six-month dollar plan - ashleynmyers.comashleynmyers.com/perrys_buying_plan.pdf · people to start...

Dept Name Dept. #

Buyer

Fall AUG SEPT OCT NOV DEC Jan Feb

Season

Total

Sales $ Last Year 225.0 300.0 210.0 255.0 390.0 120.0 1,500

Plan 291.6 $275.4 $210.6 $291.6 $437.4 $113.4 $1,620.0

% Inc/Dec 29.6% -8.2% 0.3% 14.4% 12.2% -5.5% 42.8%

Revised

Actual 29.6% -8.2% 0.3% 14.4% 12.2% -5.5% 42.8%

Stock/Sales Ratio Last Year3.9 3.0 4.1 3.6 2.5 6.3 5.7

Plan 3.7 3.2 4.2 3.8 2.8 5.0 4.7

BOM Stock $

(Retail) Last Year 877.5 900.0 861.0 918.0 975.0 756.0 850.0 876.8 avg

Plan 0.00

revised

Actual 1078.9 881.3 884.5 1108.1 1224.7 567.0 756.9 1083.6

Markdowns $ Last Year 89.5 45.0 66.0 51.5 134.0 64.0 450.0

Plan 97.7 41.9 55.8 53.4 154.4 53.9 457.1

% to Sales 33.5% 15.2% 26.5% 18.3% 35.3% 47.5% 0.0% 28

% by Month 21.4% 9.2% 12.2% 11.7% 33.8% 11.8% 100.1%

Revised

Actual

Purchases $

(Retail) Last Year $337.0 $306.0 $333.0 $363.5 $305.0 $278.0 $1,922.5

Plan $191.7 $320.5 $490.0 $461.6 -$65.9 $357.2 $1,755.1

Revised

Actual

Season Tot.

Sales $

Markup %

Markdown %

Gross Margin %

Average Stock

Turnover

Six-Month Dollar Plan

Men's 2

Last Year Plan Actual

Ashley Myers

1.7

$1,620.0

57.5%

28.2%

99.3%

$1,083.6

1.5

$1,500.00

55.0%

30.0%

41.5%

$876.8

Month Percent x Season Sales ($) = Monthly Sales ($)

August 18.0% $1,620.00 $291.60

September 17.0% $1,620.00 $275.40

October 13.0% $1,620.00 $210.60

November 18.0% $1,620.00 $291.60

December 27.0% $1,620.00 $437.40

January 7.0% $1,620.00 $113.40

$1.00 $1,620.00

Planned Monthly Sales By Percentage of Sales Seasons Volume

Monthly Sales Plan

August September October November December January

PL Sales $291.60 $275.40 $210.60 $291.60 $437.40 $113.40

LY Sales $225.00 $300.00 $210.00 $255.00 $390.00 $120.00

$ Inc/Dec $66.60 ($24.60) $0.60 $36.60 $47.40 ($6.60)

% Inc/Dec 29.6% -8.2% 0.3% 14.4% 12.2% -5.5%

Monthly Sales Increase/Decrease

Justification By Month

August: This month is primarily known in retail for our Back to School sales. However we have been

trying to influence those with careers and occupations that the shift in season is allowing for a new

wardrobe. By bringing in not only younger men for the increase in the men's department we have

decided to find ways to appeal to those with careers by offering special promotions on dress shirts,

suits, ties, casual clothing that target the range of the older men, while also being able to offer certain

promotions on atheletic wear. Basics is another huge opportunity for us in the men's department

offering and providing events will allow for them to stock up before the holiday season. As I had

mentioned the shift in seasons allow for the seasonal merchandise to begin to clearance out,

convincing our consumers to stock up on any last minute seasonal merchandise that can provide

them for the next year's season.

October: While we have already started to bring in the fall/winter merchandise, this month allows for

the winter jackets to begin rolling in. Light jackets, wind breakers, are transitioning out of the season

allowing for a change in purchase. The weather begins to adapt to the climate changes allowing for

people to start buying more casual wear such as sweaters, hodded sweatshirts, jeans, cargos, long

sleeve wovens. Offering this kind of merchandise at buy one get one half off will convince the

consumers that adding on at the cash register and sales floor is a must with sales associates. The

sales associates during our down months are the ones that we look to for the increase in sales.

Teaching them the importance of adding on and suggesting merchandise to the consumer allows for

us to have a positive increase over sales rather than drifting slightly into a negative decrease. When it

comes to merchandising our clothing it is important that we allow the consumers to see the new

trend merchandise and allowing them to know of our sales through advertisements, coupons, and

early openings allowing our customers to gain the full attention from our associates and

management. Door busters beginning on Friday and ending Saturday will allow for consumers to

swarm the stores, these particular sales will continue through the holiday season as we begin to

prepare for it.

September: In this particular retail month we start off by offering our consumers a great way to spend

their Labor Day weekend shopping our clearance merchandise at a higher discounted rate compared

to that of August. During our huge Labor Day sale we are able to offer our consumers with temporary

markdowns encouragign them to buy more during a short period of time. We start to transition

between our spring/summer wear to our fall/winter wear. The transition allows for us to promote

the fall merchandise at a strong promotional price in order to predict our upcoming months of sales.

When we start to bring in the new merchandise for the men's division it transitions better when

people are presented with promotions. The more promotions that we offer the better we will be able

to initiate the sells of our fall/winter merchandise.

November: The arrival of the holiday merchandise has everyone on edge. We tend to find ways to

place the merchandise in order to have a quick access to always keeping the floor completely stocked

at all times. The beginning of November marks the beginning of the Black Out Holiday season for

Perry's. Starting the first week of November we begin to transition to the the holiday season and

become aware of our consumer's needs. We continue to offer coupons transitioning through out the

week offering them percents off and dollar amounts off certain totla amount of merchandise. After

the consumer makes a large purchase of $100 or more we provide them wiht rewarded coupons,

known as bounce back coupons, that will bring them back for more merchandise and bigger

purchases. The stock to sales ratio begins to increase in order to continue with the easy flow of the

stocking of our merchandise. A prominent way fo continuing with sales is knowing the location of

your merchandise and the easy access to it. When the associates are able to locate the merchandise

and present it to the consumer in a sufficient amount of time and it reminds them of our commitment

to them. We need to continuously check for defective merchandise so we can make an easy transfer

to the return to vendor. Any last merchandise that belongs to our spring/summer trends need to be

returned to vendor in order to provide space for the continuance flow of fall/winter merchandise.

Promotional pricings will take the route of everyday low pricing allowing for the consumers to begin

their stocking up of merchandise.

December: Every Day low pricing will continue into the last leg of the holiday season and one of the

months that we rely on the most heavily. When it comes to purchasing during the holiday season we

know that consumers like the idea of promotional merchandise that stays at an everyday low,

allowing for the merchandise to flow out of the store and the stock room and refill the empty racks in

our men's department. Offering Buy 1 get 1 Free on Basics will increase the sales in this classification

and we know this is a priority for our consumers whom are shopping. As the Christmas is

approaching offering a free merchandise at the time of purchase will drive consumers to our doors. It

is important to us to allow for competitive pricing to continue to be in effect just as it would any of

the other months. Continuing with advertisements through radio, television, and ads allowing for the

customers to receive coupons that would increase their purchase while also offering them a discount.

Due to the continuous promotions we will be offering this will require the merchandise to receive an

additional mark up in order to build sales.

Janaury: This month is one of the lowest months in the apparel business. At this time most people

have received their gift cards, yet the sales are counteracted by the returns in which consumers are

bringing merchandise back. Some are just receiving refunds but also are using the exchange option as

well. Markdowns are beginning to take effect in the option of seasonal merchandise. Tactical price

changing of the merchandise can allow for this to appeal to consumers to be influenced by a strategy

in which we have created between the markup and markdown within a tactical price zone. Offering

coupons and promotions on cumulative mark up prices influence consumers to splurge during our

lowest season.

AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY

PL SALES $291.6 $275.4 $210.6 $291.6 $437.4 $113.4 $161.1

S/S RATIO 3.7 3.2 4.2 3.8 2.8 5.0 4.7

BOM STOCK 1078.9 881.3 884.5 1108.1 1224.7 567.0 756.9

STOCK/SALES RATIO AND BOM STOCK

Justification of Plan:

August: The decision to slightly adjust my stock to sales ratio downward was to make changes in the

way we positined our business. At this time we are tryng to push out the old spring/summer

merchandise while trying to transition into our new fall/winter merchandise. Back-to-School is almost

completed with just a few customers making random purchases in order to complete their children's

needs. We haven't established high promotions on our new merchandise, it's in our profits best

interest to lower the BOM in order to prepare later inventory for the coming season.

September: I chose to higher my stock-to-sales ratio and increase my BOM during the month of

September because this is when the weather is really beginning to change and people are transitioning

from shorts and shirt to pants and sweaters. September is not really a month that you are able to

predict weather wise. As we slowly ease into promotional strategies for our new merchandise the

faster it will begin to overturn and we will be able to replace the merchandise at a faster pace. The

beginning of the month allows for us to push a clearance event that will push for the exit of our old

merchandise.

Plan Sales x Stock / Sales Ratio = BOM Stock

November: I increased the stock-to-sales ratio slightly, allowing for the BOM to increase because

merchandise is beginning to overturn at a quicker pace due to our promotions that we have been

offering. Doorbusters are allowing for merchandise to begin to sale at a fast and comfortable speed.

Our goal is to meet our inventory's sufficient needs by increasing the goods in which we receive and

order. We need to track the merchandise that is leaving the sales floor so that we are able to get the

merchandise in that is needed, while making sure the right amount has been ordered and ready to

sale.

December: I pushed for my stock-to-sales ratio to increase in order to meet the needs of our

customers. This would allow for us to have the sufficient inventory to meet the holiday shopper's

needs, while also preparing for the after-holiday sale. The after holiday sale would allow for

fall/winter merchandise to be priced at it's lower promotion before we began to mark the

merchandise down. Merchandise is rapidly beginning to vanish from the floor and we need to have

inventory to replenish the floor in a timely manner. With rapids sales increasing we must match the

sales with merchandise.

January: I started to decrease the BOM during this month to allow for any excess fall/winter

merchandise to begin to fade out of the stores, seeing as to how we are beginning to prep for new

merchandise leading into spring. We're starting to transition for the merchandise to take it's first

chance at markdowns without having to impact our business or sales in a negative way. It's a slow

transition, not wanting to order both fall and winter just receiving the minimal amount in order to fill

the inventory and squarefoot of the store in order to make sales to our customers. With me saying

that I don't want to have excess fall/winter merchandise beginning to go into spring, and I didn't want

too much spring merchandise coming out of fall/winter.

February (January EOM): With the merchandise beginning to transition we are going into our next

fiscal year with enough inventory to meet our customers need. When making a decision like this our

store is focusing on getting the fall/winter seasonal merchandise out of the store by offering clearance

rooms and high decreases in their prices providing them with deals that they can simply not pass up.

We would perfer not to carry any more fall/winter merchandise over to March so we've made the

decision to decrease what we receive and began with leaving the month of February.

October: Promotional our continuously increasing in order to continue to push the merchandise and

have a high stock-to-sales ratio. For this month I steadily increased the BOM allowing for the

merchandise to bulk up to prepare for the future holiday season and to transition into the cold

weather coats and begin to allow the turnover to continue to rise in order to increase our sales.

August September October November December January Total

Pl Sales $291.6 $275.4 $210.6 $291.6 $437.4 $113.4 $1,620.0

MD % to Sales 33.5% 15.2% 26.5% 18.3% 35.3% 47.5% 28.2%

MD $ $97.7 $41.9 $55.8 $53.4 $154.4 $53.9 $457.0

MD % Month 21.4% 9.2% 12.2% 11.7% 33.8% 11.8% 100.0%

November: I increased the markdown dollars and percent in order to match our increase in BOM. This

will allow for us to begin moving out some of the fall merchandise that hasn't been transitioning well at

our store level. This will make room for winter merchandise coming in, and allow for our sales to

increase to cover our cost of goods and markdown dollars.

December: We wanted to continue the slight increase in our fall, and beginning with our winter

merchandise in order to prepare for the new arrivals coming January for the new upcoming season.

Transitioning some of the merchandise to lower markdowns will allow for a less likely chance that we

will have excess mercandise when the season ends.

January: We're beginning to receive our new spring colors, fabrics, and styles which means the

transiitioning of fall/winter must begin to come to an end. We need to start pushing out the

merchandise at a more rapid pace in order to provide for COGS. The merchandise needs to be exiting

the store as fast as we received it. The goal is a quick turnover in order to not lose more money then

we invested.

Plan Markdowns

Plan Sales X MD %

Justification of Plan Markdowns by Month:

August: I began to take my markdowns down this month in order to meet the stock-to-sales ratio. We

reached a peack in our markdown dollars last month allowing us to get a majority of the merchandise

off our hands. With this decision we will be adjust to second marks on our merchandise that we have

already began to mark down last month. With this choice a majority of the merchandise that is located

on the floor is new merchandise that's beginning to swarm our sales floor. We are trying to push any

last minute clearance merchandise out the door.

September: The final spring/summer merchandise is beginning to reduce down to their marks in order

to continue to push them out and receive the new merchandise. We will be hosting a Labor Day

Clearance event to get rid of the minimal clearance that we have in our markdown dollars.

October: Still continue to lower the choice in markdown dollars and percent to leviate the merchandise

in which we have. At this point we have a rare amount of merchandise that needs to transition to

markdowns besides little stragglers that we have noticed are not selling as planned. With this option

we are able to eliminate them from our sales floor and still be able to receive an amount that would

cover our cost of goods in which we spent on the merchandise.

August September October November December January

Plan Sales 291.6 275.4 210.6 291.6 437.4 113.4

(plus) Plan EOM 881.3 884.5 1108.1 1224.7 567 $756.9

(plus) Plan MD $97.7 $41.9 $55.8 $53.4 $154.4 $53.9

(minus) Plan BOM $1,078.9 $881.3 $884.5 $1,108.1 $1,224.7 $567.0

(Equals) Plan

Purchases at Retail$191.7 $320.5 $490.0 $461.6 -$65.9 $357.2

(times) 100% - MU

%43.9% 40.0% 43.4% 40.5% 43.5% 44.5%

(equals) Plan

Purchases at Cost$84.1 $128.2 $212.7 $186.9 -$28.7 $159.0

Mark up Dollars $163.6 $165.2 $119.2 $173.5 $247.1 $62.9

Mark up Percent 56.1% 60.0% 56.6% 59.5% 56.5% 55.5%

Plan Purchases

Classification Percent X Season Sales = Class Sales

Basics 14.0% $1,620.00 $226.80

Separates 16.0% $1,620.00 $259.20

Activewear 18.0% $1,620.00 $291.60

Shirts 22.0% $1,620.00 $356.40

Casual Slacks 20.0% $1,620.00 $324.00

Outerwear 10.0% $1,620.00 $162.00

Total 100.0% $1,620.00

Sales by Classifications, Percentage, and Dollars

August Sept Oct Nov Dec Jan Total s

Percent to Total Sales 18.0% 17.0% 13.0% 18.0% 27.0% 7.0% 100%

ClassesClass Sales

PercentClass Sales

Basics $40.8 $38.6 $29.5 $40.8 $61.2 $15.9 14.0% $226.8

Suit Separates $46.7 $44.1 $33.7 $46.7 $70.0 $18.1 16.0% $259.2

Activewear $52.5 $49.6 $37.9 $52.5 $78.7 $20.4 18.0% $291.6

Shirts $64.2 $60.6 $46.3 $64.2 $96.2 $24.9 22.0% $356.4

Casual Slacks $58.3 $55.1 $42.1 $58.3 $87.5 $22.7 20.0% $324.0

Outerwear $29.2 $27.5 $21.1 $29.2 $43.7 $11.3 10.0% $162.0

Total: $291.6 $275.4 $210.6 $291.6 $437.4 $113.4 100.0% $1,620.0

Total Monthly Sales $291.6 $275.4 $210.6 $291.6 $437.4 $113.4 $1,620.0

Classification Sales Per Month

Pajamas

Subclassifications for Basics Classification

Socks

Boxers

Briefs

Undershirts

Ties

Fashion Dress Slacks

Subclassifications for Separates_Classification

Year Round Basic Dress Slacks

Blazers

Suit Jackets

Sport Coats

Pattern Dress Slacks

Tanks

Subclassifications for ___Active Wear____ Classification

Sweat Pants

Sweat Shirts

T-shirts

Shorts

Sets

Polo

Subclassifications for _____Shirts______ Classification

Long Sleeve Woven

Short Sleeve Woven

Knit

Graphic

Dress

Fashion Pants

Subclassifications for ______Casual Slacks_____ Classification

Denim

Joggers

Cargos

Novelty Shorts

Golf Pants

Lined Baggies Jacket

Subclassifications for _Outerwear_ Classification

Lightweight Synchilla Snap T Pullover

Better Sweater

Quilted Snap T Pullover

Simple Synchilla Jacket

Ultra Light Down Hoody

100%

Justification:

When purchasing fabrics for this classification I needed to determine which consumers prefer when purchasing

in the basics location of the men's department. I determined the sales of each product and the components in

which created the items. Once I determined past sales I can determine which fabrics sold better while

comparing them to the new predictions of 2016/2017 F/W. Once I realized that basics usually say the same

material wise they may change or add a different more intriguing style. Always know what your consumers

prefer before making the purchase for fabrics because these can be detrimental to our sales if we were to

purchase a particular quantity in something that did not sale well.

Assortment Plan by Fabrication

for Furnishings Classification

Fabrication by Distribution

Cotton

Charmeuse

Polyester

Microfiber

Spandex

Silk

Satin

Nylon

Microfiber 12.5%

9.7%

8.7%

18.7%

4.3%

9.2%

14.5%

17.5%

4.7%

100 % Cotton 15.8%

10.1%

100.0%

Justification:

For this I applied the new fabrics with the old, and determining the quantity in which I needed the most

of. I broke down each component by old and current sales, while also predicting the future sales of the

new fabrics in which I planned on adapting into the product. Speaking with our consumers, walking the

sales floor, researching past and current sales, and reaching out to our buying house and trend

forecasters we were able to determine the specific types of fabrics that we would need in order to

continue our increase in our shirt sales. We walked through the process in determining the percentage

amount that allowed for us to purchase our fabrics from our vendors.

No-Iron 100%

15.2%

12.3%

13.4%

9.4%

10.6%

4.5%

8.7%

White Pique Cotton

End-on-End

Broadcloth

Herringbone Twill

Cotton Twill

Assortment Plan By Fabrication

for Shirts Classification

Fabrics by Distribution

Flannel

Poplin

Oxford Cloth

100.0%

Justification:

Most consumers that purchase suit separates know the feel and style in which they are looking for,

in the end it determines how and what they purchase. When trying to decide what fabrics I needed

to purchase in order to fill my orders for this classification I wanted to adapt the new fabrics in,

while still steadily purchasing the old. When decided the percentages that would fill my order I

based my decisions on what I had learned from past sales while also being influenced from the

newer fabrics that have been identified to us through our trend forecasters. Most consumers know

what they like and how they like to wear these types of products. When I was adapting in the new

fabrics I wanted to start purchasing them at a smaller quantity in order to determine their sales and

processes once they hit the sales floor before I would commit and place a higher quantity order. If

we noticed as buyers, we know that people like simple, sleek, and don't commit to change fully. It is

our goal to provide them with the fabric that they will adjust and be committed to. Ordering more

percentages of past fabrics allows us to indicate that we've been researching our consumer's

behavior and buying habits and we are able to provide them with options in which we know they

like.

Sharkskin


for Separates Classifications

Fabric by Distribution

Corduroy

Indigo Weaves

Mutted Woolen Check

Raw Denim

Linen

Cotton

Polyester

Cashmere

17.9%

7.4%

11.7%

12.5%

12.2%

12.7%

9.6%

6.5%

9.5%

100.0%

Justification:

While Active wear has a consistent amount of changes to their styles, the adaptation of fabrics stays the

same with minor adjustments. When it came to deciding what fabrics to use I manipulated old sales with

current and predicted trends in order to purchase the correct amount in each fabric. Walking the sales

floors of our stores and competitors, speaking to our consumers, and meeting with regional buying offices

as well as their trend forecasters to learn of the new fabrics that will be impacting the active wear world. I

knew that certain fabrics were a must and that they were what most of our consumers have demanded in

the past and present and applying that knowledge with the new fabrics, and adjusting the percentages

from that point on.

Cotton-Spandex

Perfo-Tek Spandex

Jersey

9.6%

8.2%

4.5%


for Active wear Classifications

Fabric Distribution

Cotton

Jersey Knit

Dri Fit

Fleece

Nylon Lycra

Micro Mesh

Dry Mesh

18.7%

16.5%

17.3%

14.4%

7.1%

3.7%

Acid Wash Denim 18.5%

Stone Wash 17.5%

Polyester Cotton 15.8%

Stretch Cotton Twill 14.3%

100% Cotton 14.6%

Cotton Single Jersey

Knitted Elastic8.3%

Silk Woven 5.8%

Nonwoven Filter 2.4%

Cotton Sateen 3.2%


for Casual Slacks Classification

Fabrics By Distribution

Justification:

Slacks are those types of product that barely adapt to new fabrics, they more or less adjust, but rely on the

change of the styles in which create the pants. When deciding fabrics for this particular classification I

knew that I wanted to determine this information from the past sales, as well as knowing and

understanding the customer's decision when they purchased these particular types of items. Researching

pays tribute to the determination of how and what to buy in order to create your finishing touches on your

products. When looking at the sales notice the items and determine what their fabric consisted of when

the consumers were buying in order to determine that mount of each fabric in which you intend to

purchase.

100.0%

Sweater Knit


for Outerwear Classifications

Fabrics By Distribution

Synchilla Fleece

Soft Polyester and Nylon Lined

All Recycle Polyester Twill Fleece

9.5%

10.7%

8.5%

15.7%

9.1%

Outerwear, from jackets to sweaters, are based of fabrics mainly surrounding that of fleece, polyester,

knit, and woven lining. When determining the percentages in which I needed for each fabric I broke them

down regarding the sales, new fabrics hitting the market, while implementing and adjusting the old.

Speaking with our trend forecasters and regional buying houses, listening to our commitments to our sales

we were able to provide and adjust a plan that would specifically work for our stores. We knew the fabric

we wanted and how much of each. The newer fabric we wouldn't commit to a large quantity purchase, we

are just trying to test the waters in order to determine how well they will sale in the market. We knew

that some fabric sells and does better then others so we increased those percentages in order to alleviate

the balance between the two.

Organic Cotton Jersey

Polyester Plain Weave Lining

Polyester Fleece

Knitted/Heather Polyester

Micro fleece

8.8%

12.6%

9.4%

15.7%

Justification:

100.0% 100.0%

Assortment Plan By Color

for Basics Classification

Color Distribution

Black

White Alyssum

Brown

Percent to Total

16.5%

15.8%

6.5%

Basics was the easiest to choose colors for. This sub classification in the men's department is more

dependent on the style and cut, rather than color. Of course some of the consumers prefer the easier

colors, such as white and black, but will adjust to others as well. I wanted to stay around colors that

people tend to feel comfortable wearing or are more willing to purchase. So when looking at the

predicted colors for this season, I took time to compare them to both current colors and old colors to see

what was being sold and how. I began to notice that some of the future trends were colors that we have

already had or have at the time, those enabled to make a better decision wen it came to buying the

colors. I based the percentages on how and what I thought would sell better than others, and from

there that helped make my decision in the order in which I delivered my percentages.

Silver 12.9%

7.2%

Beet Root Purple 8.2%

Justification:

Purple Wine

Golf Green

Cloisonné

Aurora Red

8.8%

12.4%

11.7%

100.0% 100.0%

Crape Leaf 6.9%


for Separates Classification

Color Distribution Percent to Total

Mulch 5.8%

Cypress 9.4%

Frosted Almond 10.5%

Incense 9.8%

Justification:

Suit Separates are simply, yet demand a change of color in many areas. When purchasing specific

colors for this area of my men's department I wanted to focus on past colors as well as the colors that

have been predicted to us. When purchasing the colors I weighed my options heavily and they were

debated upon what our team thought and condemned to be the best options for our store as a whole.

We gave the colors that we believed would sell more the highest percentage to buy, we spread the

newer/trial colors with the percentages we thought best suited them. However, with the colors that

were purchased at a lower rate would be improved or decreased depending on amount in which they

sold, good or bad.

Black Tria 15.4%

Wind Chime 11.2%

Cloud Gray 14.7%

Tap Shoe 16.3%

100.0% 100.0%

Pirate Black 17.8%


for Active wear Classification


Blazing Yellow 11.7%

Cloud Gray 16.9%

Spearmint 9.5%

Autumn Glory 7.4%

Justification:

When making decisions for colors in actiwear we decided to be simple, yet bright. Activewear is a

place where the consumer feels comfortable and chill, they feel as if they don't have to try but if the

color or style presents itself they are more then likely to try. I used the colors that were predicted a

little over six months ago. We have entrusted these colors as part of the selling aesthetic of our men's

activewear. When deciding the percentages of each color I divulge much research into my decision.

Using past research and current trends I was able to eliminate any gaps that would possibly exist

between the colors. I wanted of course the simple, almost immediadte colors to take the higher

percentages, while transitioning some of the newer ones in at a lower rate in order to see how they

sell and progress in the department.

Eclipse 8.4%

Scooter 8.6%

Snorkel Blue 9.5%

Snow White 10.2%

100.0% 100.0%




Teal, White, Navy Stripe 9.7%

Maroon, Sage, and White stripe 8.3%

Pigment Green 11.4%

Black 15.2%

White 14.3%

Deep Sea 13.8%

Marshina 13.7%

Justification:

Of course choosing colors for them men's department was strictly based on some colors that continue to

stay relevat and popular, wile also having colors that have been predicted to us by our forecasters at our

regional buying offices. When it comes to choosing shirt colors you must rely heavily on the idea of details

in order to get the correct shade of colors and to pick those that we believe will be successful through out

the season while possibly implementing more colors to increase our chances of higher sales.

Deep Cranberry 13.6%

Raisin

100.0%

Justification:

I based my colors for pants off the predicitions for the Fall/Winter 2016-2017 collections. With this

decision I believed that there was an opportunity to take a leap, chance and make a decision that could

heavily impact us. With the new golf outfits on the horizon due to some endorses and their styles, many

men have caught wind of the bolder and brighter colors that will enhance their wardrobe. When

applying the new change in colors to our pants classification I wanted to still keep the more natural,

popular, older colors as one of the main colors to hit the store. Those were the ones to receive the

higher percentage to purchase for the classification. To alleviate the break and balance between the

two I began breaking down the colors that, as a buyer, I am predicting to be more of a success then

others and those were placed higher in the purchase of color for sales.

Stone Wash Denim 12.2%

Black 17.8%

Nordic 10.4%

Muted Gray 11.0%

Indigo 9.6%

Saffron 7.7%

Berry 8.5%




Nutmeg/Tan 11.1%

Acid Wash Denim 11.7%

Camouflage 10.3%


for Outerwear Classification


Black 14.6%

Khaki 14.1%

Gray 14.1%

Brown 10.8%

Navy 11.6%

Marsel 6.5%

Army Green 7.3%

Oatmeal 10.7%

100.0%

Justifications:

When deciding on outerwear for the men's department, it remains paying close attention to pass, future,

and current trends, while also relying heavily on consumer's approach to this type of merchandise. When

it comes to buying a pullover, hoody, or jacket most like to remain with plain colors to fit their everyday

needs, while adjusting to try new and peculiar colors. Black is a must when it comes to purchasing color

and must be bought at a high rate, even though the color is consistent through out the seasons it is

always one of the most demanded colors in products. Knowing that my consumers tend to travel

outdoors I decided to purchase the mixture of camouflage as an option of color for my consumers to

purchase. This color and trend have been around for quite sometime, yet it still remains at a high

demand from all angles of the consumer market. Knowing the colors that our consumers venture to first

when purchasing a jacket, sweater, or hoody and that also determined the percentages in which I

purchased the colors, depending on those in high demand from past, present, and future.

100.0% 100.0%

Medium

Percent to Total

Assortment Plan by Size

for Basics Classification

Size Distribution

Socks: 9-11

Socks: 12- 15

Small

14.2%

12.5%

17.4%

19.1%

19.4%

When deciding sizes for this classification I knew that my buying would consist around sizes that would use

the normal sizing measurements due to the product that is located within this area. With the idea that

some of the sizes maybe purchased in smaller quantities, when reordering we can always readjust the

order to increase the sizes in some areas depending on demands. We rely heavily on the stock in which

we replenished keeping up with that idea encourages us to follow the sales of each size, color, and

fabrication when making the next decision to purchase more quantity from the vendors.

Large

X-Large 17.4%

Justification:

100.0% 100.0%

38 R 10.7%


for Suit Separates Classification

Size Distribution Percent to Total

Blazers: 36 R 10.5%

40 R 9.8%

42 S 9.4%

44 R 8.7%

38 X 36 11.0%

Justification:

Sizing in this classification was dependend on the size blazers as well as the pants in which completed the

suit separates. I know as a consumer myself that some people just are not built the same on top and

bottom we all have trouble finding the pieces that will eventually complete the outfit. The sizing of pants

are dependent on the length and width when consumers make their purchases. The blazers are

dependent on the area in which the jacket wraps around them plus the lengths of their arms. I decided to

find an intermediate action to make sure both subclassifications of this particular classification were able

to receive goods in sizes to meet their consumer's need. I researched the division and their particular

sales trends in sizes and relied heavily in the information I received when I began to order.

Pants: 34x 29 11.7%

36 x 32 14.8%

36 X 34 13.4%

100 100

Small 14.6


for Activewear Classification


X-Small 12.1

Medium 23.7

Large 21.7

X-Large 14.5

Justification:

Activewear was an easy sizing major because of the items run true to the normal sizing measurements.

While most of the clothing pieces in this classification are stetchable and easy to wear they are in high

demand due to their sizes. When picking the sizes I knew that the shirts, pants, tanks, and shorts and

they would be able to fit the entire classification. The sizes for this classification range from Small to

XX Large. The sizes were able to work due to the material and sizing distribution for this

subclassifications of the classifications. Sizing was then also dependent on the sizes that sold in

highest demand and lower percentages went to those that were not chosen in a highly capacity.

XX-Large 13.4

100.0% 100.0%

M 11.5%




Shirts: S 10.9%

L 11.5%

XL 9.7%

Dress Shirts: 16 1/2 32-33 11.7%

18 32-33 10.1%

Justification:

When choosing shirt sizes I knew that I needed to divide them by the different styles and subclasses in

which would be located in this classification. For the normal shirt sizes that are at random purchased I

used the sizing in which would be considered normal for them S, M, L, XL. And for dress shirts I broke

down the sizes by the size of their neck as well as the length in their arms. Some sizes vary and some

sale well depending on the circumference of the neck as well as the lengths or the arms. When

determining the percentages for the sizes I knew that I needed to divide them evenly between each.

Some received a higher percent to purchase then others because we combined research and decided

which were higher in demand.

16 1/2 34-35 12.2%

17 32-33 11.7%

17 1/2 34-35 10.7%

100.0% 100.0%

34 x 32 15.5%




34x 29 10.4%

34x 34 16.2%

36 x 32 17.8%

36 x 34 9.4%

38 x 36 6.4%

Justification:

I only decided to list a few of the sizes in which we tend to order in order to meet the demands of our

casual slack sales as well as our consumer needs. Sizes vary and are determined by the width and

lengths of a man's body. Some sizes are a bit more popular then others and we used old sales reports

to determine which ones should receive the most percentage to total for ordering. When sizes are

places out on a sales floor some will sale at quicker pace then others because that size is in demand

and what meets the population's demands. I increased the purchases in those sizes while also trying to

increase those that could be in high demand over those that tend to not sale as well as others.

36 x 36 8.9%

38 x 29 7.5%

38 x 32 7.9%

Medium 25.7%


for Outerwear Classification


Small 15.6%

Large 25.7%

X-Large 19.7%

XX- Large 8.2%

Justification:

For this particular subdivision in my men's department I decided to use the usual sizes of S, M, L, XL, XXL

due to the fact that most jackets and sweaters are in correlation to this type of sizing. I decided to add on a

XXXL in order to increase our sales in some areas, where the consumer may be particular in the way in

which the item fits their body. Medium and Larges are what we most depend on with ourselves following

S, XL. When determining the proportion of percentages in which I chose to buy the sizes were dependent

on past sales and order and how they correlated to our sales increases and consumer demands.

XXX-Large 5.1%

100.0%

100.0% 100.0%

Claiborne 8.6%

Justification:

Many stores carry the brands Hanes, Fruit of the Loom, Nike, and Adidas for this classification. When knowing

that consumers prefer these brands and will purchase them at the cost in which we determine to sell them

encourages us to buy from these particular vendors. It becomes known to us from past sales from our

competitors and ourselves that these particular vendor products are in continuous high demand and some are

higher demand then others. With that being said when purchasing from each vendor rather it be socks,

underwear, ties, and pajamas we will be able to meet the demands of our consumers with the vendors that

they buy from on a continuous basis. Our goal will be to set the prices at a price that is efficient to our sales

while also being able to encourage promotions and competitive pricing so that we can strive ahead of our

competition.

Rico 10.7%

Stafford 7.9%

Van Huesen 8.7%

Adidas 10.8%

Hanes 17.5%

Fruit of the Loom 15.2%

Nike 11.4%

Assortment by Vendor for

Basics Classification

Vendor Distribution Percent to Total

Gold Toe 9.2%

100.0% 100.0%

Justification:

When rapidly making the decision to buy our merchandise from these vendors we acknowledged our

own research as well as their product management, how well they sell in other stores, and their

consistency with style and delivery. Vendors rely on a relationship with the buyer when creating

transactions. With the commitment and negotiations with each vendor we were able to meet a

decision that both benefited us as well as the vendors. We increased our relationship by staying in

constant contact in order to receive the deliverable goods in a timely manner. When making the

percent total of purchase from each vendor we paid close attention to past sales of their items within

our stores and our competitors. This allowed us to make a decision that would help increase our sales.

Ralph Lauren 13.7%

Adolfo 10.9%

Nautica 8.7%

Stafford 10.8%

Kenneth Cole 18.0%

Vinci Suits 12.5%

J. Ferrar 11.6%

Assortment by Vendor

for Suit Separate Classification


Claiborne 13.8%

100.0% 100.0%

Justification:When purchasing for Activewear I studied the brands and researched their sales within our stores as

well as our competitors. I knew which vendors were increasing in sales in our past and current sales,

while also honoring our commitment to one another to establish an impact in both our businesses.

When vendors are sold differently because some consumers prefer a brand that is cheap or something

that they have grown accustomed too which is why I included Champion, Fila, and Xersion in the

vendors distribution specifically for this class. Nike, Adidas, and Under Armour are resilient in their

sales they continue to increase while others may slightly take a decrease. When I chose the

percentages for each vendor I researched the effect that each one has had on our men's division as well

as our company's.

PGA Tour 12.4%

Puma 9.9%

Under Armour 18.2%

Champion 10.4%

Fila 6.5%

Xersion 9.7%

Adidas 15.2%

Assortment by Vendor

for Active wear Classification

Vendor by Distribution Percent to Total

Nike 17.7%

100.0% 100.0%

Justification:

Purchasing for the shirts classification relied heavily on the idea of vendors that have been around for

a great amount of time while also incorporating newer vendors into the selection. Researching sales

paid heavily into the decisions in which percentage to buy. Understanding your consumer's buying

behavior can encourage you to make the right selections when choosing the vendors. Paying attention

to the brands they shop and those that they relate will help increase your sales. I purchased higher

from some vendors because their return of sales was higher then others. When it comes to reordering

and purchasing I will be able to increase or decrease the orders of some depending on how will they

distribute in sales through the men's department.

Calvin Klein 14.9%

Tommy Hilfiger 11.0%

Rowdy Gentleman 10.1%

Polo Ralph Lauren 17.6%

Izod 10.6%

Cremieux 10.5%

Banana Republic 14.4%

Assortment by Vendor for

Shirts Classification


Lucky 10.9%

100.0% 100.0%

Justification:

When choosing vendors for the casual slacks I knew that I wanted to use some of the same vendors in which I

used for my classification of shirts. Why I decided to do this? I wanted to be able to set shops for each vendor

by allowing them to consist of both shirts and slacks making the decision on the customer easier while they

finalize their outfit. I researched most brands to determine how they sold in the past and present within our

men's department. I had to study and relate to how well they did within our competitor's men's department as

well. I determined what vendors/brands sold better than others during our current and past sales. When

shopping the stores with our consumers we paid close attention to how they shopped and what brands that

they determined were better for their demands.

Polo Ralph Lauren 14.6%

Tommy Hilfiger 11.4%

Izod 9.9%

Diesel 11.8%

Claiborne 13.5%

Hugo Boss 8.2%

Haggar 14.9%

Assortment by Vendor for Casual

Slacks Classification


Dockers 15.7%

100.0% 100.0%

Justification:

When determining vendors for the classification Outerwear, I researched history of past sales as well as

current. Determining vendors related to past, current, and future vendors that would work towards the

increase of my sales. I paid close attention to my consumer's habits, rather it be shopping or what they do

outside of work and home life. Vendors impact the consumer's decisions to purchase and providing them

with a good quality vendor allows them to increase their buying power. I knew I wanted to focus on both

fleeces and jackets as the sub classification for Outerwear. Each of the vendors in which I chose were able

to provide the accuracy in style, color, and size. I kept them neck and neck seen as to how some of them

focused more on the jackets, while others supported the sub classifcation for fleeces and pull overs.

Kane & Unke 10.7%

Timberland 12.3%

Topman 11.7%

Patagonia 11.7%

Under Armour 12.4%

Diesel 10.8%

Northface 15.9%

Assortment by Vendor for Suit Separate

Classification


Columbia 14.5%

Classification Percent XSeason

Purchases=

Class

Purchases

Basics 14.0% $1,755.0 $245.7

Separates 16.0% $1,755.0 $280.8

Activewear 18.0% $1,755.0 $315.9

Shirts 22.0% $1,755.0 $386.1

Casual Slacks 20.0% $1,755.0 $351.0

Outerwear 10.0% $1,755.0 $175.5

Total 100.0% $1,755.0 $1,755.0

Purchases by Classifications, Percentage, and Dollars

Classification Price Line % # of Units $ By Price Line Class Total

Casual Slacks $30.0 30.0% 3,240.0 $97,200.00

$50.0 50.0% 3,240.0 $162,000.0

$72.0 20.0% 900.0 $64,800.00

$324,000.0


Basics $20.0 45.0% 5,103.0 $102,060.00

$30.0 35.0% 2,646.0 $79,380.00

$40.0 20.0% 1,134.0 $45,360.00

100.0% $226,800.0


Separates $120.0 35.0% 756.0 $90,720.00

$160.0 40.0% 648.0 $103,680.00

$200.0 25.0% 324.0 $64,800.00

100.0% $259,200.0


Activewear $30.0 35.0% 3,402.0 $102,060.00

$45.0 45.0% 2,916.0 $131,220.00

$60.0 20.0% 972.0 $58,320.00

$291,600.0


Shirts $36.0 25.0% 2,475.0 $89,100.00

$45.0 45.0% 3,564.0 $160,380.00

$55.0 35.0% 2,268.0 $124,740.00

$356,400.0


Outerwear $100.0 30.0% 486.0 $48,600.00

$120.0 40.0% 540.0 $64,800.00

$150.0 30.0% 324.0 $48,600.00

$162,000.0

Assortment Plan By Price, Units, and Dollars

Buyer Hotel Waldof Astoria New

York

Dept. Phone (212) 355-3000

Monday Tuesday Wednesday Thursday Friday

8:00

Check in at

Airport Breakfast

Arrive at Tommy

Hilfiger

Regional Buying

Office Arrive at Vinci

8:30 Check Luggage

Arrive at Under

Armour View Showrooms

Arrive at Rowdy

Gentleman

Introduction to

Representatives

9:00 Breakfast

Tour U.A.

Showrooms

Speak with

Representatives

and Tour Tour Showrooms

9:30 Board Flight

10:00 Late Breakfast

Breakfast with

Reps

Breakfast with Banana

Republic

10:30

Regional Buying

Office

11:00 Arrive New York

Arrive at Kenneth

Cole Arrive at Cremieux

Arrive at Banana

Republic's Office

11:30 Shuttle to Hotel

Arrive at Hugo

Boss View Showrooms

Meet with

Representatives Tour Showrooms

12:00 Check in Hotel Tour Showrooms Tour Showrooms

12:30 Arrive at Adidas

1:00

Arrive at

Regional Buying

House

Break for Lunch

with Hugo Boss

Arrive at Calvin

Klein

Meet with

Representatives

1:30

Lunch with

Diesel Vendors View Showrooms Arrive at Adolfo Tour Showrooms

2:00

Visit the

showrooms at

Diesel

Introduction to

Reps

2:30

Arrive at

Topman

Late Lunch with

Calvin Klein Team

Walk the

Showrooms

Arrive at Regional

Buying Office

3:00

Tour Topman

Showrooms

3:30

Arrive at

Patagonia Arrive at Lucky

Late Lunch with

Nike Check Out of Hotel

4:00

Walk Patagonia

Showrooms Depart Topman Tour Showrooms

4:30

Arrive at Ralph

Lauren

Arrive at their

Offices Check in at Airport

5:00

Happy Hour with

Patagonia Tour Showrooms

Happy hour wit

team Lucky

Representatives

Tour Nike

Showrooms

5:30 Board Flight

TRAVEL ITINERARY

Ashley Myers

Men's

WGSN: Catriona MacNab

Head of Department

Address: 229 West 43rd Street

7th Floor, New York,

NY 10036 USA

Telephone

+1(212) 201-2800

Fax

+1(212) 675-8899

Client Services

+1(866) 645-3524

[email protected]

Adidas: Dirk Schoenberger

Address: 136 Wooster St, New York, NY 10012

Phone: (212) 673-0398

Ralph Lauren: Joe Berean

Address: 650 Madison Ave C1

New York, NY 10022

Phone: (212) 318-7000

Calvin Klein: Italo Zucchelli

Address: 205 W 39th St

New York, NY 10018

Phone: (212) 719-2600

Banana Republic: Marissa Webb

Address: Rockefeller Center, 626 5th Ave

New York, NY

Phone: (212) 974-2350

Nike: JOSÉ CABAÇO

Address: 2106, 156 5th Ave

New York, NY 10010

Phone: (212) 243-8560

Cremieux: Stefanie Toonkil

Address: 166 Mercer Street Suite 6A

New York,New York 10012

Contact: [email protected]

Rowdy Gentleman: Madison Wickham

Address: 729C Montauk Hwy

Montauk, NY 11954

Lucky Brand: Matt Berman

Address: 1441 Broadway New York, NY 10018

Phone: 1-212-354-4900

Kenneth Cole: Chris Yoham


New York, NY 10019

Contact Information for Vendors and Regional Buying Office

All vendor's showrooms in which I tend to visit and speak with are listed above. I wanted to visit with past

and future vendors in order to grasp their ideas for their future lines. One of the biggest opportunities in the

buying process is having a healthy and strong relationship with our vendors. Being able to communicate with

them on a regular basis allows for us to negotiate terms that will benefit both our company and the vendor's

company as well. When going to visit with multiple vendors always set a a goal of terms in which you wish

them to meet. Raise the bar higher so they can negotiate them lowers, by the end of the meeting we are

most likely able to reach the goal in which we intended and hoped for. Our goal is to have a commitment

with one another and understand our visions for the future of our companies. Upon meeting with the

vendor's creative directors and representatives, I wanted to spend time researching the company, values, and

image. Being able to speak with them fluently about their business and which way they choose to betray

themselves. Learning and understanding the representatives in which you are meeting allows for you to

appreciate them and their mindset. Terms can always be negotiable when speaking business as long as there

is a long term agreement between you and the vendors.

New York, NY 10019

Phone:(212) 265-1500

Topman: Gordan Richardson

Address: 478 Broadway

New York, NY 10013

Phone: (212) 966-9555

Tommy Hilfiger: Simon Spurr

Address: 601 W 26th St #600

New York, NY 10001

Phone: (212) 549-6000

Hugo Boss: Jason Wu

Address: 601 W 26th St #845

New York, NY 10001

Phone: (212) 940-0600

Under Armour: Erin Wendell

Address: 583 Broadway

New York, NY

Phone: (646) 863-7389

Under Armour, Inc.

410-454-6570

[email protected]

Patagonia: Eric Rice

Address: 72 Greene Street

New York, NY 10012

Phone: (212) 334-5213

Adolfo: Igor Naveiro

5 5W. 39TH ST., 11TH FL.

NEW YORK, NY 10018

PHONE: 212.307.7848

Diesel: Andreas Melbostad

Phone number (212) 675-4349


New York, NY 10011

of 1

DESCRIPTION CL STYLE COLOR DWNT DALE CARO STAF SPOTQUANTI

TYUNIT TOT UNIT TOT

Button Down

Casual Shirt

43 Casual

Shirts

L.S.

Woven

Teal, White,

Navy Stripe135 115 75 115 135 575 $27.5 $15,813 $55 $31,625

Button Down

Casual Shirt

43 Casual

Shirts

L.S.

Woven

Maroon, Sage,

and White Stripe145 125 85 125 145 625 $27.5 $17,188 $55 $34,375

Button Down

Casual Shirt

43 Casual

Shirts

L.S.

Woven

Tan, Navy,

Baby Blue, 125 100 65 100 125 515 $27.5 $14,163 $55 $28,325

Button Down

Casual Shirt

43 Casual

Shirts

L.S.

Woven

Black, White,

Marschina 115 105 55 105 115 495 $27.5 $13,613 $55 $27,225

Polo45 Casual

Shirts

S.S.

PoloDeep Sea 185 155 100 165 195 800 $24.8 $19,800 $45 $36,000

Polo45 Casual

Shirts

S.S.

PoloWhite 215 195 145 195 215 965 $24.8 $23,884 $45 $43,425

Polo45 Casual

Shirts

S.S.

Polo

Deep

Cranberry 200 175 125 175 200 875 $24.8 $21,656 $45 $39,375

Polo45 Casual

Shirts

S.S.

PoloBlack 220 170 140 170 220 920 $24.8 $22,770 $45 $41,400

Total 5770 $209 $148,885 $400 $281,750

Date MU%

Date

PACKING AND SHIPPING

Pack merchandise separately for each store with

individual packing slips. Mark each carton with the

store name, order number, department number, and

number of cartons in shipment. Ship complete unless

otherwise instructed.

INVOICE INSTRUCTIONS

Submit separate invoice for each store. Show order and department number

on each invoice. Invoice must accompany shipment in an envelope attached

to the lead carton marked Invoice Enclosed.

Truck

Terms

ROG 4/10 net

30

Buyer

Signature

DMM/GMM

With anticipation for

prepayment all dating

except EOM begins at

date merchandise is

received. Under EOM

terms all goods shipped

on and received after

the 25th of the month

are to be dated as of the

first of the month.

This order is subject to the

terms and conditions on the

reverse side of this sheet.

10/15/2016Linda Clark

Special Instructions

10/15/2016

FOB

Start ship

Vendor #

2

15203 King Street

Fredericksburg, VA

22401 DUNS#

9645

156795823

PURCHASE ORDER

Perry's Department

Store

15637PO#

Dept #

Ship Via

Name Ralph Lauren

Address 650 Madison Ave C1

City New York

State/Zip NY 10022

TRANSPORTATION

Ralph Lauren Vendor

Store

Allowance

FOB Store

11/13/2016

10/30/2016

47.2%Ashley Myers

Cancel

COST RETAIL

A, B, C , D

$300,000

six-month dollar plan - ashleynmyers.comashleynmyers.com/perrys_buying_plan.pdf · people to start...

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