Retail Management, Michael Kors

Rachael McGowan
Level 5 Fashion Marke6ng
Retail Management

TABLE OF CONTENTS
1. MICHAEL KORS
4.
BRAND DNA
6.
DISTRIBUTION
7.
TARGET DEMOGRAPHIC
8.
COMPETITORS
2. ONLINE PRESENCE
12.
SOCIAL MEDIA
13.
MICHAELKORS.COM
14.
DESTINATIONKORS.COM
3. MILAN STORES
23.
VIA DELLA SPIGA
24.
CORSO VITTORIO EMANUELE
25.
A COMPARISON
4. CORSO VITTORIO EMANUELE
28.
ABOUT THE STORE
29.
SWOT ANALYSIS
31.
RETAIL MIX
32.
PROPOSALS
5. RETAIL STRATEGY
34.
RESEARCH
36.
OVERVIEW
37.
THE CONCEPT
10.
BUSINESS GOALS
6. EXECUTIVE SUMMARY
7. REFERENCES
49.
BIBLIOGRAPHY
51.
LIST OF ILLUSTRATIONS
20.
SUMMARY
47.
EXECUTIVE SUMMARY
2

1. MICHAEL KORS
BRAND DNA
DISTRIBUTION
TARGET DEMOGRAPHIC
COMPETITORS
BUSINESS GOALS

DNA
Michael Kors luxury collec6on and MICHAEL
Michael Kors accessible luxury collec6on. The
Michael Kors collec6on was first launched in
1981 reflec6ng the pinnacle of luxury which is
carried throughout most of retail stores as well
as luxury department stores. The MICHAEL
Michael Kors collec6on was launched in 2004
a_er iden6fying the opportunity to capitalize on
the brands exis6ng strengths and the significant
demands for accessible luxury goods, it is also
targeted at a younger demographic who
“appreciate luxury goods but aren’t rich yet”. He
has also won mul6ple awards such as CFDA
Women’s Fashion Designer of the Year (1999),
the CFDA Men’s Fashion Designer of the Year
(2003), the ACE Accessory Designer of the Year
(2006) and the CFDA Life6me Achievement
Award (2010)
(phx.corporate: 2014)
4

Michael Kors is recognized as one of America's pre-‐
eminent designers for luxury sportswear and accessories.
The company's heritage is rooted in producing polished,
sleek, sophis6cated American sportswear with a jet-‐set
aktude. Michael Kors operates a network of retail stores
in premiere loca6ons throughout the world, with flagship
bou6ques located in New York, Beverly Hills, Chicago,
London, and Milan. Michael Kors also stocks in a number
of Luxury fashion department stores with a combined
figure of 489 loca6ons worldwide.
(phx.corporate: 2014)
Vogue.co.uk : 2014
5

MichaelKors.com : 2014
DISTRIBUTION
Michael Kors is stocked in 521 stores
globally therefore giving it the
advantage of amainability.
The appeal of Michael Kors is a result
of there distribu6on methods, they
have opted for a direct approach
therefore allowing all of their stores
and concessions to be completely
controlled by them, therefore allowing
them to have full access to what they
sell where and when and in what
colours and styles. This direct approach
is something that a lot of luxury
retailers use in order for them to have
complete control over their company.
(MichaelKors.com: 2014)
6

TARGET DEMOGRAPHIC
82% of Michael Kors audience are Female
36% of Michael Kors Audience are aged between
26-‐35
Sta6s6cs show that Michael Kors audience’s top
three interests are Fashion, Art and Music
Sta6s6cs via PeekAnaly6cs : 2014
These sta6s6cs show that the core audience for
Michael Kors are female and the majority of these
are young. Whilst Michael Kors is a luxury
company they can also be considered as
affordable and amainable which is one of the main
reasons as to why they’re audience is a younger
consumer. It also states their core interests of
Fashion, Art and Music which is something that
Michael Kors should consider within the delivery
of their products and stores.
7

COMPETITORS
Here you can see the anaylsis of the
compe6tors. Burberry is the compe6tor
with a higher price point, therefore you
can see how their prices range, the same
applies for them with customer
interac6on and also store as they are very
technological based aswell as modern
keeping in line with their ever growing
customer.
In comparison to this we have Michael
Kors who exceed in certain areas such as
product but fall behind slightly when it
comes to environment (in terms of store)
and also store (in terms of appeal) – these
two aspects are sec6ons that Michael
Kors could work on in a way to represent
their target customer to it’s best poten6al
8

BUSINESS GOALS
In its last reported quarter, Michael Kors' management team said that it had a few goals for the end of 2013. First of all, it
was looking for a strong showing from its watches over the holidays. That's good news for Kors investors as well
as Fossil (NASDAQ: FOSL) investors. Fossil has been the exclusive licensee for Michael Kors' watches since 2004, and the
jewelry licensee since 2010. With Kors' watches making up more than 10% of all of Fossil's revenue, this product's success
over the holidays will mean a lot to both companies.
The second priority for the end of 2013 was to increase the sale of small leather goods. The company is hoping to increase
those sales to eventually represent 10% to 15% of retail store sales. That's a plan to keep customers coming through the
door, which should hopefully keep comparable-‐store sales high as well. Last quarter, comp sales increased 45%.
Due to this, investors should expect that year-‐over-‐year comp sales will have tapered off at the end of the year.
Management was expec6ng mid-‐20% growth for the end of 2013, due to the fact that the company posted such huge
growth the year before. As a result, the earnings release that comes out next week will likely show more subdued growth.
(Business Goal’s taken from Marder via Fools.com: 2013)
Also they want to create a coherent brand concept on all level from online to instore by using their key factors of
innova6on which can be perceived online through the website and Des6na6on Kors
(Business Goals taken from Fools.com – Michael Kors Holdings LTD: 2014)
9

2. ONLINE PRESENCE
SOCIAL MEDIA
MICHAELKORS.COM
DESTINATIONKORS.COM
SUMMARY

SOCIAL MEDIA
Facebook: 2014
Twitter: 2014
Instagram: 2014
Here you can find detailed their current social media
sta6s6cs, as you can see they have a huge following for their
online social presence genera6ng an even wider awareness.
This idea of crea6ng an online persona helps them to
generate ‘hits’ without sales and s6ll therefore crea6ng a
wider brand knowledge. Due to their large following on these
websites it enables them to interact and engage with their
fans, therefore this is something which they can promote or
perhaps translate within their stores.
11

Michaelkors.com: 2014
MICHAELKORS.COM
MichaelKors.com showcases the passion and the inspira6on behind the brand as well as offering notes which they have
6tles ‘Michaels Notes’ making it seem more personal. Their website integrates the interests of their consumers through the
likes of Art and Music and 6es in their key styles as well as integra6ng their e-‐commerce site. Their online presence is one
of their strongest factors as it appeals to a younger audience and brings in a more playful aspect which can’t be seen or
isn’t displayed as well as it should be in stores.
12

DESTINATIONKORS.COM
DestinationKors.com: 2014
Des6na6on Kors acts as a type of blog and inspira6on hotspot for the company. It allows the customer to understand the behind
the scenes roles of the brands aswell as update them on new projects or engage them with their traveling and campaigns. This is
a great way for them to truly understand more informa6on about the brand without having to search through other sources. It
also connects the brand to the customer and vice-‐versa.
13

Fame Frame focuses on celebrity style involving the Michael Kors brand, it allows customers to gain inspira6on from the
different celebrity spokng’s so that they can understand how certain items can be styled. It also allows them to look at
their inspira6ons making the brand again more relatable to them and creates the idea of being able to achieve this celebrity
style or look.
14

Travel Diary focuses informing their customers about the various ci6es and des6na6ons which have inspired them
throughout the journey to the collec6on looking at various different loca6ons and also the different findings of the loca6on. It
en6ces the customer and allows them to believe that they too were on the trip exploring the different loca6ons.
15

The runway sec6on of their site breaks down the different aspects of the collec6on from close up detailing to back stage
informa6on. It adds quotes from Michael Kors about the inspira6on allowing you to understand his thought process
throughout the en6re journey, from start to finish. This is a perfect way for customers to engage and interact with the
brand on a much deeper level.
16

Michael’s channel is an area specific to the inspira6on of the man behind the brand. It focuses on the key factors and must
haves for the season which he has picked out especially, whether that’s an ad-‐campaign, a video or even a specific item, it
is personalised each season so hat his customer knows more about him. It allows him to truly share his feelings on the
season which is deeply appreciated by his fans.
17

#WATCHHUNGERSTOP
This sec6on is one of the core and most important sec6ons of des6na6on kors. Watch Hunger Stop is a collec6on that has
been designed to aid those in need, it focuses on a collec6on of watches and each watch bought is enough to fund 100
meals. This kind of charity work and depth is something that truly resonates with customers and allows them to
emo6onally get involved with a brand.
18

SUMMARY
From this we can gather that Des6na6on Kors is a huge area for Michael Kors. It is a plasorm which allows them to interact
fully with their customer sharing interests of fashion, music and travel. These aspect appeal most to the customer due to the
concept of being able to invest yourself within beau6ful imagery. As a customer you want to feel like you are a huge part of
the full process and feel that the brand is communica6ng all aspects of this with you.
Des6na6on Kors appeals mostly towards a fashion enthusiast yet it has aspect on it, such as travel, that can appeal to a
wider customer – it focuses on not just the fashion pictures but also the core informa6on that the customer would want to
know about shows and inspira6ons and therefore allows them to understand the process of the collec6ons from season to
season.
Aswell as part of the Des6na6on Kors sec6on you also have all the informa6on about the #WatchHungerStop which is an
aspect of their brand which they have publicised throughout their main website. This kind of brand interac6on is something
which consumers want to be included in and by displaying all the informa6on needed on this sec6on of their website it
allows them to make an informed decision. Also #WatchHungerStop is an area which has allowed the to broaden the range
of watches which they offer again adding an extra appeal to the cause.
19

3. MILAN STORES
VIA DELLA SPIGA
A COMPARISON

VIA DELLA SPIGA
Via Della Spiga is the loca6on of one of the two stores situated in Milan. This store is tucked away behind the busy
shopping area of Montenapleone, located within the golden square. The surrounding shops are Dolce & Gabbana and
Tiffany & Co. with Prada, Hermes and Fendi just around the corner. This is prime loca6on for this store as it is surrounded
by designer shops and amracts the right type of customer to the area. However that being said it also could be classed as a
flaw due to the fact the shops surrounding are of a high price point therefore the store could get overlooked in comparison
to these.
Inside the store you have handbags and accessories on the first floor as you walk in with stairs following going downstairs
to women’s clothing and shoes as well as addi6onal handbags. The store layout is small yet clean so that all products are
gekng properly displayed without anything being cramped.
The staff within the store are very polite offering water and coffee upon entry and allowing you to browse the shop whilst
offering their assistance and opinions when needed. They also are very comfor6ng to the clients needs offering to source
bags from different loca6ons or offering to ring up and put a bag on hold from the other Michael Kors stores and
concessions within Milan.
Overall the staff within this store are very amen6ve making the experience pleasurable and enjoyable giving the customer
an excellent first impression and making them therefore want to go back 6me and 6me again. The loca6on of the store is
beau6ful as it isn’t busy and creates the perfect atmosphere for shopping and also browsing. Within the store the staff
don’t pressure you to feel like you have to buy something as well as not judging the client if they may not fit the specific
criteria of the brand, all people are welcome within the store.
22

This store differs drama6cally in comparison to Via Della Spiga. The store is located just behind Duomo and therfore is
surrounded by some of the largest number of tourists in comparison to Via Della Spiga. The streets outside are crowded
and cramped with tourist traffic perhaps corrup6ng the en6re shopping experience.
Once entering the store you are greeted by a security guard and this is then where the gree6ng stops, unlike at Via Della
Spiga where you are treated to feel welcome, here you are treated to feel as if you aren’t unless you fit their specific
criteria. The staff in addi6on to this do not go above and beyond their roles in order to sa6sfy their customer but merely
stand around in groups and chat amongst themselves allowing the customer to aimlessly peruse.
The store is considered as their flagship store yet there isn’t any key differences between the store layout and design at
Corso Vimorio Emanuele and Via Della Spiga. Both stores have two floors, the layout being almost iden6cal in terms of
product placement. The key difference in terms of display is that they feature rails for their most popular bag. Displayed
cramped on a rail this style resembles the way that high street shops would display their bags.
The store is only a small store and doesn’t offer a lot of space yet they have a lot of merchandise on display making it
difficult to focus properly on the products as you end up feeling bombarded by products, colours and sizes. The shelving is
also cramped with bags stacked behind bags therefore harnessing the view of the product.
Overall this store doesn’t have any dis6nct differences in order for it to gain the worth 6tle of Flagship store. The store
only opening in 2013 therefore allowing it 6me to work out any kinks in the process and allow them to clean the store up
slightly however overall the store was a disappointment considering it’s loca6on and the surroundings.
23

vs
Pros
Staff are a lot friendlier and a lot more willing to
help with products and service
Just off Montenapoleone so could generate a
higher end of customer and consumer
Cons
Limited Stock
Not a lot of brand history or concept iden6ty
Pros
Popular and tourist loca6on
A good sized store without being too over whelming
Cons
Staff didn’t seem willing to help or offer alterna6ves
for products.
Welcomed when you first enter but staff were stood
about talking rather than helping customers.
MICHAEL KORS MILAN SPIGA
Via Della Spiga 8,
Milan, 20121
P: 39.027.634.1381
MICHAEL KORS MILAN EMANUELE
Corso Vittorio Emanuele Angolo Via Galleria
San Carlo
Milan, 20122
P: 39.027.341.378
24

4. CORSO VITTORIO EMANUELE
ABOUT THE STORE
SWOT ANALYSIS
RETAIL MIX
PROPOSALS

ABOUT THE STORE
The store opened in 2013, the second Michael Kors store to open in Milan. This store was taken to stand as the flagship
store due to it’s prime loca6on and high tourism traffic that it will generate. The store is surrounding by not only history
and and beau6ful architecture of the city but also the golden square, Milan’s main shopping district.
The reason than I have chose to create a new retail strategy for this store is due to the fact that it doesn’t have any dis6nct
features that make it more appeal than the store on Via Della Spiga which is in a quieter area and located just minutes
away from the centre. Due to it being a flagship store it should have an aspect to it that the other stores don’t, it should
draw in the customer and appeal to them more than what it currently does,
Due to the fact that it has only been open since 2013 means that it could s6ll be undergoing changes making this the
perfect opportunity to adapt certain aspects of the store so that it can evolve and grow in order to benefit not only the
brand of Michael Kors but also the customer.
27

STRENGTHS
Products ranging from €40-‐€10,000 is
reflected clearly by their broad customer base.
Heavy focus on accessories as they are their
key sellers, this is showcased on the first floor
as you walk in, amrac6ng amen6on as your walk
by. Prime loca6on just behind Duomo which
amracts a lot of tourists.
WEAKNESSES
The store itself doesn’t showcase well where
the brand is at at the moment or the future, it
offers a brand which doesn’t relate to that of
Michael Kors. Staff also weren’t as helpful as
the staff in Via Della Spiga, just a short 5
minute walk from this loca6on. A small
selec6on of product with a heavy focus on
bags, clothing is then downstairs with no
amen6on in terms of staff or showcasing this.
!
! Unadonna.it : 2013
28

OPPERTUNITIES
Development of atmosphere within the shop,
there audience is interested in art & music also
so this could be brought into the store
experience like how it has been integrated on
to their online world. They could showcase
adver6sements & lookbooks as well as new
ar6sts & musicians making the shop more
interac6ve with the consumer
THREATS
Threat of Via Della Spiga store as the staff is
much more welcoming and helpful and only a
short walk away. In comparison to the likes of
Burberry who have a focus on art & music
they don’t offer much insight like they do on
their website and are falling behind in terms of
promo6on for this. Small screens used to
showcase runway show but in a poor quality,
again the likes of Burberry have a much bemer
atmosphere for this
Rachael McGowan: 2014

RETAIL MIX
The pricing within this store is no more than what the
product would be anywhere else, it combines both
Michael Kors and MICHAEL Michael Kors giving both
luxury and accesbility which 6es in the brand ethos and
DNA.
The product focuses mainly on their leather goods and
jewellery with fewer items of clothing in comparison
which is something that could be considered or
showcased more.
The Loca6on is key as it just behind Duomo offering a
lot of tourist traffic so in order to generate more people
into the store they could consider higher forms of
promo6on or maybe even more cap6va6ng displays to
draw in the audience.
The product is displayed clearly and enabling you to
view everything however it isn’t set out with the new
stock to the front etc ad also the classic styles rather
than being displayed on shelves are displayed on a
hanging rack which makes them appear cheaper.
Promo6on of the brand can be seen throughout the city
with a lot of billboard adver6sements as well as
magazine and newspaper however this isn’t specific to
this store
MichaelKors.com: 2014
30

PROPOSAL
To create a much more atmospheric experience involving art
and music
To showcase inspira6ons and portray their brand personality
Have a wider focus on the Ready to Wear collec6ons and
their clothing rather than sole focusing on their leather
goods and jewelry
Staff should have more presence and brand knowledge as
well as more informa6on regarding stock and new products
Staff could be more amen6ve
A separa6on of Michael Kors and MICHAEL Michael Kors
Have some look books present in store to showcase new
collec6ons and to keep it in with the season rather than just
having a reoccurring ‘look’ each season
Use visual merchandising to demonstrate interests of art and
music as well as new RTW collec6ons
MichaelKors.com: 2014
31

5. RETAIL STRATEGY
RESEARCH
OVERVIEW
THE CONCEPT

MCQ FLAGSHIP STORE, DOVER STREET, LONDON
The McQ flagship store bursts with
innova6on and modernity. The store
features an interac6ve table which
allows customers to search, see and
share past McQ shows and catwalk
looks, or control the imposing video
wall in the store's entrance. Floor-‐
length mirrors include inbuilt cameras -‐
enabling customers to take pictures of
themselves trying on clothes, which
they can then email to their friends.
It is a three-‐storey bou6que featuring
both men's and women's wear pieces -‐
with some of the most spectacular
designs from the brand’s London
Fashion Week show debut on display.
The store focuses on an emphasis on
texture and luxury to create the perfect
shopping environment.
This store encapsulates the innova6on
of the brand and features new aspects
to engage the customer.
(Vogue: 2012)
Vogue.co.uk : 2012
33

BURBERRY FLAGSHIP STORE, REGENT STREET, LONDON
The Burberry Flagship store combines the label's
physical and digital achievements. Designed to reflect
its website, the impressive 44,000 square-‐foot space is
divided into rooms that mirror sec6ons from its online
counterpart -‐ such as Bespoke, Acous6c and
Experiences.
Burberry use the flagship as an events and innova6on
hub, as well as the ul6mate shopping des6na6on, with
a huge screen where they live stream their catwalk
shows and use is as a permanent stage -‐ on which
Burberry's pick of the best music talent will perform
one-‐off gigs. (Vogue: 2012)
The store acts as a museum for the brand, it focuses
on the display of the product and how the customers
percieve this product. It is the perfect display of their
online store and the innova6on that is represented
within this.
Vogue.co.uk : 2012
34

OVERVIEW
To further the development of the Michael Kors flagship I want to incorporate some of the core aspects of their website so
that customer interac6on and engagement can be generated. I want to focus on the concept of the ‘Des6na6onKors’
sec6on so that they can establish a strong brand presence and con6nuity. As it stands now their stores do not correlate
with their online website and this is something which can break up a brand. A strong iden6ty needs to be perused on all
plasorms which it currently is not.
By focusing on showcasing their online presence in store it will amract new customers and allow them to interact fully with
each other. I want to do this by involving the concept of an interac6ve screen that will feature the ‘Des6na6onKors’
aesthe6c with some of their core feature, this will allow customers to come into the store and interact and engage with the
brand without having to worry about the brand pushing them into buying something. It will display consumer interest and
hopefully generate a much more coherent environment.
In addi6on to this staff will be fully knowledgeable on all aspects of the brand and the website/Des6na6onKors so that
they can offer their full services to the customer when needed. They will be able to help the customer when needed and
excel within their field.
35

THE FLOOR PLAN
For my concept I want to open up the floor allowing
it to a much clearer space. As it stands now the floor
is over crowded and focuses a lot on heavy
merchandise display.
I want to create a space which allows each bag to be
showcased properly therefore I have added more
shelving display units on the outsides so they the
center areas can be a lot more open and easier to
navigate.
I have also added a projec6on screen at the back of
the stores which will be directly in front of you when
you walk in. The key difference is going to be the
stairs, at the moment they are tucked away and
hardly no6ceable crea6ng the assump6on that there
is just one floor. By crea6ng wider stairs and actually
focusing them so that they’re ver6cal it allows them
to be a lot more no6ceable. Within the stairs, mid
way down, will be clothing displays so that they
signify what is downstairs.
This concept will amract more people within the store
due to the display on the screens and the wider,
more open space.

Here is a quick sketch of what
the floor will look like, as you
can see the shelving
surrounding the edge with the
screen at the back taking up a
large majority of the wall in
order for it to amract amen6on.
At the front of the store we also
have the interac6ve screen, this
will combine their online
presences and allow them to
interact with the customers this
way and display their
inspira6ons etc.

INTERACTIVE TABLE
The interac6ve table within the store will allow Michael Kors to bring in their online presences and integrate it
with their store experience. They have such a strong presence through this and engage the customers from all
aspects of their collec6on as well as informing them on the whole thought process.
By bringing something like this in store it captures the customers and creates a space which allows the
consumer to learn more about the brand. The store as it stands now is a cold environment making customers
feel perhaps uncomfortable to go in and look at the store even if they are a big fan of the designer. Something
like this allows the store to truly invite in the customer, it says that they want people to learn about the brand
and experience the concept and ideas of the brand without the pressure of buying something or the feeling of
not belonging.
The main features will be the Runway, Fame Frame, Travel Diary and #WatchHungerStop. This will allow the
customer to engage and review the most recent collec6ons, inspira6ons and travel as well as informing the
customer in store about their collabora6on in order help world hunger. These aspects are what the customer
will look for the most within their brand, engagement and interac6on being at the top of the spectrum. By
crea6ng something which combines them all it will heavily reflect their customer needs and values.
The table will be used as basis to browse with the op6on to open this wider on a bigger screen which will be
opposite where they will be able to see informa6on and view clearly the runway s6lls and close up details.
40

WALL PROJECTION
Here you can see a mock up of what the interac6ve
screen will look like. The reason for including this
screen is because it enables the visuals to get
projected properly within the store, the choice to use
the screen will be op6onal however when used, as
seen, it will focus heavily on visuals and small text
snippets.
This will engage the audience as well as bring
amen6on towards the store from passers by and
hopefully amract them into the store and bring more
customers through the doors of the store.
As it stands now, from experience, there has always
been limited amounts of customers actually within
the store. With them being an interna6onal brand
you’d think that they would generate more traffic
however there is nothing within the store that
par6cularly stands out so by crea6ng something like
this and pukng it in the front it will engage exis6ng
and poten6al customers into the store.
42

SCREEN SHOWCASING FASHION SHOW
Here is the downstairs area of the store, this is the
area which has very few adjustments. The floor at
the moment is open and allows the customer to
clearly and precisely browse through the selec6on
of stock with an addi6onal sea6ng area or a
‘lounge’ area in the middle. The only adjustment
here is to add the same style of screen on the wall
at the back which will showcase the recent fashion
show and interviews behind the scenes so that
both floors offer the same con6nuity.
43

RETAIL STAFF
In order to generate a coherent brand strategy the retail staff within the store must be able to have a wide knowledge on
all aspects of the store. The will have training sessions with the new interac6ve table and screen so that they are fully
aware on how to properly use the equipment. Also the management of the store will have weekly mee6ngs that will inform
them on any new products or features that are being integrated within the store which will then be translated to the rest of
the retail team to again form a coherent and strong rela6onship amongst the worked.. This is so that they are aware about
the inspira6ons and can therefore confiden6ally sell the product to the customer.
In addi6on to this the staff will also form a stronger rela6onship with their customers in order to build trust for the store
and the brand. They will offer a range of addi6onal services, similar to the retail staff within Via Della Spiga, and will
therefore create a nicer and more invi6ng environment for their customers.
By offering the new interac6ve screen it will bring in new customers and therefore they must treat each customer in the
same respecsul way offering help if and when it is needed and also allowing the customer to breathe within the shopping
environment. They will also promote the core inspira6ons of the brand when promo6ng the product so that their
enthusiasm will make the customers feel more inclined to buy from the store of revisit the store.
44

EXECUTIVE SUMMARY
By crea6ng a coherent brand strategy on all plasorms it allows the company to maintain a strong DNA and a strong
rela6onship with their customer. This will enable more customers to purchase and become loyal to the brand as they
understand exactly where it is that the brand is coming from on all aspects.
The problem within the store on Corso Vimorio Emanuele is that it doesn’t offer any addi6onal services to any of the other
stores on concessions within Milan. It is a flagship store yet it doesn’t stand out against the stores and therefore it is
unclear to customers that it is of this status. The examples used earlier of Alexander McQueen and Burberry are two key
stores that offer addi6onal services and experiences within the store to interact and engage their customer. This is
something that Michael Kor’s needs to consider within the stores so that it draws in the customer and creates a las6ng
experience.
As it stands now all of the stores for Michael Kors are of a similar layout therefore none of the flagship stores actually are
of a high standard or experience. This is something that needs to be changed so that they allow customers to interact more
with the brand, star6ng with Corso Vimorio Emanuele. The concept of the interac6ve screen will create a higher buzz
surrounding the store en6cing the audience and appealing a lot more to the customer.
The customer service in addi6on will again help to build trust within the brand and a bemer interac6on within the store.
The retail staff are the only way to fully translate the brand iden6ty therefore without this they are le_ with minimal assets
le_. The staff need to fully act in the way that will generate respect from the customers as the customers are the key to
success.
This level of interac6on and appeal will create a las6ng impression on the customer making them want to come back to the
store and build a rela6onship with the brand. The unique appeal of this also is that no other stores surrounding or within
Milan have this same appeal therefore crea6ng a higher standard for themselves.
46

7. REFERENCES
BIBLIOGRAPHY

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50

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