French Connection Fashion - Business Plan Example

French Connection Fashion Plan Range Report Executive Summary This paper seeks to present the report of an ethically inspired Spring/Summer capsule, Collection fashion range plan for French Connection UK. The initial portion of this report summarizes the brand’s profile and conducts a SWOT analysis, while the second part offers a justification for the fashion range plan, including its rationale and excitement for the range. The final part discusses the roles of buying and merchandising within the fashion industry’s supply chain and within French Connection. This report utilized primary research methods to get information from French Connection’s Bond Street store. In this case, information collected was qualitative through interviews, observation, and comparison with Ted Baker Collection. Secondary research was undertaken in order to understand the roles of merchandising and buying, as well as the brand and its trends over the years. The report gathered secondary data from the French Connection website, books, the internet, and financial reports. Table of Contents Contents Page 1. Introduction to brand …………………………………………4 1.1 Brand profile Summary…………………………………....4 1.2 SWOT Analysis……………………………………………5 2. Introduction to the Capsule Collection………………………...8 2.1 An Introductory Summary of the Finalised Range Plan……………………………………….8 2.2 Rationale behind the Range………………………………...9 2.3 Excitement behind the Range………………………………10 2.4 Ethical Sourcing…………………………………………….10 2.5 Range Plan…………………………………………………..12 2.6 Option, Fashionability and Country of Origin Mix Analysis…………………………………………13 2.7 Suggestions for Size Ratios and Initial Allocation Quantities………………………………….14 3. Buying and Merchandising Roles………………………………...15 3.1 Introduction to the Roles and Responsibilities of Buyers and Merchandisers…………………………………….15 3.2 A Review of Roles and Responsibilities of Buyers and Merchandisers…………………………………….15 3.3 Examples of the Roles in French Connection…………………18 3.4 Their Activities and Relationship with other Internal and External Functions……………………………….19 4. Report Summary…………………………………………………...20 5. References …………………………………………………………21 FRENCH CONNECTION FASHION PLAN RANGE REPORT Introduction to Brand Brand Profile Summary French Connection UK, or FCUK, is a company of international repute that sells accessories and clothing. The company abbreviated its name to FCUK in 1997 and took full advantage of this to introduce clothing ranges that carried the abbreviation. Established in 1972 by Stephen Marks (French Connection 2013, p. 1), the UK based company is both a retail and wholesale chain with a design philosophy that centers on appealing to a wide market, especially women aged between twenty and thirty-five. The company has over 300 retail stores in some thirty countries, as well as more than a thousand wholesale points of sale across the globe, all driven by design and innovation (French Connection 2013, p. 1). It has also expanded into e-commerce for its businesses in the US, Canada, Ireland, the UK, and the wider European market, which has contributed to over £140 million in revenue. The brand consists of an extensive range of products for men and women, which comprises casual wear, eveningwear, business wear, accessories and, recently, toiletries (French Connection 2013, p. 1). In addition, they also have a children’s range, which is similar in quality to that of the former group. Moreover, they have also expanded into shoes, watches, sunglasses, home ware, and toiletries for both sexes. The company’s products are manufactured in Europe and Asia in specialist facilities, of which they ensure that the facilities’ contemporary surroundings are environmentally sustainable. Finally, the brand’s quality has been supported by its strong presence in the market and successful advertising (French Connection 2013, p. 1), which have resulted in its position as one of the UK’s most recognizable brands. SWOT Analysis of French Connection Four main arguments can be derived from the company’s SWOT analysis. French Connection has strength in its strong marketing and wide target market range (Benjamin 2012, p. 1), while its main weaknesses are few domestic locations and high net losses, opportunities in adding to the beauty line, and threats from increased competition. French Connection has a wide appeal across ages and its international strategy of selling means that they have a large market base. With over three hundred stores as of 2010 across the world, they are able to operate in China, Hong Kong, Japan, Australia, the Middle East, North America, Europe, and the UK. They also have significant global awareness due to their recognizable FCUK logo, as well as being in a debt free position, and economies of scale. Finally, they also have a strong marketing capability. Its weaknesses include the high levels of net losses despite rising sales, as well as fewer domestic locations. In addition, they have poor positioning strategies; their products are not highly differentiated and poor pricing strategies. With regards to opportunities, French Connection can invest in the global wholesale market, add to their beauty line, leverage the social media platform, and expand their operations. Finally, they also face threats that range from increased and intense competition to increasingly unfavorable economic conditions (Benjamin 2012, p. 1). Additionally, their position in Europe is weakening. Strengths There is a significant global awareness about the French Connection brand (Benjamin 2012, p. 1), especially because of its FCUK acronym that has raised its profile due to its similar sounding acronym, making it easier to remember. The brand also has various celebrities among its most loyal customers; this makes them popular in their target market. French connection is also in a debt free position (Ruddick 2013, p. 1), which could prove to be an advantage when the economic recession eases up. This also places the company in a better financial position compared to other companies operating on a loss, enabling it to withstand more financial difficulties. French Connection is also able to operate under economies of scale, especially because it operates in many foreign markets. Therefore, it is possible for the company to produce its products in bulk for the countries it has operations in (Kotler & Keller 2011, p. 12), rather than outsourcing its production or transporting the products to its overseas market. Because French Connection has a wide appeal across different ages, coupled to its multi-national selling strategy, they possess a wide market base. Therefore, the company has the strength and market presence to withstand financial problems in specific locations because it is also operating in other possibly more promising markets (French Connection 2013, p. 1). Its strong marketing techniques allow French Connection to draw attention to its brand (David 2012, p. 38). This ranges from its website design to its advertisements that are both outrageous and shocking. Weaknesses French Connection suffers from poor positioning (Benjamin 2012, p. 1). Despite being positioned as a world leading fashion retailer, they have failed to position effectively themselves in a changing market, which could have changed the customers’ perception. Failure to differentiate its products is also a problem. Their products today lack distinction (David 2012, p. 39), which has led to disillusionment among its customers who prefer to have exclusive styles. This has led to the company’s designs being less conspicuous on the streets compared to other peers who have reinvented themselves. Simply, their product lines are too basic. The company’s pricing strategy has also become a weakness (Ruddick 2013, p. 1), especially since their use of discounting has hurt their bottom-line and subsequent profitability. Its branding position has also proved to be a weakness in the recent past with a loss of direction and changing customer perceptions. FCUK brand has become less relevant in the UK retail market, especially after its exclusivity credentials were undermined by its decision to mass market its products (Kotler & Keller 2011, p. 13). The company has also suffered significant net losses consistently since 2009 (French Connection 2013, p. 1), which can be blamed on the economic crisis of 2008/2009. The rise in operational costs has also nullified the company’s rising sales, especially due to its reclamation of franchised stores, as well as expansion of stores in Japan. Fewer domestic locations are also a weakness, especially in the US where it has the biggest potential. Opportunities French Connection can exploit social media platforms and its wide reach (Ruddick 2013, p. 1), especially in their target market of 20-35. Since, at present, they are finding it difficult to placate the preferences and desires of the customers, FCUK can use the various platforms availed by social media to interact and popularize its brand with potential and current customers. In addition, they can also get feedback about their preferences and needs. French Connection can also expand into foreign markets (Benjamin 2012, p. 1), especially since they only operate in 30 countries. Compared to their main competitors, including Zara and H&M, FCUK lags behind with regards to global market penetration. The company could also seek to further develop its products, particularly for its different segments (Kotler & Keller 2011, p. 13). To do this, it will be crucial to look for market gaps and enhance their range of products. This could also involve improvement to their merchandise management practices. They could also invest more in their e-commerce sector (David 2012, p. 39), which, at present, is only available in the UK, Ireland, Western Europe, and the US. French Connection also has opportunities in expanding their international wholesale markets (French Connection 2013, p. 1), which will allow the company to grow internationally sans investment in multiple global markets. This will also allow retailers to take on a larger portion of the risk. Finally, they could also add to their beauty line. While the European and UK websites offer many types of fragrances for women, they are yet to tap into cosmetic items. Threats There is increased competition for French Connection from stores like TopShop, H&M, and Zara, which have undergone rapid global expansion. As its competition ventures into markets that French Connection is strong in, FCUK stands to lose its unique quality, as its market position is threatened (David 2012, p. 38). French Connection’s position in Europe is also weakening (Benjamin 2012, p. 1), which is leading to increased losses. This is partially because of the aforementioned competition, as well as poor holiday seasons and weaker menswear lines. Unfavorable economic conditions are also a threat because French Connection could see a significant impact on demand levels for its products (Ruddick 2013, p. 1). This happens as customers start to change their buying behavior for cheaper and more quality products. Increased discount periods are under threats from other fashion companies, which could lead to French Connection reacting by pushing down its prices and suffering even greater losses (French Connection 2013, p. 1). Their physical stores are becoming less ambient, and service friendly compared to its competition, which may result in customers browsing products for a shorter time or less traffic into their shops. With over three hundred stores around the world, the cost of maintaining these stores may be difficult as the company underperforms and undergoes poor business performance. The fashion market is becoming increasingly saturated (Kotler & Keller 2011, p. 14), which may eventually hurt its plans to increase the brand’s market presence. Introduction to the Capsule Collection Range Plan Summary The range plan will be made up of four styles, three colors (light pink, grey, and cream), and twelve options. The different styles will mostly be made of leather, recycled polyester, and organic cotton from China and Italy. They will be availed in five London stores as from 1st March. Of these twelve options, the core: fashion: high fashion ratio will be 3:7:2, while the top: bottom ratio will be 3:2. The range will also have product lifecycle of eight to ten months. In addition, the open to buy needed to purchase this specific range will be £110,000, while the average intake margin will be pegged at 64.8%. Rationale behind this Range This range is expected to launch on 1st February as a Spring/Summer collection. Because French Connection normally launches its Spring/Summer collection between February and April, this particular range can be considered as a transitional range between winter and summer (Shaw & Koumbis 2014, p. 21). The temperatures will still be low as the transition occurs, which means that there is still need for the items that are comfortable and warm. With comfort and chic being the most important aspects of this range, it is important to ensure that the clothing is warm but comfortable. The colors will also be more subdued , rather than bright, because it tends to give an image of high end chic, as well as a basic and core design. Dresses also sell better for French Connection, whether casual, eveningwear, or business wear, which accounts for the higher number of dress designs. Blazers and coats are also in demand as it is still cold, and the UK is in a seasonal transitional period (Shaw & Koumbis 2014, p. 22), which justifies three product types. Finally, because tops are cheaper and more likely to attract customers, more tops will be offered than skirts and trousers. Excitement of this Range For this range, the excitement will be grounded on the quality and lower price, which will seek to follow in French Connection’s concept of higher quality for lower prices than the competition. Because the customer profile for French Connection indicates that the average customer enjoy a middle class lifestyle and formal wear for the office (Angel 2013, p. 56), it was important to create a range that respects dress code and whose colors fit within the office setting. This will help French Connection move towards a more fashionable look with respect for required dress code. In addition, there is also eveningwear and casual wear as the average FCUK customer normally goes out to restaurants and bars in the evening. Thus, providing a range that is affordable but fashionable and respectful should move French Connection towards this market (Angel 2013, p. 56). Ethical Sourcing In order to anticipate the release of Ted Baker collection’s more sustainable lines, French Connection must also embrace sustainability, which will also enhance its brand reputation. In the fashion industry and especially for retailers, ethical trade practices have become increasingly important, particularly due to demands by the consumer (Plunkett & Reid 2012, p. 44). Therefore, this range will use organic cotton and recyclable polyester to raise brand awareness and maintain competitively with Ted Baker Collection. Organic Cotton Production of cotton has seen a dramatic increase in the last decade, spurred on by increased demand of its fiber products (Aspers 2010, p. 55). Increased production of organic cotton in India has driven this trend, serving large and small sized retailers globally. The UK has also increasingly adopted this trend with at least 75% of all high street retailers believed to offer products made from organic cotton. Total cotton sales across the UK have upped to ~£90 million from ~£65million in the last five years, which is an increase of 40%. In order to stay on track in meeting the goal to use only sustainable cotton by the year 2020 (Aspers 2010, p. 56), French Connection must increase its use of organic cotton. This will also help stay competitive with Ted Baker, which uses only organic cotton in underwear and socks after sourcing ~68 tons of the products in 2012. Recycled Polyester Polyester Staple Fibre, which is produced from recycled PET bottle flakes or from PTA & MEG and PET Chips (Aspers 2010, p. 71), is estimated to reach global production levels of ~18 million tons, an increase of 3 to four million tons, by 2018. It is still expected, however, that these production levels will outstrip demand. In Asia alone, where FCUK bases most production plants, there will be a surplus of 2 million tons that will have to be imported to other regions. In addition, the demand for polyester filament yarns is expected to reach approximately 38 million tons by the year 2018, of which it is expected it will continue increasing at 4.5%, leaving ~.5 million tons in surplus. One of the industries expected to benefit from this surplus is the fashion industry (Aspers 2010, p. 56), and Ted Baker is already a leader in sustainability efforts. The recycling mantra at Ted Baker is supported by working with the best quality of materials; sourced and manufactured under sustainable conditions. Using it will help in maintaining and drawing more attention to the FCUK brand. Range Plan Options Description Colour Fabric Fashionability Country of Origin Cost Price Selling Price Intake margin Stores Life cycle Rate of Sale Sell Through Rate Total Buy Units Total Buy Cost Value Total Buy Selling value Full Price Sales 1 Classic cotton sleeveless dress black and white 100% Organic Cotton core China £20.04 £65 63.0% 5 8 9.0 85% 424 £7,545 £24,471 360 2 Floral print cotton dress blush 97% Organic Cotton 3% Spandex fashion China £24.79 £85 65.0% 5 10 2.0 55% 182 £4,508 £15,455 100 3 Bustier focus scrapples dress white 97% Recycled Polyester 3% Spandex fashion China £27.71 £95 65.0% 5 10 2.0 55% 182 £5,038 £17,273 100 4 Bustier focus sheer layered dress black 100% Recycled Polyester high fashion China £63.25 £230 67.0% 5 12 0.5 40% 75 £3,953 £14,375 30 5 Stripe print statement blazer black and white 53% Organic Cotton 44% Recycled Polyester 3% Elastane fashion China £29.29 £95 63.0% 5 10 1.5 50% 150 £10,936 £35,467 75 6 Floral print statement blazer cobalt 53% Organic Cotton 44% Recycled Polyester 3% Elastane fashion China £43.75 £150 65.0% 5 10 1.5 50% 150 £6,563 £22,500 75 7 Semi-sheer cropped bolero jacket black 100% Recycled Polyester high fashion China £43.75 £150 65.0% 5 12 0.5 30% 100 £6,563 £22,500 30 8 Plain leather cropped tank cream 100% Leather core Italy £11.00 £40 67.0% 5 8 7.0 75% 373 £4,107 £14,933 280 9 Bustier focus cropped tank blush 97% Recycled Polyester 3% Spandex fashion China £17.50 £60 65.0% 5 10 1.5 50% 150 £2,625 £9,000 75 10 Sheer layered cropped tank white 100% Recycled Polyester fashion China £27.50 £100 67.0% 5 10 1.5 50% 150 £2,292 £8,333 75 11 Medium-length leather skirt black 100% Leather core Italy £35.00 £120 65.0% 5 8 5.0 65% 308 £3,889 £13,333 200 12 Floral print trouser cobalt 97% Organic Cotton 3% Spandex fashion China £35.00 £120 65.0% 5 10 1.0 45% 111 £3,889 £13,333 50               64.8% 5 10 2.8 62% 2354 £61,905 £210,973 1450 Option and Fashionability Mix Analysis By Unit Buy Mix By Selling Value Mix Suggestions for Size Ratios and Initial Allocation Quantities The appendix contains the suggested initial allocation quantities and size ratio for every option as per the product Fashionability and categories. Sizes ten to fourteen are the most popular with clients, especially for dresses and skirts, while sizes M and L, are the most popular with customers for blazers and tops. This information has been received from store managers at French Connection’s Bond Street store. Buying and Merchandizing Roles Introduction to the Roles and Responsibilities of Buyers and Merchandisers Buyers are crucial in the sourcing of new products, as well as the analysis of how existing goods are performing in order to ensure the company maintains a competitive advantage (Goworek 2012, p. 38). The main role involves understanding the needs of the customer through research, planning, and choosing correct quality, type, and range of products that they can source. Responsibilities involve the identification and development of products according to anticipated seasons or trends, as well as managing margins, negotiating contracts, and identifying the right suppliers. In conjunction with the merchandiser, the buyer also identifies growth opportunities for the company. The merchandiser’s main responsibility is to ensure that products are delivered to the correct stores in the right quantities and on time. In addition, they also monitor sales, manage stock, and anticipate trends (Morgan 2009, p. 111). They also coordinate distribution activities, manipulate available stock, and review performance of products for each branch. Therefore, while buyers are involved in selecting lines, merchandisers are tasked with trading decisions, price decisions, and quantity decisions. A Review of Roles and Responsibilities of Buyers and Merchandisers The role of the buyer is to make sure that the retailer’s purchases are the right fit for their target market. In addition, they also ensure the retailer’s purchases can be sold in adequate numbers in order to achieve the business’ expected margin of profit (Benbow-Pfalzgraf 2012, p. 34). Other roles of the buyer include contacting marketing, retail operations, quality assurance, suppliers, and design. Merchandising, on the other hand, involves capable production and styling, careful planning, and effective selling. Therefore, merchandising as a process is crucial in determining a company’s overall revenue. The roles of the merchandiser and buyer, in this case, are varied and are key in determining the business’ success. Generally, the role of the merchandiser could involve communication and contact with marketing, retail operations, logistics, suppliers, and finance (Benbow-Pfalzgraf 2012, p. 34). With regards to the crucial roles of merchandisers and buyers, their activity is another important aspect. Buyers are important in areas such as shipping, manufacturing, sourcing, product development, concept, research, retail, distribution, and warehousing. The buying and merchandising function, therefore, plays the role of connecting the fashion brand’s financial and creative aspects. This is done through strategic operational trading and range planning in order to optimize the organization’s opportunities. Both functions are expected to deliver ranges that are reflective of wealth creation and creative direction (Jackson & Shaw 2011, p. 110). Thus, delivery of these two aspects is crucial to the existence of both functions. CSR For French Connection, there are several considerations for merchandisers and buyers when playing their role, especially in light of the organization’s current ethical stance. This will require ensuring that they consider environmental sustainability, such as safe chemical disposal, use of organic materials, and reduce carbon footprint by sourcing closer to their base (French Connection 2013, p. 1). They are also required to consider their workers’ lifestyle, for example, by paying fair wages, investigating in community, and offering safe and favorable conditions for working. They are also required to ensure that they comply with their host countries’ safety and health regulations, such as providing employees with safe working environments, risk monitoring, and offering safety and health training for personnel. In addition, manufacturing French Connection’s products and supplying them has a significant impact on the environment, especially with regards to sourcing raw materials and processing them to the final product. Since the sources of raw material and manufacturing facilities are spread internationally, there is every chance of a poor environmental record. However, the organization realizes that their operations are reliant on these resources, including human resources, some of which are of a limited nature (French Connection 2013, p. 1). Therefore, they pride themselves in the fact that their products are of good quality and can last for a long time, i.e. long life cycle, irrespective of price tag, which ensures they make good use of materials they invest in. Supply Chain French Connection uses 3rd party facilities for manufacturing globally and has done so for more than 30 years. However, their buyers have specifically given regions and suppliers who have unacceptable environmental practices a wide berth (Easey 2009, p. 61). For this reason, the buyers are expected to make sure all suppliers follow guidelines provided by FCUK. They are also required to ensure that factories are adhering to environmental requirements from both their guidelines and those of the host government. The merchandisers are tasked with ensuring that set standards are met at the point of sale, as well as during warehousing and distribution. The companies used for distribution and shipping are expected to show how they are reducing their carbon footprint. Where they identify transgressors, they seek to work with them in order to come up with the appropriate program for remediation (Easey 2009, p. 62). It is also within the mandate of both buyers and merchandisers to stop the use of suppliers and transporters who are identified to contravene persistently the standards set by French Connection, as well as those who fail to implement recommended remediation programs. Examples of the Roles in French Connection Merchandisers and buyers are crucial in ensuring the success of the range plan. While the buying function deals with the selection of products on the basis of past sales, customer, and trend history, the merchandising function decides on how much stock to buy within the budgeted OTB, as well as electing when to deliver the product to a specific store (Iltis 2010, p. 121). The buyer is normally responsible for qualitative aspects of the plan as shown below. Options Description Colour Fabric Fashionability Country of Origin Cost Price Selling Price 1 Classic cotton sleeveless dress black and white 100% Organic Cotton core China £0. £65 From this table, the decision points for the buyer are shown with cost price affected by the selling price, which is decide in collaboration with the merchandiser and the intake margin that is decided upon by the merchandiser (Craik 2009, p. 49). For French Connection, the range plan’s ethical concern with regards to the buyer means that he/she must be careful when considering the sourcing approach and origin of the raw materials. The buyer at French Connection has to consider delivery time, quality, and cost, as well as released pollutants, work safety and health, and workers’ rights. For instance, in sourcing organic cotton for this range, the buyer will have to visit the involved factories to ensure the cotton is fully organic. Partnering long term with a specific factory, while also offering technical assistance, should enhance the supply chain relationship and ensure quality of products (Craik 2009, p. 50). In the table below, the decision points for the merchandiser are made in collaboration with the buyer. French Connection’s customers and business model require that merchandisers consider the sell through rate, sales rate, and interdependence between lifecycle and Fashionability (Hines & Bruce 2012, p. 27). The merchandiser at French Connection has to carry out the sell through and sales rates analysis from the previous sales season in order to comprehend different product groups and fashionability, and their selling performance. This will help in giving the correct rate for every option come up by buyers. In addition, they also have to pay attention to marketing strategy since they will decide on total buy unit (Hines & Bruce 2012, p. 27). This is because various options of colour may be required more than calculated results since French Connection utilizes colour schemes for promotion via visual merchandising. Options Selling Price Intake margin Stores Life cycle Rate of Sale Sell Through Rate Total Buy Units Total Buy Cost Value Total Buy Selling value £65 63.0% 5 8 9.0 85% 424 £7,545 £24,471 360 Their activities and relationship with other internal and external functions Buyers work together with performance management function to assess performance of the product, updating suppliers and manufacturers of performance of these products, and finalizing technical and aesthetic aspects of the range (Dillon 2012, p. 55). The merchandiser will also work with performance management to reforecast and update KPI budgets, assess business performance compared to agreed budgets, and communicate the revised forecasts to finance directors. Together, buyers and merchandisers work with performance management in ensuring departmental records are up-to-date, proposing trading strategies like range cancellations and promotions, and review the promotional activities and ranges put up by competitors like Ted Baker. Buyers at FCUK also work with stock management in liaising with manufacturers to ensure compliance with requirements and legislation and negotiate suitable terms with suppliers. The merchandiser, on the other hand, works with stock management to establish the best replenishment and allocation criteria and provision of updates on stock delivery to logistics and warehousing teams. Together, the work with stock management to ensure updating of business documentation and making decisions on cancellations and re-buys on the basis of actual performance of products (Dillon 2012, p. 56). Finally, the buyer and merchandiser work with promotional management at French Connection to decide on suitable promotional schedules, as well as to ensure the promotional activities are received by retail stores to replenish in time. Report Summary The report above set out to suggest an ethically inspired Spring/Summer capsule collection plan range for French Connection. The report was grounded in comprehension of the target customers and trends, as well as business positioning and price and product mix. In addition, the report incorporates discussion on the roles of the merchandising and buying functions at French Connection, which are critical in supply chain management and ensuring compliance with corporate social responsibility goals. The manner that the two functions are involved in the planning of the range plan, as well as its creation and finalization, were also discussed. References Angel, S. 2013, Fashion designers resource book. London, A. & C. Black. Aspers, P. 2010, Orderly fashion: A sociology of markets. Princeton. N.J., Princeton University Press. Benbow-Pfalzgraf, T. 2012, Contemporary fashion. Detroit [u.a.], St. James Press. Benjamin, K. 2012, Brand Health Check: French Connection. Retrieved from, http://www.marketingmagazine.co.uk/article/1134015/brand-health-check-french-connection Craik, J. 2009, Fashion: the key concepts. Oxford, Berg. David, RF. 2012, Strategic Management: Concepts and Cases (14th Ed). New York: Prentice Hall. Dillon, S. 2012, The fundamentals of fashion management. Lausanne, Switzerland, AVA. Easey, M. 2009, Fashion marketing. Oxford, Wiley-Blackwell. French Connection. 2013, Corporate Responsibility. Retrieved February 26, 2014 from, French Connection- Investor Relations- Corporate Responsibility: http://www.frenchconnection.com/content/investor-relations/csr.htm French Connection. 2013, Fashion is our Business. Retrieved February 27, 2014 from, French Connection| About French Connection: https://www.frenchconnection.com/marketing.aspx?contentid=fashion-is-our-business&seoterm=fashion-is-our-business&contentfolderid=marketing&&&mscsmigrated=true French Connection. 2013, Latest financial results. Retrieved from, http://www.frenchconnection.com/content/investor-relations/interim-results.htm Goworek, H. 2012, Fashion buying. Oxford, Blackwell Pub. Ltd. Hines, T., & Bruce, M. 2012, Fashion Marketing. Hoboken, Taylor and Francis. Iltis, N. 2010, The fashion retail industry and its branding strategies for success: a French Connection case study. Saarbrücken, Germany, VDM Verlag Dr. Müller. Jackson, T., & Shaw, D. 2011, Mastering fashion buying and merchandising management. Basingstoke, Macmillan. Kotler, P. & Keller, KL. 2011, A framework for Marketing Management (14TH Ed). Upper Saddle River, New Jersey: Pearson Prentice Hall. Morgan, T. 2009, Visual merchandising: window and in-store displays for retail. London, Laurence King Pub. Plunkett, D., & Reid, O. 2012, Detail in contemporary retail design. London, Laurence King. Ruddick, G. 2013, From FCUK to seeing red, French Connection falls to loss. Retrieved from, http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9928513/From-FCUK-to-seeing-red-French-Connection-falls-to-loss.html Shaw, D., & Koumbis, D. 2014, Fashion buying: from trend forecasting to shop floor. London: Bloomsbury Read More