Name: DEVANSHI UID: 22BFD10013

Branch: B.SC (FASHION) Section/Group: B

Date: 13/8/24 Semester: V 5th
Subject Name: Costumer experience Subject Code: 22FDP-323
management and retail
operation

EXPERIMENT 1

Mapping the customer journey specifically for H&M—a global fashion retailer—focusing on the
awareness stage involves understanding how potential customers first encounter and learn about the
brand.

Here’s a detailed look at how H&M might approach customer awareness:

1. Identifying Awareness Touchpoints

*A. Advertising Campaigns:

• Traditional Media: TV commercials, radio ads, print ads in magazines and newspapers.
• Digital Media: Online display ads, social media ads, sponsored posts on platforms like Facebook,
Instagram, TikTok.

*B. Social Media Presence:

• Content: Engaging posts featuring new collections, fashion tips, behind-the-scenes content, and
collaborations.
• Influencers: Partnerships with fashion influencers and bloggers to reach broader audiences.

*C. Public Relations and Events:

• Press Releases: Announcements about new store openings, collaborations, or sustainability initiatives.
• Events: Fashion shows, store launch events, and pop-up shops that attract media attention and customer
interest. 2. Consideration Touchpoints

*A. Brand Website and SEO:

• Website Content: High-quality imagery of products, blog posts about fashion trends, and
information about the brand’s sustainability efforts.
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 • SEO: Search engine optimization to ensure H&M ranks highly for relevant keywords such as
"fashion trends" or "affordable clothing."

*B. Retail Environment:

• In-Store Experience: Eye-catching window displays and store layouts that attract foot traffic
and create a memorable first impression.
• Signage: Effective use of signage both inside and outside stores to build brand recognition.

*C. Word of Mouth:

• Customer Reviews: Positive reviews and recommendations from existing customers. 

Referrals: Customers sharing their positive experiences with friends and family.

3. Purchase Experience

The purchase experience at H&M encompasses various touchpoints and interactions that customers
encounter from the moment they decide to buy until they complete their purchase. Here’s a detailed look
at what constitutes the purchase experience at H&M:

*A. Store Layout and Design:

• Visual Merchandising: Attractive window displays and well-organized store layouts that highlight current
collections and promotions.
• Navigation: Easy-to-navigate store layout with clear signage for different categories like men’s, women’s,
and kids’ clothing.

*B. Customer Assistance:

• Sales Associates: Availability of knowledgeable and friendly staff to assist with product queries and
provide styling advice.
• Dressing Rooms: Clean and well-maintained dressing rooms with ample space and good lighting.

*C. Product Availability:

• Stock Levels: Well-stocked shelves and racks with the latest collections and popular items readily
available.
• Product Information: Clear labeling and signage providing details on sizes, colors, and prices. Online

Purchase Experience

*A. Website Usability:

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 • Navigation: User-friendly website with intuitive navigation that makes it easy to find products.
• Search Functionality: Effective search engine with filters for size, color, category, and price.

*B. Product Information:

• Detailed Descriptions: Comprehensive product descriptions, high-quality images, and size guides to help
customers make informed decisions.
• Customer Reviews: Access to customer reviews and ratings for additional insights.

4. Post Purchase experience

*A. Post-Purchase Support:

• Returns and Exchanges: Clear and straightforward return and exchange policy, with easy-
tofollow procedures for returns either in-store or online.
• Customer Feedback: Opportunities for customers to provide feedback on their purchase
experience and report any issues.

*B. Loyalty Programs:

• Membership: Enrollment in loyalty programs or reward schemes that offer benefits like
discounts, early access to sales, and exclusive offers.

Strategies for Improvement

*A. Enhance In-Store Experience:

• Optimize Store Layout: Regularly update store layouts and merchandising to improve navigation and
product visibility.
• Improve Staff Training: Invest in staff training to ensure high-quality customer service.

*B. Strengthen Customer Service:

• Feedback Integration: Use customer feedback to drive improvements in both online and in-store
experiences.

By focusing on these aspects, H&M can create a seamless and satisfying purchase experience that enhances
customer satisfaction and encourages repeat business.

Department of Fashion & Design(UID)

Branch: B.SC FASHION DESIGN Section/Group: B

Date: 06-10-2024 Semester: V 5th

Subject Name: CUSTOMER EXPERIENCE Subject Code: 22FDP-323

MANAGEMENT & RETAIL
OPERATIONS

EXPERIMENT-6

PREVIOUS STORE LAYOUT OF NYKAA

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 NEWLY DESIGNED STORE LAYOUT OF NYKAA

THE CHANGES WHICH WERE NECESSARY IN THE DESIGN ARE HAVING A SYMMETRICAL AND
BALANCED LAYOUT FOR A COSMETIC STORE WHICH WILL ATTRACT CUSTOMERS AND HAVING
SUFFICIENT RACKS FOR DIFFERENT BRANDS AND ENOUGH WALKING SPACE FOR RUSH HOURS AS
THEY WOULD WANT TO TRY OUT PRODUCTS OR SAMPLES AND MIRRORS ON SIDE AND BACK OF
RACKS ON CENTRE FOR EASY ACCESS TO EVERYONE.THE CASH DESK IS PLACED AT THE END SO THAT
EVERY PRODUCT MEETS THE EYE OF THE CUSTOMER.

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 EXPERIMENT 5

REPORT ON INVENTORY MANAGEMENT OF ZARA

1. INTRODUCTION-
Zara, part of the Spanish multinational retail group Inditex, is renowned for its
efficient and innovative inventory management system. The company is able to
deliver high-quality, trendy products to its stores quickly and efficiently, which is a
significant competitive advantage in the fast fashion industry. Zara’s inventory
management strategy focuses on speed, flexibility, and a tight integration
between design, production, and distribution processes.

2. METHODOLOGY-
The following steps were undertaken to gather and analyse data.
 STORE VISIT & INQUIRY
 DATA COLLECTION
 ANALYSIS

Key Features of Zara's Inventory Management System:

1. Just-in-Time Inventory (JIT) System

 Zara's JIT model enables the company to maintain minimal inventory levels while
ensuring that new products are constantly available on store shelves. Instead of
overstocking, Zara delivers small quantities of goods frequently to stores.

2. Real-Time Data and Integration

 Zara uses point-of-sale (POS) systems to collect real-time data about customer
preferences and product performance. This data is immediately available to
central offices, and store managers also use it to reorder stock or adjust displays.
 The real-time information helps Zara decide which styles and sizes are selling well,
enabling them to manage inventory dynamically and adjust replenishment orders
accordingly.

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 Centralized data allows the company to optimize stock levels at individual store
locations. Items with high demand are restocked quickly, while slower-moving
items are either marked down or returned to the central warehouse.

3. Limited Production Runs

 Zara’s strategy involves producing limited quantities of each design to create a
sense of exclusivity. This also helps mitigate the risk of overproduction.
 With limited supply and fast turnover, customers are incentivized to purchase
immediately when they see an item they like, knowing that it may not be available
for long.

4. Frequent Deliveries
 Stores receive new shipments twice a week (sometimes more) with a rotating
mix of popular items, new designs, and replenishments for fast-selling products.
 By continually introducing new stock, Zara encourages frequent store visits from
customers and keeps the inventory fresh.

5. Centralized Warehouses
 Zara operates highly efficient distribution centers, primarily located in Spain.
These warehouses play a critical role in the speed of Zara’s operations by quickly
dispatching goods to stores across the globe.

6. Data-Driven Decisions
 Zara uses data analytics to optimize its inventory management. The company
collects detailed information on customer preferences, sales patterns, and
regional demand to ensure that the right products are in the right stores at the
right time.
 Store managers also provide feedback on customer demand, which is integrated
into Zara’s product development cycle. This allows Zara to adapt its offerings
rapidly to the latest trends.

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 ANALYSIS OF FINDINGS
1. Fast Turnaround Time
 Zara’s supply chain is designed for speed. The company can design, manufacture,
and distribute new products in as little as 2 to 4 weeks—far quicker than
traditional retail models, which can take months.

3. STOCK LEVELS AND DEMAND

The store’s ability to maintain varied inventory and regular restocking aligns
with customer demands indicating effective forecasting and SCM.

Department of Fashion & Design(UID)