• Document: EVERLANE. creative brief
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EVERLANE creative brief TABLE OF CONTENTS 2 Overview of Retailer 6 Current Posistioning in the market 8 Current Placement 10 Current Communication and Promotional Activities 11 Business Issues and Objectives EVERLANE 14 Creative Guidelines 16 List of Deliverables 18 Appendix EVERLANEMission Radical Transparency Know your factories, know your costs and always ask why. 1 Overview of Retailer Michael Preysman a 25-year-old venture capitalist, founded the company Everlane, in 2010 in San Francisco; as a response to an industry that was lacking in retail innovation and transparency (Everlane). After learning about the excessive markups that are taken on most designer clothing, he founded a business based on the idea that, given accurate pricing The founder of Everlane, Michael Preysman is also information, consumers were too smart to choose the CEO. The company currently employs less a garment that is priced ten times what it costs to than 50 people in San Francisco and NYC (Shoot). make. In the midst of a market where he thought so Most are young Millennials, uncoincidentally the much improvement could be made, a transparent same demographic as Everlane’s target customer, company was born (Shontell). Everlane promises who have worked at companies like Google and to deliver consumers with items at a markup of just Yelp (Everlane). Everlane has a strong social media double what it costs to produce. While staying on presence and boasts that it sells out of almost every trend, Everlane allows consumers a full look into what product it produces (Shontell) The revenue for 2013 they are purchasing, including factory information was $12 million dollars (Shoot). Within five years, and pictures, and the pricing breakdown and markup Everlane has grown from producing one T-shirt to amount, all compared to a typical retail breakdown. all clothing categories for both men and women, including accessories such as bags, belts, and shoes (Everlane). WWD has reported that the revenue will hit $30 million dollars in 2015, and the company will most likely turn a profit this year, on only its fifth year of business (Britt). 2 Future Groth P lans In the future, Everlane has talked about expanding to even more product categories and styles for both men and women. They are also expanding into categories like stationery and home goods (Ransom), Founder Preysman is setting Everlane up for growth by releasing 170 new products throughout the next year, as compared to 110 products released in 2014 (Britt). Within their accessories offering, such as weekenders and tote bags, they plan to keep breaking into a higher priced market. For example, their leather handbags costing between $300 and $400, are meant to be investment pieces that have the quality of any designer accessory, making them a competitor in the luxury market (Indvik). 3 Strengths Financial resources and investors strong. Factory relationships, location in San Francisco. Mixed background between retail and fashion industries for unique perspective. Online only or pop up shop so no brick Weaknesses and mortar expenses. Newness: new players to a saturated clothing market Only brand to offer radical transparency for consumers. Ownership: Ceo has no retail background or experience Low without high markup Assortment: Very minimalist color and High quality garments made out of the aesthetic, can only try on in pop up shop if best materials one comes to your city Interaction: Less physical customer interaction with brand to establish relationship Products: Usually a long waiting list for high demand products, most items sell through quickly limiting availability for eager customers 4 Opportunities Sourcing: New factories to use or explore in closer areas or continents M

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