University Name: Sales Force Management - Loewe Case Study Report

This report provides a detailed analysis of the Loewe case study, focusing on sales force management within the context of its expansion strategies. The report is divided into sections discussing retail options, training plans, POS systems, and e-tailing. The analysis includes an examination of Loewe's current market presence, potential international expansion strategies, and the role of e-commerce and social media in the luxury market. The report also provides recommendations for e-tailing strategies and training plans, considering the brand's position and target audience. The study further explores the concept of e-tailing, its benefits for luxury brands like Loewe, and the importance of adapting to evolving consumer behaviors in the digital landscape. The report provides recommendations for Loewe to improve their sales and marketing strategies. The content is contributed by a student to Desklib, a platform offering AI-based study tools.

Running head: Sales Force Management
Sales Force Management
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Sales Force Management
Executive Summary
The given paper is focused on the case study of Loewe. The paper has been divided into four
sections whereby each section discusses a certain aspect of the study. In consideration of this, the
paper is based on understanding how the firm will be expanding in other countries and develops
its operations. The paper discusses the Retail options, the Training plans, the POS and the E-
tailing aspects. Each concept has been discussed critically.
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Table of Contents
E-tailing...........................................................................................................................................3
Rise of social networks and e-commerce....................................................................................3
Social media and e-commerce activities of Loewe.....................................................................4
The concept of E-tailing..............................................................................................................6
Recommendation for the e-tailing strategy for Loewe’s.............................................................8
POS................................................................................................................................................11
Introduction....................................................................................................................................11
Model HR function of Loewe:.......................................................................................................11
Visual Merchandising:...................................................................................................................12
Consumer Experience:...................................................................................................................14
Value added Service:.....................................................................................................................15
Training in sales techniques:.........................................................................................................16
Conclusion.....................................................................................................................................17
Training Plan.................................................................................................................................18
Training objective......................................................................................................................18
Content of training.....................................................................................................................18
Length of training......................................................................................................................19
Quality of training......................................................................................................................20
Method of training.....................................................................................................................20
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Target group...............................................................................................................................21
Accessibility..............................................................................................................................23
Sustainable Knowledge Transfer...............................................................................................23
Development of prototype.........................................................................................................25
Retail & Real Estate Management:................................................................................................26
The actual international retail presence of Loewe.....................................................................26
Explanation of the differences in the choice of market entry modes........................................27
Coherent international expansion strategy for the next five years............................................29
Rationale behind your chosen strategy......................................................................................31
Reference.......................................................................................................................................34
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E-tailing
Rise of social networks and e-commerce
The social commerce allows business towards bringing services and goods directly to the
consumers via their preferred medium. The social networking sites has long been used as the tool
for capturing the attention of the customers as well as direct them towards the e-commerce
webpage. However, in the current decade, the social media has become to new e-commerce
website. It is thus essential for the business firms to reap the benefits of the social commerce
towards best possible profit maximization from the customers. According to
Knowledge@Wharton. (2020), the social commerce tends to offer a more convenient
experiences for shopping for the consumers. For the business sellers, the social networks and the
e-commerce gives another chance towards reaching the masses as well as target the main
demographics. With the changing time, the social networks have evolved to develop as one of
the powerful tools for the customers while looking forward to discovering, shop and well as
interact with the other new brands. As per the literature, the social commerce has not only
becoming the essential factor or the necessity for any of the business organization for investing
but has also changing the expectations of the consumer (Åvall 2017). Though the new and the
innovative terrain might be very much tricky towards navigation, there lies some of the essential
factors that the business brand must keep in mind for smooth usage of the e-commerce webpages
and reaching out to the customers.
Regarding the context of the luxury brands, the research studies stated that the social
networks and the e-commerce has been increasingly gaining importance due to the luxury brand.
The luxury brands of the top fashion industry in slowly entering the e-commerce market with the
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launch of several serves. According to the data gathered from Wertz (2020), LVMH (Moët
Hennessy Louis Vuitton) is initiating to enter the social networking and e-commerce market in
the following year by launching a website as the experiential platform of online shopping as well
as the digital outpost for the iconic luxury department store of the brand (Helal and Ozuem
2019). These alteration at the luxury retail platform of ecosystem will be largely attributing to the
rise of the importance of the social networks and the e-commerce as well as the shopping
behaviors of the consumers.
As per the current research, the affluent and modern customers are inclined towards
shopping at the multi rand environment. By the recognizing the requirement of capitalization of
the rising appetite for the online luxury purchases and selling, the luxury brands are slowly
investing on the e-commerce and social networking websites. The high-end retailers are slowly
embracing to the e-commerce as the distribution channel (Guercini and Runfola 2015). The
luxury industry has now been playing the catch up for answering the evolving digital habits of
some of the affluent customers. As per the reports, the consumers are clear that they view the
future of the luxury brands within the digital platform. The specialty as well as the essence of the
luxury has been changing from the emphasis over the physical products towards the focus over
the digital pictures.
Social media and e-commerce activities of Loewe
LVMH (Moët Hennessy Louis Vuitton) is currently moving to the London flagship at the
Bond Street for catering the burgeoning business ready to wears. The brand went to a revival
under Anderson who joined the brand in the year 2013 with the aim of reconfiguring the codes of
the brand for the millennial audience. These includes the launch of successful handbags and
growing business wear of women. The brand is initiating towards further investments with a
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good collection of the leather goods. LVMH is furthermore planning to invest in the London
maison for exploiting the positive momentum of the brand. According to the brand owners, the
old store of Loewe, which was situated in the Mount Street was too small for a fashion capital,
hence the new prime location will provide the brand with enough space for proper showcase of
accessories and clothing followed by the host of pop ups and art programs (Helal and Ozuem
2018).
Regarding the social media and e-commerce activities of Loewe, it can be stated that the
luxury brand has not yet initiated and enrolled themselves in the field of e-commerce and social
networking. For the luxury brands like Loewe, it has always been all about the brick and the
mortar. As per these luxury brands, the physical stores allow it to roll out the red carpet feeling
as well as deliver some of the premium and white glove services to its customers together with
the maintenance of the full control over the experience of the targeted customers. According to
Broillet, Dubosson and Varone (2009), the luxury brand, Loewe have shied away from the
platform of social networking and e-commerce with the fear of the factor that online e-commerce
and retailing might dilute the brand image of the luxury brand and might also reduce the
sensitivity towards its exclusivity. Another reason which instigated Loewe from staying away
from the e-commerce was the perceived lack of control, that is the quality related to pricing, the
sales environment, the customer experiences at the store as well and the third party pure play of
multiple brand in the online platform.
Thus, from the given case study, it can be summarized that Loewe is not involved in the
online platform and this luxury brand prefers to open store and investing in physical location
rather than engaging in social media and e-commerce activities.
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The concept of E-tailing
The word, “E-tail” belongs from the root within the word, ‘retail’ (Fazal-e-Hasan et al.
2019). The letter E within the word stands for electronic since the process of shopping happens
through the electronic media. The concept involves the use of the web space for the development
of a virtual shop where the products are being displayed with attractive images with all the
features and the price tags. E-tailing enables access to the shopping sites for the customers for
choosing product from multiple options. The concept of e-tailing can be described as the selling
of the retail products over the platform of internet or social network (Kim 2013). The word e-
tailing is somewhat synonymous with business to consumer transactions. This buzzword that
takes place over the internet platform for any of the B2C transactions is simply the selling of the
goods by brands and sellers via the online platform. Electronic Retailing enables the business
organizations to reach its potential customers within and over its territory via the online platform.
This is furthermore enabling firms and the brands to explore a wide range of customer
population , while their products and services are available to a wide range of customers via the
online platform, which are resulting in increase of their profit margin.
According to the research studies, e-tailing has resulted towards the development of e-tail
ware, a software tools which is used for the development of online catalogs as well as
management of the business that are connected with e-tailing (dos Santos 2016).
The entire process or the steps of e-tailing involves 5 general steps. These are customer
visit, product choice, online payment, delivery of product and the customer feedback. There are
several benefits of the process of e-tailing. These are that it reduces the occupied space by the
retail outlets at the real world. E-tailing furthermore gives easy and quick access towards the
shopping space any of the convenient time from any location with proper internet access (Holten,
Olsen and Lind 2016). E-tailing helps in saving time of the consumers which they spent over
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travelling to several shopping places at the real world. E-tailing develops an innovative and a
new platform for goods and services from several parts of the globe which could be imported to
other part of world. Apart from these, e-tailing has lot of unique benefits towards both the
consumers as well as the marketers as compared to the offline process of retailing (Xu 2017).
These includes the availability and the rapid transaction. Attracting more customers for the
business and expanding the customer circle. As a platform, E-tailing also eliminated the barriers
among the consumers and the business due to the easy and full access of the information related
to the services or the products.
Regarding the luxury brands, e-tailing is also beneficial since this platform enables the
luxury brands to reach all the potential and the targeted customers who can afford the price range
but cannot afford to visit the exclusive showrooms which are situated at some of the specific
location. As per this case study, Loewe should engage in e-tailing platform since it will help the
luxury brand to reach all its targeted customers together with deeper market penetration. The e-
tailing has been extremely essential for Loewe, since this will enable the brand to maintain an
upscale image. According to Gautam and Sharma (2017), not only Loewe can sell counterfeit
products, but can also be able to publish quality content replicating the posh fashion magazine as
well as the huge cost for printing those. In short, e-tailing platform is enabling the luxury e-
tailers like Loewe to make some of the high-end fashion goods and handbags readily and widely
accessible to people throughout the globe. According to Lee, Hur and Watkins (2018), there are
some major reasons behind the rapid growth of the online luxury e-commerce webpages and
Loewe needs to adopt to this strategy. These includes improved boost sale of the luxury brands;
the luxury brands can see themselves in an Omni channel world while quickly embracing the e-
commerce opportunities.
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Recommendation for the e-tailing strategy for Loewe’s
It is important for the luxury brand, Loewe to develop and implement a e-tailing strategy
as one of the essential recommended steps for entering the world of social networking and e-
commerce. As stated in the case study, Loewe, the luxury brand is planning to open its exclusive
store in bond street and also invested in renovation of its Casa Loewe flagship at Madrid. The
chief executive furthermore stated regarding the investments within the store for the extensions
as one of the luxury strategies. However, the brand did not focus majorly over the e-commerce
and online platform for selling and publicizing their luxury product (Moreno-Gavara and
Jiménez-Zarco 2018). E-tailing will help Loewe to lower its intermediate costing, enabling high
end publicity throughout the globe and eliminating the cost borne by the physical marketing and
printing of posh fashion magazine. It is to note that going to the luxury store has not always been
a pleasant activity. According to the data, many customers tend to feel out of the place at the
luxury stores with the sense and the feeling that they are being judged. Hence, Loewe need to
focus and enroll in the e-tailing platform.
Regarding the opening of the new and exclusive store, it is important for Loewe to focus over
some of the e-tailing strategies.
 Targeting consumers who are very much ready to buy the luxury products of Loewe -
The easiest consumer to sell is the consumer who have already been looking to purchase.
The Google shopping is thus an essential tool for the retail marketers. Google shopping is
one of the convenient and easiest ways for online retail marketing. It is thus essential for
Loewe to target the customers who can afford their products together with the
maintenance of the exclusivity of the luxury products.
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 Getting the consumers ready to purchase
 Provision of more details regarding the products with online videos
 Focusing over the premium and exclusivity of the luxury brands with reputed film stars
 Development of the trust with the influencer marketing
 Analysis of everything
The above strategies are extremely essential for Loewe to adopt for reaping the complete
benefit from the social networks and the e-commerce , thereby increasing their profit margin as
well as the publicity and reducing their intermediate cost followed by deeper market penetration.
Some of the characteristics of successful e-tailing for Loewe includes guarantees and brand
recognition, digitalized products, products with detailed and standard specification and well
packaging. The e-tailing business models that will be relevant in the case includes the
classification of direct marketing by the retailers of mail order and the internet malls.
Source - (Helal and Ozuem 2019)
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As per the model, this is applicable in this case study due to direct marketing without any
intermediaries among the buyers and the manufacturers. One of the most essential factors is the
B2C in the social networking which can be used by this luxury brand as the platform for
publishing and supporting purchases of the exclusive materials. Virtual shopping is another
factor that will provide the brand with 3D experience. It is thus essential for Loewe to adopt this
model and the strategies for expanding its business in the online platform as well as maximize its
profit margin.
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POS
Introduction
The point of sales is an important focus factor for the marketers since the tendency of the
consumers is to make the decision for purchase on high margins product or service at the
strategic locations. Generally, the businesses tend to set up these points just outside the stores so
that there are greater chances of impulse purchase when the customers are leaving. The variety in
the POS locations can ensure the retailers more opportunities on definite categories of products
and can influence the customers (Corbellini, Saviolo, 2014). Loewe is premium fashion store that
has its agenda of reaching to people with high and medium purchasing power. Initially it had;
however, the target market of the premium class, the new sectors opened and rejuvenated targets
the millennial. The strong brand image of Loewe as the luxury fashion brand is a key proposition
to attract the future employees. The main strategic focus of the company is to achieve growth by
means of diversification with the incorporation of vertical integration. The long-term strategic
goal for the company could be a “fast fashion” that can make use of the incremental innovative
strategy. In order to create an active, engaged and applicable workforce, the HR wing of the
company must focus on the key factors like recruitment, training, incorporation of strategies in
the HRM and talent management and retention.
Model HR function of Loewe:
The luxury fashion is an industry where the success of the business depends primarily on
the creative output and the design making talent of the team. With the idea of luxury, however lie
the other concepts like good communicational skill, sense of comfort and respect and smooth
operations. The imparting of motivation, encouragement and dealing with the interpersonal and
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company disputes fall under the responsibilities of the HR department. In the areas of
recruitment, the target group for the company will ideally be the young talent recruited through
campus or internships. The company must consider that the brand image is properly conveyed to
the employees and must assess the problem-solving capabilities and communication skills of the
candidates. In order to manage the retention of talents, the company must ensure that the right
people are selected for the right job. In case of any work-related issues, the company can ensure
the employees that they can directly communicate with the management. It must be considered
that the industry requires the top talent in the fashion world and hence they are open to any other
suitable jobs and will have various job offers at their disposal. The HR must also focus on the
promotion related policies that will give the employees an esteem being in the organisation. The
company can hire new people by both internal as well as external promotion. The main requisites
that the company will have to look within the candidates are people with flexibility, initiative,
creativity, adaptability and enthusiasm. The company must also arrange for induction training
and technical trainings for the enhancement of the productivity, communication skill and the
essence of tea spirit. Talent management by the company can be done by means of reward and
recognition of the employees and the financial bonuses for the store managers who will perform
well financially. In order to identify the flaws in the design, the management can also incorporate
store or group incentive policies. Development of career plans will also boost up the employment
process.
Visual Merchandising:
The concept of visual merchandising includes the environmental space and the factors
that enhance the visual stimulation. The visual merchandising thus includes architectural
appearances, graphics, sings, symbols, interiors, layout, window display, lighting and the service
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attitude of the employees in charge of the sale. It has often been noted that companies have failed
to create enough interests among the customers even if they are catering good quality products
(Saini, Gupta and Khurana, 2015). The process of visual merchandising aims to have their
products displayed in multiple ways in order to enhance the image of the brand and lure the
customer. The Loewe Company has developed a steady outline for the visual merchandising
where they have decided to set up a proper wide pace for displaying their accessories and
offering space for hosting art programmes or pop shows. The company can however enhance its
visual merchandising by:
Engaging the consumer: It has often been point red out by the retail designer that visual
merchandising does not only include the designing of the store. It will have to tell a story about
the heritage and about the products. Luxury brands depend largely on the story telling strategies
of merchandising. The opportunity of the shoppers to discover more gets higher as they are more
stopped by the visual experiences they will have in the store (Nobbs Moore and Sheridan 2012).
Product presentation: Placement and styling of products affects largely the visual merchandising.
The company can focus on opt for a store within the store technique instead of selling their
products in various departmental stores. This will also enable the company to hire the staffs by
their own and thus can decide which product they will stock and what product they will mark
down the cost.
Flagship stores: the company has aptly decided to set up their flagship store at the fashion hub
street of London. The company can decorate the shop with the luxurious decors and can display
the most exclusive products at the uncrowded shelves to highlight its presence.
Leveraging Technologies: In the era of digitalisation, the consumers prefer mainly to have their
shopping experiences online through their preferred channels and designs, in order to gather
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informations about the products beforehand. This has reinvented the concept of visual
merchandising. The brands thus need to focus on creating and managing a proper website and
promotions through other digital media.
Consumer Experience:
It is an inevitable fact that the consumers have the mindset of getting a higher level of
quality as well as experiences in the luxury retail stores as well as in their online buying
experiences in comparison to other retailers. It has been noted by the experts that the millennial
of the present time does not prefer the glamour and bling in the retail store (Cho and Lee,2017).
The emergence of the mass and prestige factor in the market of the luxury brands and the
incorporation of the various exclusive products in the market has enhanced the buying tendency
of the luxury products. Generally, the consumers will also have the expectation from the brand.
The Loewe Company will have to focus mainly on the brand experience for enhancing the
customer experiences. The imparting of the feeling of special and promise gives the consumers a
sense of identity and feeling of being special. Moreover, the disposal of the products at all the
key touch points also enhance the consumer experience. It has been identified that fifty percent
of the millennial will form the luxury consumer by 2024. This generation is particularly attached
with the online service rather than a retail service (Kalbaska, and Cantoni,2017). The company
needs to generate trusts among the customers by providing informations about the products like
the origin or production etc. Since most of the customers are particularly guided by emotions, the
consumer experience is highly important. The company needs to be understood their customers.
They have to identify that whether their customers are tech savvy or are disposable with plenty
of income. They have to allow the customers to feel that they are also the part of their brand.
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They can incorporate it by projecting a typical brand image or by making the staffs wear the
brand dresses to reinforce the brand outlook.
Value added Service:
1. Offering free shippings: the company can enhance the customer satisfaction b incorporating
the value added service like free shipping. It must be considered that the target customers of the
company are economically far affluent. Hence, this service is not about giving discounts
economically (Kim, Lee and Choi 2016.). This service is mainly aimed at the catering to the
comfort and satisfaction about the brand.
2. Adding live help from site: the ecommerce department of the company can lose business if the
customers are stuck in the online buying process. The company can give instant help to the
customers through live help.
3. Offering free first time dry wash or cleaning: the company can enhance the brand image and
customer satisfaction if they provide free dry wash or cleaning facilities for the first time. this
will also help in creating a loyal customer base (Cervellon, Coudriet 2013).
4. Recommending items for the customers: by providing recommendations to the customer but in
online and offline areas will increase the satisfaction of the customers and it is beneficial for the
company as well because it can present an optimum cross selling and up selling opportunities.
5. Offering customisable gift-wrap: the offering of the gift-wraps also imparts a touch of
impersonal feeling. Inserting a photo or customising the gift cards gives the customer a sense of
satisfaction.
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Training in sales techniques:
The trainings in the sales technique includes the training programmes and developmental
programmes of the company that will enable the employees to become more suitable in the work
force and be able to adopt themselves more with the changing needs and demands of markets and
the consumers (Okonkwo 2016). The training needs of the Loewe Company must be focused on
since the company has a shift in the demo geographic and the strategic propensities. The
company has shifted from small luxury departmental stores to a large luxury showroom in the
heart of the fashion street of London. The employees need to be equally trained in order to deal
efficiently with the changing environment and understand their contributions in catering to the
company and customer needs. All the key personnel in the company must provide trainings to
these employees. It can be divided into various parts according to the competencies of the
employees. Loewe can incorporate the in store trainings and the classroom trainings. The in store
trainings can include entry plans, store management terminals, course for identification of the
prevention of risks and evaluation of the performances. The internal trainings can consists of the
entry level or induction training for the employees so that they can know about the atmosphere
and vision of the company they are working in (Kim and Kim 2017.). The management and
administrative training needs to introduce the organisational expectancies from the employees in
the induction trainings. The in store trainings can also include the online presentations about the
social and corporate responsibilities and the environment of the workplace. Loewe is a premium
brand with various luxury items. Thus, it is a known fact that a particular training programme
cannot be applicable for all. The company thus, needs to develop individual training programmes
by analysing the individual needs. The company being a luxury brand needs to be highly quality
focused. Thus, the employees must also undertake the trainings on checking and understanding
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raw materials and products. A periodic evaluation is also necessary on part of the company to
understand the needs of the training of the employees.
Conclusion
Hence, from the given analysis, it can be rightfully mentioned that, the POS is a suitable
technique for the different enterprises who aim to engage in an effective relationship with the
different customers and to ensure that their brand name can be evaluated and updated effectively.
In association with this, it can be stated to be important that, the given report involved a detailed
analysis of the various POS techniques which can be followed by the enterprise in question.
These POS techniques comprised of various techniques which involved Consumer behaviour
improvement, Visual Merchandising, Training and lastly, the Human resource management. The
importance of these techniques in developing a POS were identified and recommendations were
provided for the same. If any firm aims to improve its positioning, it would be required to follow
these techniques and engage in effective management.
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Training Plan
Training and recruitment are important aspects in a business organization it helps in
ensuring the development of a skilled and competent workforce that is able to carry out the
different functions and operations of business efficiently. The goals of developing a training
program within the scope of a business organization is to improve the performance of the
employees with the view to achieve the organizational goals and targets (Keep 2014).
Furthermore, an efficient training program also helps in increasing the morale and satisfaction of
the employees thereby creating a supportive and cooperative workplace environment. Another
important aspect of developing an efficient training program for business organizations is an
increase in production and thereby ensuring an improvement of the quality standards of not only
the products but also the services provided to the customers (Cloutier et al. 2015).
Training objective
In this regard, it can be mentioned that the chief objective of developing a recruitment
and training program in Loewe is to enable the workforce to focus on ready-to-wear rage of
clothing and accessories in order to improve customer relations and sales in their freestanding
stores. The development of a recruitment and training program is essential for the growth of the
scope of Loewe as it will help the employees to interact with the customers in an improved
manner and develop a positive brand identity and loyalty among the customers.
Content of training
The content of the training program for Loewe primarily pertains to the enhancement of
customer relationship management. The skills of the employees and staff are to be developed in a
manner so that they can provide assistance to the customers both in stores and through online
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mediums like their official website (Dhar 2015). The content for the training program can be
elaborated as the following:
Video presentations – The training of the employees of Loewe can include demonstrations
customer relationship management with the help of video presentations. These presentations may
entail how the employees or staff members must behave with the customers in the stores in terms
of their approach and behavior (Hedderly and Scott 2015). Promptness to respond to the queries
of the customers may also be demonstrated through these video presentations including an
extensive information on the different ranges of products offered by the brand to its customers.
Interactive sessions – the training program must also include interactive sessions that may help
the employees and staff to know about the products and services being offered to the customers
at the various stores of Loewe. This will in turn ensure that the employees and staff are able to
clear any doubts or present their opinions about how the services provided to the customers may
be managed (Goetsch and Davis 2014).
Goals and targets – The training program must also contain a clear depiction about the expected
goals and targets of the employees and staff pertaining to customer services and enhancement of
sales both online and through the stores. For this purpose, the training program may include
graphic charts and tables regarding customer satisfaction rates, their responses and how they may
be enhanced through proper and efficient customer relationship management.
Length of training
The length or duration of the training program can be estimated to be about 6 months.
Firstly, the employees and staff may be trained for a period of one month after which they may
be given an assessment of real life situations pertaining to customer queries and complaints.
Depending on how the employees are able to handle such situations the training may further
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continue to focus on specific areas of customer relationship management like management of
documents, complaints, marketing and other service related interactions with the customers
(Hall, Ainsworth and Teeling 2013). After a period of another 3 months the employees and staff
may be gradually asked to provide their services at the stores so that the trainers may be able to
analyze the skills and competencies of each individual staff and accordingly train them further.
Thus, the training period of 6 months can be utilized efficiently to not only assess but also
increase the efficiency and quality of service provided by the employees and staff thereby
resulting in the increase of customer satisfaction and sales.
Quality of training
The quality of the training program as well as the skills acquired by the employees and
staff of Loewe can be controlled through constant assessments and evaluation through feedbacks
and tasks assigned individually and collectively. Evaluation of the quality of training is essential
for the organization as it will help in the determination of the extent to which the ready-to-wear
range of clothing and accessories of Loewe will be accepted by the customers and sold to them.
The quality of training can be assessed by evaluating the reaction of the employees and staff,
evaluating their skills during and after the training program and engaging in visual confirmation
of the performance of the employees and staff in the stores (Elnaga and Imran 2013).
Method of training
The training program for the improvement of customer relationship management at
Loewe can follow a number of methods that may help in the enhancement of the skills and
efficiency of the employees and staff. These methods may be identified to be the following:
 Coaching and mentoring – The employees and staff may be mentored by professional
trainers regarding the improvement of communication skills (McCarthy and Milner
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2013). Such improvement of verbal and non-verbal communication skills of the staff and
employees may assist them to interact with the customers in a more efficient manner.
 Group discussions – The professional trainers may also engage the staff and employees
of Loewe for group discussions that focus on the organizational targets and goals
pertaining to customer satisfaction levels and net sales, so that their activities may be
directed accordingly.
 On the job training – the staff and employees of Loewe may also be engaged in on the
job training so that they may be given tasks to interact with the customers or handle their
feedbacks and complaints. Such on the job training will be able to provide the employees
with a better understanding into customer relationship management and how the loyalty
of the customers towards the brand can be improved (Noe, Hollenbeck, Gerhart and
Wright 2017).
 Technology based training – In order to improve the efficiency of the employees and
staff in their provision of customer services through online mediums like the official
website of the company and feedback forums, the training program may incorporate a
method of technology based training (Stone et al. 2015). Through such a form of training
the employees may have a better understanding about the methods in which the
feedbacks must be catered to, or the depiction of customer satisfaction rates on the basis
of their complaints.
Target group
Estimation and evaluation of the target group for the training program is an essential
aspect that helps in determining the method in which the training will be imparted and the
various content and material that must be included for the success and efficiency of the training
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program. Evaluation of the target group also helps the professional trainers or the management of
the organization to determine the basis in which their interests will be aligned with the goals and
targets of the training program (Burmann and Piehler 2017). In this regard, the target group for
the training program of the organization Loewe can be identified to be the following:
 Sales staff – As discussed earlier, the primary target of the training program of Loewe is
the promotion of the sales of their ready-to-wear range of clothing and accessories. In
order to achieve this target, the sales staff has to play an important role of explaining to
the customers the benefits of using the products and assist in the promotion of its sales.
 Customer service – Another important section of the target group of the training
program at Loewe includes the employees in the department of customer services. The
launching of a new range of products would automatically induce feedback and
complaints from the customers on the basis of their tastes and preferences, as well as the
quality of the products. In order to manage such responses from the customers and ensure
their satisfaction, the employees responsible for customer services have to play an
important role.
 Store manager – The store manager also plays an important role in the training program
as he is in charge of ensuring that the employees and staff are conducting their functions
and operations to the best of their abilities. Furthermore, it is also the responsibility of the
store manager to report to the higher authorities in case of any discrepancies in the new
processes of conducting sales in the stores.
 Sales manager – The sales manager is an important target group of the training program
as it is the responsibility of the sales manager to ensure that the targets regarding the net
sales are met by the different stores of the organization. In this regard, the operations and
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functions of the sales staff and employees is to be overlooked upon by the sales manager
in order to ensure the prevention of any discrepancies.
Accessibility
Accessibility of the training program is an essential element to ensure the successful
development of the skills and competencies of the employees and staff. Ensuring the
accessibility of training programs assist the workers and employees to fully engage and
participate in the various activities and training sessions conducted either by the management of
the organization itself or by professional trainers, and align their activities with the goals and
targets of the training program (McKenzie and Woodruff 2013). In this regard, the training
program to be conducted at Loewe must be made accessible by the employees and staff at all the
stores where the ready-to-wear range of clothing and accessories are available to the customers.
The on job training sessions can be conducted at the premises of the stores itself in order to
facilitate the interaction of the employees with the customers directly. The lectures and other
methods of training can be conducted at the premises of the organization itself or in other hall
room facilities available in and around the city that can be accessible to the target groups.
Furthermore, in order to increase the accessibility of the training programs and ensure the
maximum participation and engagement of the staff and employees, the management and
professional trainers can conduct interactive sessions with the target groups and get an insight on
their opinions regarding the manner in which the training program may be conducted so that it
may benefit them in the most efficiently.
Sustainable Knowledge Transfer
The process of sustainable knowledge transfer entails the methods by which the
knowledge about skills, competencies and behaviors is transferred to individuals undergoing a
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Sales Force Management
training process (Saks and Burke‐Smalley 2014). The sustainability of such knowledge transfer
depends on whether all the members of the training program are being able to grasp and utilize
the knowledge thus received, thereby ultimately enhancing their performance in the business
organization (Liao et al. 2017). There are various methods of ensuring the sustainability of
knowledge transfer in training procedures. In this regard, the processes that can be adopted in the
training program of Loewe in order to ensure sustainable knowledge transfer may be identified to
be the following:
 Identification of the current skills and competencies of the employees in order to estimate
the extent to which their performance must be enhanced to meet the targets and goals of
the training program.
 Identification of the knowledge, skills and competencies that are expected to be
developed by the staff and employees of Loewe, so that they may be measured and
compared with their current skill sets.
 Provision of guided experience from professional trainers or individuals from the
management of the organization having the adequate experience to be able to guide and
mentor the staff and employees regarding efficient customer relationship management.
 Conduction of evaluation of performance of the staff and employees at the on job training
session so that their ability to retain and apply the knowledge received at the previous
training sessions can be effectively determined.
 Evaluation of the performance of the staff and employees after the completion of the
training process with the help of feedbacks from the customers, store managers as well as
assessment of individual and group performances of the sales and customer service
departments of Loewe.
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Sales Force Management
Development of prototype
Prototyping is an important process to be undertaken in a training program as it helps the
employees and staff to analyze the content of training and apply it to real situation in the
workplace, thereby developing its scope and achieving the expected targets and goals of the
training process (Costa et al. 2016). The development of the prototype for the training process
can be undertaken by Loewe during the on-job training session of the employees and staff. After
a span of 2 months of training and assessment, few members can be sent to the stores from the
training program alternately from all departments, so that they may be able to directly interact
with the customers and apply the knowledge that they have received during the previous training
sessions. Simulations of actual incidents of customer complaints or feedbacks can also be
addressed in the training program sessions that may enable the employees and workers to
provide their insight on how such situations may be dealt with. Such simulations or on job
training situations as prototypes of the training program will assist the employees and staff to
enhance their cognitive and analytical skills thereby improving their performance through
experience. Furthermore, the development of prototypes will also enhance the ability of the
organization as well as the professional trainers to assess the extent to which the targets and
goals of the training program can be met efficiently, providing them with the opportunity to
identify possible challenges that may surface after the completion of the training process.
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Sales Force Management
Retail & Real Estate Management:
The actual international retail presence of Loewe
The Loewe Bets has been opening a new London flagship to ensure its growth and
expansion under Jonathan Anderson. The company expanded its business operations in London,
United Nations to play host to another LVMH maison. The Spanish brand has been increasing its
international presence. It has moved its flagship to London in order to crater to its burgeoning
ready to wear business. The Loewe Bets store is situated in Mount Street for a major fashion
capital. The company has been turning to most of the freestanding stores from small accessory
focused stores. The business organization has been focusing on investments into stores and
expanding the business operations. The company has been investing in maison in order to exploit
the company positive brand momentum (Achtenhagen, Melin and Naldi 2013). Loewe Bets has a
varied portfolio of fashion icons. The company has opened its stores in other international places
such as Dubai. It has been opening its flagship in shanghai, with three Parisian stores. According
to Casson (2013), the company has been anticipating growth in demand, which enables the
business organization and opened a production facility on the outskirts of Madrid. Furthermore,
the company has also been planning to hire additional working and employees in the future
years. International business expansion is a part of its strategy to end into a growing demand
among the high income consumers for the lesser known names in the international market for
fashionable and leather items. However, there are various places where the company is not
present yet, it also includes various established luxury markets. The overall target of the business
organization in business expansion is to increase the overall revenue of the business
organization. In the recent years, the company has highlighted strong performance of small
brands (Cavusgil et al. 2014). Previously the company was referred to as the sleeping brand with
27

Sales Force Management
low global appeal. However in the present situation, it has been trying to reposition the brand by
expanding the business operations in the international countries. Loewe Bets aims to expand its
operations and increase its global presence. Despite the uncertainty of Brexit, the new store
marks a bet on London. The luxuries offered by Loewe Bets appeals to the international tourists
and the ultra high net worth Londoners. As per the opinion of Lepoivre, the outcome of Brexit is
uncertain, yet they are ready to adapt to it (Deresky 2017). It is believed by Lepoivre, that city
will never cease to the world class centre for fashion. The location in Mount Street is suitable for
a niche brand with a wider portfolio. This provides opportunity to the company to showcase the
varied portfolio of products to the broader public.
Explanation of the differences in the choice of market entry modes
There are different ways and methods of entering the international market for business
expansion expanding business operations and actions in the international market can be attained
through exporting, partnering, licensing arrangements, mergers and acquisitions, establishing
new subsidiaries or Greenfield ventures and strategic alliances. These are different modes of
entering the global markets. Every modes of international market enter has various advantages
and disadvantages.
Exporting – According to Gabrielsson and Gabrielsson (2013), exporting is considered as one of
the easiest ways to enter an international market. The sale of products and services can be
sourced from the home countries. The advantage of this mode of market entry is that it helps the
firms to avoid the costs of establishing operations in the new countries. As stated by Harrigan
(2017), through contractual agreements, firms have a way of distributing and marketing their
products and services in the new country. However, as mentioned by Kaynak and Baker (2013),
it has low control and low local knowledge. Moreover, any negative environment of the new
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Sales Force Management
country might impact transportation. There are few countries which impose tariffs on the goods
which are imported in the country.
Partnership and strategic alliances: According to Lasserre (2017), strategic alliances and
partnership are also considered for entering in an international market. Partnership is done with
the local partner in the international country. It involves a contractual agreement between two or
more local business organization, each of the parties cooperates along with the other firms to
achieve the common goals and objectives. As mentioned by Lynch and Jin (2016), partnering
with the local companies helps the business organization to understand the local culture of the
new country; they have knowledge about the local markets and the buying behavior of the local
consumers. Therefore, it will be advantageous for the small business organizations and enable
them to enter in the new markets (Pucciarelli and Kaplan 2016). However, as mentioned by
Lynch and Jin (2016), some countries have complicated legal procedures to enter in the
countries. For example, In Saudi Arabia, the non Saudi companies require by law to have a Saudi
partner. This becomes a challenge for the business organization entering in the local markets.
Moreover, as per Pucciarelli and Kaplan (2016), there is a lack of direct control and the goals of
the local firm might differ from the goals of the firm expanding its operations in the foreign
country.
Acquisitions: It is considered as a transaction which enables the firm to have control of another
firm by buying its stick and exchanging its goods (Shenkar, Luo and Chi 2014). In the flat
economy, cross border acquisitions have increased at a rapid rate. This mode of international
market entry is highly appealing giving the company quick and established access to the new
market. However, as mentioned by Sui and Baum (2014), this market entry requires proper
examination of the laws prevailing in the targeted country. For example, china has many
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Sales Force Management
restrictions on foreign ownership. It is a good entry strategy when the industry is consolidating.
However, these can be risks.
Wholly owned subsidiary: It is also known as Greenfield venture. This mode of market entry is
highly complex and potentially costly (Verbeke 2013). It requires maximum control and
provides above average returns. The costs and the risks s are comparatively high considering the
cost of establishing a new business organization in the targeted country. The business
organization requires sufficient amount of knowledge and expertise of the local market but the
competitive firms and costly consultants or host country nationals. However, as per the opinion
of Sui and Baum (2014), this will help the business organization to gain local market knowledge
and get maximum controls.
Considering the differences in different market entry modes, direct exporting will be
most convenient for Loewe Bets. It will be beneficial for the business organization to implement
a direct exporting approach. It can choose the deal with the customers with the international
consumers. It requires the business organization to devote much of the company’s resources. It is
the easiest way to enter the international market (Verbeke 2013). The transactions and selling of
goods and services can also be sourced from the home country. Business organization can avoid
the operational expenses. Only contractual agreements are required to market the products in the
targeted country.
Coherent international expansion strategy for the next five years
Loewe Bets is in its toddler stage. It has gained enough fame and reputation in the local
markets as well as the markets in which it has considered expanding its services. Therefore,
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Sales Force Management
Loewe Bets must consider expanding its products and services in the global markets. It might
consider finding new markets and effective distribution channels. It can target Malaysia for
expanding its products and services in the next five years. It can consider expanding its business
operations with exporting as the market entry strategy. It is recommended by Zander et al.
(2015), that the organizations must increase the products portfolio. This will boost growth and
revenue of the business organization. As per the opinion of Sui and Baum (2014), entry in new
markets implies new revenue streams, high return on investment, product development, and
expansion of footprint. The company can implement an internal business audit while ensuring
internal variables such as service types, product offerings, and overall brands. It must consider
the competitive pressures prevailing in the target country (Gabrielsson and Gabrielsson 2013). It
might consider venturing into the foreign countries. It can sell its products through other retail
stores in the target country. After entering the market in Malaysia, it can consider opening its
own outlets in the country which can be used in the process of distributing the goods and
services. According to Harrigan (2017), it can consider opening its store in the neighboring
countries like China, Japan, Brazil, India, and Argentina. These countries have low operating
costs as well as other advantages such as logistics systems, consumers, and relationship between
the retailers and suppliers. As per the opinion of Zander et al. (2015), it can expand its operations
by acquiring potential companies. Further, it can also pick up new ideas from the international
markers and implement them in expanding its markets. The main component of Loewe Bets is
premium priced fashionable products. It can segment the market based on age groups,
demographics, behavioral and psychographic (Verbeke 2013). The premium priced fashionable
product items can be sold among the high income earners of the target country. According to Sui
and Baum (2014), consumers preferring high quality products and service can be targeted.
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Sales Force Management
Among these consumers segments the fashionable products can be sold. Market specifics will
enable Loewe Bets to operate efficiently and effectively. Further, in the future years the company
can consider modifying the product offerings. According to Shenkar, Luo and Chi (2014), new
styles and designing can be offered to boost its demand in the market and positively influence the
reputation of the company. As a part of international expansion strategy, it must capture the
attention of the millennials (Sui and Baum 2014). Loewe Bets might consider growth through
diversification in the next five years. It can consider increasing the range of products offered to
the customers in the new target country. This can be effectively attained by proper market
research. This is highly essential for Loewe Bets to determine the needs and requirements of the
local customers and their purchasing behavior. In the next five years, the company might
consider market penetration strategy for business expansion and growth.
Rationale behind your chosen strategy.
According to Verbeke (2013), exporting can be considered as a market entry strategy as it
is a low risks strategy. It is attractive strategy for various reasons. It will help to mature the
product offerings in the home country and find growth opportunities in the international markets.
This method of market entry is comparatively less risky and considered to be more profitable to
export the products in the local market. There might be less competition in Malaysia as
compared to other countries. Furthermore, according to Shenkar, Luo and Chi (2014), it offers
control over risks, resource commitment, as well as operational costs. It is perceived as low risks.
Exporting the products in the foreign market can help the business organization to reduce the
overall costs of operating and at the same time can ensure increase in sales and revenue in
general. Therefore the company must focus on exporting is business operations and expanding
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Sales Force Management
their visions on a global level. According to Lynch and Jin (2016), increasing global presence
through exporting will also help the business organization to increase the reputation and build a
brand image. Further, as mentioned by Gabrielsson and Gabrielsson (2013), exporting will
enable the business organization to acquire new opportunities in the foreign market. Hence, it
will increase the sales potential of the business organization. According to Kaynak and Baker
(2013), this expansion strategy will increase the revenue by boosting its sales. Exporting the
products and services of the company can provides wider opportunities to the company.
Diversifying and increase the product portfolio of the business organization will enable the
business organization to increase its demand (Lynch and Jin 2016). It will suit the needs and
demands of different range of consumer groups. This will improve the profitability of the
business organization. According to Pucciarelli and Kaplan (2016), entering the foreign market
will provide opportunity for exponential growth and expansion. It also reduces the risks of loss.
There are some investments which might perform poorly, while other investments might have
the chances to perform better (Sui and Baum 2014). This will in turn reduce the chances of risks
and failure. Further, it will help the business organization to preserve the capital. According to
Kaynak and Baker (2013), diversification can help protect the savings of the company.
Moreover, expanding the business organization in the foreign market might be taken into
consideration as the growth opportunity in the domestic country might be low. There are various
opportunities for growth and expansion in the foreign countries. Therefore Loewe Bets might use
this market expansion strategy. In the long run, the diversification strategy is one of the best
growth strategies (Lasserre 2017). It introduces more variety and options to capture the new
market. According to Lynch and Jin (2016), this strategy enables the business organization to
capture customer attention and boost profitability of the organization as the company grows and
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Sales Force Management
expands. The diversification strategy and product portfolio can reduce the risks factor in
operating in the foreign markets (Pucciarelli and Kaplan 2016). The diversification growth
strategy can help the business organization to expand at the right direction and manage risks for
the business organization thereby contributing to the bottom line (Sui and Baum 2014).
Henceforth the business expansion strategy is beneficial for the business organization for its
growth and reputation.
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Sales Force Management
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