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Article

French

ID: <

10670/1.ddr2u5

>

Where these data come from
The management of the Zenkaï brand

Abstract

The mid-range clothing market is a sector in which the competitive intensity is full. Influential actors have little to do with small ones. Thus, market shares are essentially divided between the major brands Diesel, Replay, G-Star, Japan RAGS, Melting Pot, Pepe Jeans and Energie. However, this market continues to see regular new brands that seek to flourish and dream of becoming a place with top names. Zenkaï, a small Swiss brand, entered that market in September 2001. To date, the brand has not managed to go beyond its launch phase and enter a growth phase. The problem currently facing it is to develop its reputation, consolidate and clarify its identity, and strengthen ties of proximity and loyalty with its customers. In order to help this brand develop, I made this issue a mandate and the subject of my degree work. With a first critical look at the company, it should be noted that it manages no less than three activities: design and creation, production and distribution. Developing in a sector where the key success factors are fashion content, price, quality and variety of supply, Zenkaï surely responds to three of them. By working on the basis of a production policy in limited small series and ‘made in Europe’, the brand chose to prefer the variety and quality of the offer at the expense of its price. Indeed, Zenkaï often applies relatively high prices given its low awareness and competitive intensity. At a time when the turnover of the retail trade in clothing and footwear was steadily declining between 2000 and 2004 and finally regained growth in 2005, and which now also has to deal with the arrival of textile giants such as China, we are entitled to ask ourselves questions about the future of the small Swiss brands to which Zenkaï belongs. The market survey of a brand manager, distributor and some customers revealed a relatively similar perception of Zenkaï using concepts of dynamism, creativity, urban planning, youth and user-friendliness. In order to strengthen this perception with a view to consolidating and clarifying the identity of the brand, strengthening its proximity and loyalty to its customers, and ultimately developing its reputation, I have made a number of recommendations. As a first step, in order to build an emotional relationship between the customer and the brand, I advise Zenkaï to turn to the client’s imaginary. In order to do so, I recommend him to tell a story about the product and to build a life experience, including a sense of vision, touch and hearing. From this emotional relationship, the brand will gain a competitive advantage. I also advise Zenkaï to make changes to its marketing strategy. I therefore recommend the development of two new product concepts, the introduction of a communication justifying the prices charged, the extension of the internal and external distribution network, using the Internet web and private shops in particular, and, lastly, the use of various non-media communication tools.

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