Brand W Name of student course name Case Study: Arvinder Singh and Onkar Singh

Case Study: Brand W Name of student course name Case Study: Brand W Name of student course name Contents Introduction 2 Problem Statement entire 2 Case Analysis 2 Recommendations 4 Conclusion 4 References 5 Introduction In 2002, brand W was established by founders Arvinder Singh and Onkar Singh as they anticipated scope in domestic Indian apparel retail market and they entered into Indian middle class domestic segment under Brand W owned under TCNS Clothing company limited. Problem Statement As the consumer preference in India has begun to change Brand W decided to

Case Study: Brand W
NAME OF STUDENT
COURSE NAME

Contents
Introduction...........................................................................................................................................2
Problem Statement...............................................................................................................................2
Case Analysis.........................................................................................................................................2
Recommendations.................................................................................................................................4
Conclusion.............................................................................................................................................4
References.............................................................................................................................................5
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Introduction
In 2002, brand W was established by founders Arvinder Singh and Onkar Singh as they
anticipated scope in domestic Indian apparel retail market and they entered into Indian
middle class domestic segment under Brand W owned under TCNS Clothing company
limited. In 2008 they had 30 outlets which exceptionally extended into 250 outlets by 2017.
They offered contemporary fusion apparel and accessories for working women class and in
2018 Brand W was acknowledged as most admirable fashion brand. They became 1st
domestic Indian apparel brand to earn INR 11.5 bn in 2017 under four core brand such as
Weve, W, Wishful and Aurelia. TCNS’s core brand i.e. Brand W captured apparel market
worth INR 2970bn and currently offer extensive range of apparel through both online and
offline presence.
Problem Statement
As the consumer preference in India has begun to change Brand W decided to move ahead
from offline presence to omni-channel presence across multiple consumer touchpoints which
was obvious challenge due to intense competition from dominant online and e-commerce
brands. Other problem going to omni-channel strategy was slash in profit margins as over
online platforms consumers demanded heavy discounts. But main of all challenge in onmi-
channel presence was poor condition of delivery and integration issues between different
independent partners right from manufacturer, e-commerce platform, payment gateway to
logistics. Another problem that would be likely faced by W would be poor customer
experience due to issues in return delivery, shipping, product loss in transit etc. So before
moving to omni-channel Brand W needs to likely evaluate identified issues and insure proper
integration to be pursued to provide seamless experience for customers with consistency
across all channels.
Case Analysis
From brick and mortar to mobile apps, online shopping and marketing etc is not what
retailing was used to be as with emergence of internet, mobile technology, digital disruption
and much more the retail landscape and its approaches have changed. Now retailers offer
omni-channel presence to suit to wide retail mix and attitude of consumers (Zhang, Ren,
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Wang & He, 2018). Further Gen Z is the emerging segment to be targeted by retailers and to
seize their loyalty who are dislike and different from their millennial counterparts is quite a
challenge. The consumers now prefer brand coverage, social media presence and complete
lifestyle affinity over just their capability to simply tough and try products before purchases
from one click. Hence omni-channel is most appropriate for W as it will allow them to sell
across multiple online channels such as webstores, social media and will offer both physical
and digital presence with scope to offer customer’s get involved with brands on social
platform which has become popular culture now (Lee, Chan, Chong & Thadani, 2019).
Further omni-channel strategy will offer Brand W to focus on developing a cohesive and
integrated user experience for their consumers at each touchpoint which will make them
differ from conventional marketing where independent channels will become optimised
without essentially having to consider entire channel experience (Bernon, Cullen & Gorst,
2016). Also to survive in increasingly competitive retail landscape Brand W needs to adapt
to digital force by building extraordinary retail encounter for consumers, developing modern
supply chains through omni-channels to attain more availability, push sales and traffic and
combine digital touchpoints.
Also Brand W through undertaking omni-channel approach can enhance their customer
encounters and offer them wider channels to purchase whether it is through mobiles, web or
stores. The availability of numerous purchase channels will benefit Brand W to enhance their
sales and traffic which will push sales to 30% more than single or multi-channel presence
(Chopra, 2016). Further W will benefit from omni-channel strategy by not only extending
their revenue from online presence but also through stimulating of traffic to stores as it is
found from research that 75% customers are more likely to visit outlets when they see local
retail inputs across web (Li, et al. 2018). Also omni-channel permits customers entire retail
journey to start and finish their purchases over diverse channels like they can see a product
available in outlet and reserve online and pick up from near outlets. So consistency offers to
improve better customer association and engagement at personal and immediate levels by
wider purchase platforms.
However omni-channel strategy is complex and needs lot of workforce in diverse places all to
be on same page to offer seamless integration and customer experience (Gallino & Moreno,
2019). It also needs huge investment to offer committed fulfilment staffs to deliver orders
from outlet, drawing sales staffs away from customer who may be in outlet. Also complex
software management is risk that needs to be faced while pursuing omni-channel as there is
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no one single efficacious way to interact across all network of channel. So investment on
advanced software and appropriate technology is needed to offer fulfilled orders efficaciously
over omni-channels.
The digital and technical abilities that Brand W would need to consider to pursue omni-
channel approach are developing an agile and non-siloed IT infrastructure with advanced
level of integration between different systems which can collaborate with less limitations to
build balance performance between one or more sales platforms. The IT ecosystem to truly
establish advanced and seamless onmi-channel strategy will need sync between different
systems to contribute and collaborate each function such as sales, payment system, fulfilment
and delivery systems along with customer support system to build comprehensive and
optimised online and offline integration (Cao & Li, 2018). Thus Brand W will need strong
digital ecosystem involving good site design, user experience management system, customer
journey mapping system and advanced logistic support systems along with advanced
software and IT infrastructure to build competent integration across different functional
systems.
Recommendations
To offer seamless and efficacious omni-channel approach Brand W should consider
following suggestions: (Tyrväinen & Karjaluoto, 2019).
 Build automated CRM systems to automatically segment customers based on
personas so as to customise content and marketing message as per audience. Research
reveals that around 74% customers get irritated when their receive no-relevant content
that do not interest so to provide exceptional user experience W should drive their
omni-channel marketing automation to push increased ROI from promotion through
segmenting audience and targets.
 W should align content with customer specific journey to drive individual customer
attention by designing meaningful content to support customer habits and needs and
offer hassle free experience through exceptional conversations.
Conclusion
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Thus W should decide to move towards omni-channel strategy to prioritise customer
experience through high level of engagement to establish more profits than their rivals and
streamline marketing through sales funnel to retain old customers and push returns to new
levels.
References
Bernon, M., Cullen, J., & Gorst, J. (2016). Online retail returns management: Integration
within an omni-channel distribution context. International Journal of Physical Distribution
& Logistics Management, 46(6/7).
Cao, L., & Li, L. (2018). Determinants of Retailers' Cross-channel Integration: An Innovation
Diffusion Perspective on Omni-channel Retailing. Journal of Interactive
Marketing, 44, 1-16.
Chopra, S. (2016). How omni-channel can be the future of retailing. Decision, 43(2), 135-
144.
Gallino, S., & Moreno, A. (2019). Operations in an Omnichannel World: Introduction.
In Operations in an Omnichannel World (pp. 1-11). Springer, Cham.
Lee, Z. W., Chan, T. K., Chong, A. Y. L., & Thadani, D. R. (2019). Customer engagement
through omnichannel retailing: The effects of channel integration quality. Industrial
Marketing Management, 77, 90-101.
Li, Y., Liu, H., Lim, E. T., Goh, J. M., Yang, F., & Lee, M. K. (2018). Customer's reaction to
cross-channel integration in omnichannel retailing: The mediating roles of retailer
uncertainty, identity attractiveness, and switching costs. Decision support
systems, 109, 50-60.
Tyrväinen, O., & Karjaluoto, H. (2019). Omnichannel experience: Towards successful
channel integration in retail. Journal of Customer Behaviour, 18(1), 17-34.
Zhang, M., Ren, C., Wang, G. A., & He, Z. (2018). The impact of channel integration on
consumer responses in omni-channel retailing: The mediating effect of consumer
empowerment. Electronic commerce research and applications, 28, 181-193.
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