Project Objective: To reinvent our customer experience for our fine tailoring career-wear brand using a holistic approach.
Background of Client: One of the largest clothing chains distributing fashionable career-wear for men and women in Asia.
Staff Involved: Over 500 staff members from the headquarters office and retail shops including fashion designers, the visual merchandising team, retail staff and marketing team.
Service Scope: Discover, Diagnose, Design, Determine, Develop and Deploy stages of Customer-Centered Innovation Method
Over almost 30 years, the company has become an apparel market leader by providing mass appeal through fashionable merchandise in Asia. In a traditionally fragmented market, the brand has managed to maintain high customer loyalty.
Throughout the 1990s, Casual Friday grew until “business casual” became the norm in many workplaces, replacing the once-standard suits and ties. As with many workplace trends, this one started in Silicon Valley. With start-up and tech CEOs dressing more like Zuckerberg than James Bond and Google’s four-word dress code, proponents of casual dress claim that formal attire stifles creativity, and allowing employees to express their personal style is good for morale and boosts productivity.
Nevertheless, our loyal customers hold key positions in their companies. The demand for business suits is shifting from “suits for the budget” to “executive business suits.”
The fashion industry is highly competitive, and the brand may face difficulties competing successfully in the future with the new fast fashion brands like H&M and Zara, and international brands like Gucci, Calvin Klein and Polo Ralph Lauren.
In the initial stage, to create an awareness of how the status quo or current level of acceptability might be hindering the company, we involved different department heads and the retail operations management team to conduct various analytic and strategic planning sessions. After the various sessions, the new customer value and key customer touchpoints and rollout timeline were defined.
We highlighted five success factors in the initial stage, as follows:
Service Before and After Purchase
Clothing Brand Names and Paying for Reputation
In the middle stage, we designed a solution for each of the factors with various departments. For factors one to three, we conducted briefing sessions with designers and fabric teams to understand the new requirements for the next few seasons. It was agreed that new fabric suppliers would be identified to maintain the company’s position as the largest manufacturer and fabric supplier in the world while enabling us to achieve the lowest possible costs.
For the fourth factor, we partnered with HR to design and implement a new staff development program called the “Suit Consultant Certification Program.” For the last factor, we engaged the visual merchandising and marketing teams to ensure the window display and marketing promotion were aligned.
Before launching the new customer experience program to the public, we conducted briefing sessions for different target participants, from the functional team in the HQ office to shop managers and all retail shop staff so that all of them were on the same page.
In the final stage, to ensure acceptance of the new status quo, we designed a new incentive scheme and MSP for reinforcing purpose. Another key action was to continuously run the Suit Consultant Certification Program to ensure that we had sufficient retail staff to provide the new customer experience, even with staff turnover.
<<< Client Results >>>
Increase in Mystery Shopper Program (MSP) scores
Improved sales achievements
Hong Kong Award for Industries: Customer Service Award
HKRMA Service and Courtesy Award
Track Record of InnoEdge Think Tank
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