
layout that enhances exposure.
The store has large floor-to-ceiling windows
to create a visual appeal to customers.
73
Fixtures
The store has a wooden floor, including a
shoe racks, clothes racks and a checkout
counter.
The lounge area is covered with a cashmere
carpet and fabric sofas to ensure the cus-
tomer’s comfort.
Wooden display tables and racks for specific
products
Floor and ceiling lamps provide warm light
Visual Merchandising
An open-back storefront so consumers can
see inside the store. The large window space
will provide ample space to present different
mannequins dressed in new collections and
also to create seasonal window designs.
Ambiance
Sight
Warm light is the main focus, creating a
bright space through the floor-to-ceiling
windows and interior lighting.
Smell
Due to the wooden interior design, the
brand uses wooden scents to create the at-
mosphere in the store.
Touch
Soft fabric, and wooden elements in furni-
ture.
Sound
Non vocal music
Different music depending on the time of
day and season
75
Product
Plan
77
Category/Price
Women’s Apparel $3,000

Women’s Accessories/Shoes $1,000
Men’s Apparel $2000
Men’s Accessories/Shoes $600
Children’s Line $400
Galerie Products *Upon Request*
Promotional
Plan
79
Marketing Regional Analysis

-Digital and outdoor advertising are the -The new initiative’s target demographic is
best choices for a fashion luxury brand like the highest user of Instagram, this makes
The Row. An increase in outdoor advertising the app an integral part of The Row’s social
is evident after the pandemic and its lock- media advertising
downs.
-Despite the growth in television advertis-
ing, it is not the optimal vehicle for apparel
advertising which is the core product of The
Row.
-The low advertising on newspapers, radio
and magazines shows that digital advertis-
ing is dominating the market in Turkey.
Spending on advertising in Turkey from 2007 to 2021, by Distribution of Instagram users in Turkey as of June 2022,
medium (in Turkish Lira) by age group and gender
81
-The Row’s current goal should be to advertise on YouTube and Instagram, yet, the target market’s social me-
dia usage should continue be tracked to be prepared for marketing changes in the future.
Most used social media platforms in Turkey in January 2021 Number of people reached by advertisements on social
media platforms in Turkey in 1st quarter 2022, by platform
Promotional Timeline
83
Budget Allocation
In-store activities 9%
Store launch 3%
Celebrity endorsements 15%
Social media 13%
OOH advertising 15%
PR dinner event 45%
Celebrity Endorsements
Celebrity Endorsements by the most fol-

lowed Turkish celebrities.
The endorsements with the three actors will

be in the form of one-off deals, as it is the
most cost effective type of celebrity endorse-
ment, and it would help The Row reach a
very wide audience
Hande Erçel
Turkish actress
85
Burak Özçivit Demet Özdemir

Turkish actor and model Turkish actress, dancer and model
Out of Home (OOH) ADs
To drive foot traffic to the store there will be

billboard ads in the mall and in some roads
in Istanbul. Spending on OOH advertising
began to rise again after the pandemic as
there are now no lockdowns, and so it is an
optimal opportunity for THE ROW to pro-
mote its existence in Turkey.
87
PR Dinner Event
A PR event will be hosted prior to the launch

to celebrate The Row’s entrance into the
aTurkish market.
The dinner event will take place at The Four
Seasons Hotel Istanbul At The Bosphorus.
Invitations will be sent out a month before
the event to:
-Luxury and lifestyle influencers
-Editors and writers from Vogue and Harp-
er’s Bazaar
The Olsen twins will attend their brand’s event and will send with each
invite a piece from THE ROW to be worn by the guests to the event. The
organizer of the event will be the well-known Turkish PR agency, “ID ileti-
sim”.
The event will be recorded on social media.
89
In-Store Activities
Smart Mirror:
Augmented reality-fitting mirror for try- ons
to experiment with different looks and styles
before making a purchase decision.
Personalization:
Engraving on leather goods and Galerie
products.
91
In-Store Strategies
Excitement Attributes:
• Customization (Engraving)
• AR Mirror
Threshold Attributes:
• Trained Sales Assistants
• Professional customer service
• Luxury shopping experience
• Payment Methods (Cash, Visa, Mastercard,
ApplePay, Amex)
• Diverse Product Assortment and Size avail-
ability
• Attractive and organized store-front.
Performance Attributes:
• High quality packaging
• Styling assistance from sales assistant and
manager
• Engaging customer retention e-mails
93
Store Launch
-The store launch is an exciting event that

will be hosted by the Olsen twins, clients will
be invited as well as influencers to attend
the launch.
-Visitors will try the new AR Smart Mirror.
-The store’s engraving service will be free of

charge/ complementary during the launch.
-The live engaving service will be done by

the Turkish artist Banu Cennetoğlu (a collab-
oration between THE ROW & Cennetoğlu)
-Canape trays and drinks will be available for

visitors and invitees.
Social Media
Apart from the brand posting about the

store launch and PR event on social media,
THE ROW will also have sponsored Insta-
gram ads and YouTube ads. These two plat-
forms were chosen because they are not
only the most used in Turkey but THE ROW’s
target demographic uses these platforms
the most.
95
SEM/SEO
SEO and SEM are both important to better

position THE ROW in search engines, SEO is
organic (non-paid) and is based on a brand’s
website content, while SEM is based on paid
initiatives to be in top search results. Both
strategies are important to emphasize the
existence of the brand in a new physical
location, and this will also increase traffic to
The ROW’s main webpage.
97
E-mail Customer
Retention
Customer retention is vital for a business
in order to maintain gains from customer
acquisition. Therefore, customer retention
is an efficient and cost-effective method to
make existing customers loyal to the brand
as opposed to the loyalty programs which
are associated with much higher costs.
The most strategic form of customer reten-
tion is through subscription based e-mails
(opt-in).
THE ROW can use this method to:
-Send information about new collections.
-Invitations to special events.
-Holiday greetings.
-Check on purchase satisfaction.
Promotional Budget Overview
Notes:
Budget estimation methodology: The budget is based on secondary research about actual pro-
motional costs.
Digital strategy in year 2 & 3: includes additional costs for omni-channel integration between
the physical store and THE ROW’s e-commerce site, (example: in-store pick-ups and allowing for
e-commerce orders to be placed through the smart mirror in-store).
99
Staffing &
Recruiting
101
Organizational Chart
103
Employee Tasks
Store Manager: Merchandise Manager:
-Oversees the daily operations of the store -Ensures that visual merchandising, organization and
-Develops an effective training program and recruits quali- store maintenance are representative of the brand
fied sales assistants -Manage and process inventory to distribute to the sales
-Provides detailed reports to the regional manager in the floor by utilizing the brand guide from USA Headquarters
USA with KPI’S to maintain brand image
-Verifies UPC/SKU on merchandise tags with packing slip
Assistant Manager: information to confirm accurate inventory for location
-Collaborates with Store Manager and Merchandise Man-
ager to obtain brand image and operations. Sale Assistants:
-Effectively schedules all store employees -Greet clients and suggest styling tips.
-Analyzes sales and product activity to identify business -Perform POS sales transactions accurately in accordance
opportunities for the geographic expansion with cash control procedures guidelines
-Oversees communication channels and coordinates with -Overall build and gain sustainable relationships with cli-
headquarters to maintain brand image ents to retain customers and provide an optimal shopping
-Oversees distribution channels and employees experience.
Reward System
Base Salary
4% Commission
Discounts on the row brands (20%)
two weeks days of paid vacation.
The reward strategy inside the store will fol-

low company guidelines.
Recruitment Training Approach

Strategy
The Row store in Turkey will use external Prior to the store opening, the brand will fly a manager and a
resources to recruit. sales assistant from the UK store to Turkey, because the UK is
-External resources: geographically closer to Turkey instead of flying in managers
-Local online job boards from the US.
-Professional staffing agencies The UK manager will be responsible for imparting basic oper-
-Government employment agencies ational knowledge and brand knowledge to the local staff.
-LinkedIn The training will include the basic company code of conduct,
product knowledge, and brand history.
Sales staff will receive product knowledge training to ensure
that they can provide customers with correct product infor-
mation.
Hardware and software operations are also covered in the
training period.
Work Schedule
Mall opening: 10am-10 pm
Store employees: 9:00 am- 10: 30 pm
105
Budget & Schedule

Financial Plan
107
Sales Forecast
109
Annual Income Statement

111
Customer Profiles & Basket

113
Depreciation & Operations budget
Note: A logistics budget is not incorporated in the plan as it would be used when the store will begin to
incorporate an omnichannel approach in the coming years.
Key success factors
-Strategic focus: Hiring managers that are capable of tracking employee performance and store pro-
gress.
-People: Employee training, effective recruitment process, and the application of labor law rights.
-Operations: Having an effective and efficient system for the merchandise manager to use in order to
sort inventory.
-Marketing: Implementing the suggested IMC plan, and focusing on customer retention e-mails.
-Finances: Pricing products competitively and ensuring the accuracy of store financial data.
115
Executives Summary & Conclusion
The Row’s vision is to offer classic and timeless garments and accessories without compromising sus-
tainability and fine craftsmanship. The brand wants its customers to enjoy its products for a long time,
which explains why the brand chose neutral colors for all its collections since neutral colors are time-
less. Provided the mentioned key differentiating factors, The Row was able to establish its name in the
market as a luxury brand in the apparel industry. Hence, the main aim of this project was to increase
the brand’s awareness by entering into new markets. After careful research, it was discovered that the
best place for The Row to expand to is Turkey, because of the country’s high GDP per capita and low
country risks. The city of Istanbul was chosen for its high tourism rates and for its societal investment
and passion for luxury and fashion. A directly operated store in a mall is the optimal brick and mor-
tar channel for The Row as it currently only has flagship stores. A DOS in a high foot traffic location
will help the brand gain more awareness and generate more sales, that is why Istinye Park mall was
chosen for the expansion strategy. The mall is a staple in Istanbul as it is the center for luxury brands
and attracts many tourists and locals. In the new store, The Row will offer a variety of each of its prod-
uct categories and provide a luxurious retail environment that reflects the brand’s minimalistic and
timeless aesthetic. Finally, The Row’s expansion into Turkey will increase the brand’s awareness in this
emerging market, which will lead to stronger brand equity and an increase in sales volume.
117
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The Row
Nabila Zainy - Junwen Wu - Nakielle

Professor Carin Wightman- LXMT745-Fall2022

Lxmt745 The Row Jwu Fall22

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The Row Geographical Expansion Initiative

Nabila Zainy - Junwen Wu - Nakielle Professor Carin Wightman- LXMT745-Fall2022

Company overview 003-006

006 Private LLC

Mission Statement: The Row was estab-

2014 First store in Los Angeles

2016 The Los Angeles location was

Online Multi Brand Retailers:

Company owned website (e-commerce):

STORE AESTHETICS OVERVIEW:

PHYSICAL STORE: The row’s physical stores

WEB STORE: The web store has a clean min-

In an era of rapidly changing fashion trends,

In its e-commerce, all products are shown in

As for the physical store, products are ar-

The row’s retail stores are

At the same time, The

The Row currently has

Sales and discounts:

The Row designer Ashley Olsen has won 13

The brand was founded in 2002 and is a

Physical store locations:

Garment price range:

Agnona The Italian brand started in 1953 and was

Physical store locations: USA, Rus-

Garment price range:

Alexander wang The US brand was founded in 2005. It is an

Physical store locations: USA, China,

Garment price range:

Gabriella Hearst The brand was founded in 2015 by Uruguay-

Physical store locations: USA, UK,

Garment price range:

Balanced and strong financial performance

High quality products

Higher level craftsmanship

AT Kearney 2021 Global

Challenges with rising solutions:

Challenges with advantages:

Challenges with rising solutions:

Challenges with advantages:

Challenges with advantages:

Challenges with limited solutions:

Challenges with rising solutions:

Directly Operated Store

This is a perfect global expansion strategy

The Turkish economy has significant improvements after the

Luxury Fashion industry in turkey:

All of which offer high quality

AGE RANGE: 25-45

GENDER: Females and Males

LOCATION: Lives in metropolitan area. such

EDUCATION: Bachelor’s Degree and beyond

INCOME: $45K + annually

OCCUPATION: A successful career in their

ATTITUDE: They value timeless luxury appar-

LEISURE ACTIVITIES: International traveling,

PERSONAL STYLE: Luxurious minimalism

MEDIA CONSUMPTION: Twitter and Insta-

SHOPPING HABITS: Prefer solid colors and

AGE: 30 years old

LOCATION: lives in Istanbul

INCOME: $100,000 annually