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Retail Management - Section A - Group 1

Tashn's merchandising philosophy focuses on helping customers express their individual style and follow their own fashion preferences. This philosophy guides Tashn's product selection of over 200,000 items from 1,500 brands across apparel, footwear, jewelry and accessories. Products are classified as active, edgy, sophisticated or glamorous. Tashn targets higher-end brands than competitors and focuses on quality over discounts. The merchandising department is headed by a chief buying officer and uses past trends to determine future demand and products to order. Quality concerns are addressed through limiting product selection and focusing marketing on best sellers. Artificial intelligence also helps with demand forecasting, segmentation, and quality control.

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Rishabh Tyagi
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245 views2 pages

Retail Management - Section A - Group 1

Tashn's merchandising philosophy focuses on helping customers express their individual style and follow their own fashion preferences. This philosophy guides Tashn's product selection of over 200,000 items from 1,500 brands across apparel, footwear, jewelry and accessories. Products are classified as active, edgy, sophisticated or glamorous. Tashn targets higher-end brands than competitors and focuses on quality over discounts. The merchandising department is headed by a chief buying officer and uses past trends to determine future demand and products to order. Quality concerns are addressed through limiting product selection and focusing marketing on best sellers. Artificial intelligence also helps with demand forecasting, segmentation, and quality control.

Uploaded by

Rishabh Tyagi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Retail Management | Section A | Group 1

Tashn.com: Developing Merchandising for a Competitive Advantage

1. What is Tashn’s merchandising philosophy? How has this philosophy affected its
merchandising decisions?

A. Tashn built their business around the philosophy of helping the fashion-conscious youth
explore their individual expression and following one’s own style. They followed an ideology
of ‘Being yourself’ or ‘Be You’- The major components were ‘Speaking up your mind’, ‘Living
your life’ and ‘Wear your colours’. Thus the multi brand retailer offered a collection of
200,000 products from over 1,500 brands across four major product categories- apparel,
footwear, jewellery and accessories. The merchandise was also classified according to the
individualistic merchandising philosophy as- active, edgy, sophisticated, or glamorous.

Thereby Tashn’s product portfolio not only contained international brands like Dorothy
Perkins and Vero Moda, but also featured boutique brands for exclusive customers like
“plusS” for plus size fashion wear, and “The Wedding Store” for wedding essentials. They
also targeted slightly higher and full end merchandise from power brands like Gap, H&M,
Zara, instead of offering low-priced high-discount brands (like their competitors did) as they
wanted the customers to focus on service delivery and merchandise quality rather than
getting them used to discounts.

The enhanced focus on merchandising driven by Tashn’s philosophy meant that Tashn had a
separate merchandising department headed by the chief buying officer. It was at the
intersection of retail art and statistics. Teams held specific roles for analysing the previous
trends and determining future demand patterns. Consequently, the buying team determined
the brands and products to be ordered and placed those orders with the vendors.

2. How is the merchandising function organized at Tashn?

Ans. The ultimate purpose of merchandise planning and operation is to optimise profits by
limiting markdowns, meeting and exceeding sales targets, and limiting surplus inventory.

Tashn.com - Managing Regulations and the Business Environment Merchandising operates


in a world governed by a plethora of regulations and government directives. The firm must
negotiate the environment in competitive strategy, sales areas, by developing strong
relationships with lobby groups and political networks.

Market that is strong Tashn.com Merchandising's Domestic Market - Tashn.com


Merchandising's domestic market is both a source of strength and a hurdle to the company's
growth and innovation. Tashn.com Merchandising can easily grow in its domestic market
without much innovation, but entering the international market will necessitate more
investment in research and development. The temptation for Tashn.com Merchandising
managers so far has been to concentrate solely on the domestic market.
Tashn.com Merchandising takes advantage of rising disposable income to create a new
business model in which customers pay for things as they use them.

3. How does Tashn’s merchandising function address quality concerns? Is there a


difference in Tashn’s operating model with respect to quality concerns among the
different e-retail operating models?

Ans. Tashn’s merchandising function address quality concerns the following way:
Expansion into the International Market: Tashn.com Merchandising's expansion into the
international market allows them to get into the international talent market. It may also assist
in attracting talent to the domestic market and expanding into other industries. Sales,
competitive strategy

Tashn.com - Tashn.com - Tashn.com - Tashn.com - T Merchandising has limited the number


of products available on the market and concentrated marketing efforts on the most
profitable ones.

Tashn.com - Artificial Intelligence Artificial intelligence is used in merchandising to better


predict consumer demand, cater to specific segments, improve recommendation engines,
and maintain quality control.

There isn't much of a difference between Tashn's operating model and the other e-retail
operating models in terms of quality concerns, as all of the other merchandising companies
employ the same points.

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