The "Mexx" Brand. Strategic Audit, SWOT Analysis and Brand Rejuvenation Strategy


Term Paper (Advanced seminar), 2014

10 Pages, Grade: A


Excerpt

Table of Contents

1 Strategic Audit of the Mexx brand
1.1 Client profile
1.2 Key milestones
1.3 Icon

2 The Mexx Brand’s Core Strategy
2.1 Value Proposition
2.1.1 Mission
2.1.2 Vision
2.1.3 Values
2.2 Target market
2.2.1 Target Audience
2.2.2 Psychographics
2.3 Brand positioning
2.3.1 Industry
2.3.2 Strengths and Core Competences
2.3.3 Niche
2.3.4 Competitor Analysis
2.3.5 SWOT analysis

3 Proposed new strategies
3.1 A vision of a desired state of the Mexx brand
3.2 Description of new strategies
3.2.1 Strategy No. 1 Heritage
3.2.2 Strategy No. 2 Mexx Moustache
3.2.3 Strategy No. 3 Mexx Emmanuelle
3.3 Challenges

4 Bibliography

Brand Rejuvenation Strategy for MEXX

There is a necessity to improve already strong, well-known brand image giving the world taste of something new. In order to re-increase sales, MEXX needs to define a new branding strategy/ies, so the central question “How can MEXX rebrand itself to occupy a more distinctive position in the fashion market?” will be answered in this brand rejuvenation plan.

1 Strategic Audit of the Mexx brand

1.1 Client profile

MEXX started locally in 1986 and now 25 years later operates in 66 countries over 4 continents, has 1100 own stores and 10’000 selling points (Mexx Marketing and Communication Plan, 2013). Mexx clothing embodies the essence of living the European lifestyles. Mexx is headquartered in Amsterdam, the Netherlands.1 European business has a direct retail offering combined with various wholesale channels and focuses on Germany, Netherlands, Belgium, France and Russia (The Gores Group, 2011). There were launched two lines of clothing in 1980, "Moustache" for men, and "Emanuelle" for women, which merged in 1986 to Mexx. In 2001, most of the company was sold for several 100 million dollars to Liz Claiborne Inc. and afterwards the Gores Group.

1.2 Key milestones

1980 Founded by Rattan Chadha

1986 Launch of MEXX (M+E+XX)

1995 Restructuring of Mexx Group

2001 Acquisition by Liz Claiborne Inc.

2011 Liz Claiborne Inc. sold Mexx to the Gores Group

1.3 Icon

Kul Rattan Chadha is an Indian born Dutch businessman, founder and former CEO of the Mexx clothing company. He is the example of an international success story. Born into a well-to-do family of steel manufacturers in Delhi (1949), he moved to the Netherlands in 1971, where he started importing clothes from India and the Far East. Chadha remained CEO of the company until 2006 (Fashion Model Directory, 2006). Besides business, he is also a generous man and he is funding projects to Indian street.

2 The Mexx Brand’s Core Strategy

2.1 Value Proposition

2.1.1 Mission

Global brand marketing via controlled multi-distribution channels supported by shop performance and achieve brand leadership in our core markets providing long term premium returns to shareholders.

2.1.2 Vision

Mexx's vision can be described as “We create fashion. Fashion that is inspired by life in the big city. Metropolitan casual, designed to eXXcite” (Mexx Facebook page, 2012).

2.1.3 Values

Mexx brand values define who they are and what they do. Values maintain their brand and business core, yet allow them to constantly move forward. Founder of Mexx proposed eight corporate values of the Mexx brand:

2.2 Target market

2.2.1 Target Audience

- Women and men, aged 25-45, single or married, in Europe, young professionals, looking for good quality, professional clothes, working, upper middle class income.
- Age: 25-45, a metal age of 30
- Gender: Female (majority) and male
- Location: Europe
- Income level: middle to higher income
- Social Class: upper middle class
- Occupation: office workers, business women
- Education: above average
- Marital Status: single or married
- Characteristics: independent and individual, young at heart and mind
- Fashion style: interested in keeping up with their appearance but they are no trend followers, confident and stay true to themselves, but are looking for a little extra to express their personality
- Urban/rural: big city bound
- Hobbies: social media, socializing, shopping, travelling (MEXX Marketing And Communication Plan, 2013; Dodes, 2010).

2.2.2 Psychographics

- Creative with fashion
- Fashion aware & involved
- Diverse, unique style
- Social
- Influencer
- Up to date
- Against American casual uniformity (Parker, 2006).

2.3 Brand positioning

2.3.1 Industry

MEXX is a global lifestyle brand in casual and formal wear, positioned in a highly competitive market (Mexx Marketing and Communication Plan, 2013). Mexx belongs to women and men clothing industry. Clothing can be characterized as of good quality and not highly priced (Mexx Review, 2003; Mexx Store Review, 2006; Washburn, 2011)

2.3.2 Strengths and Core Competences

Affordable and fashionable clothes, strong brand image, strong marketing and communication positioning (Mexx Marketing and Communication Plan, 2013).

2.3.3 Niche

Quality clothes and accessories for affordable price, high quality, convenient location of stores. Brand also includes clothes for children.

2.3.4 Competitor Analysis

Figure 1 Competitor Analysis

illustration not visible in this excerpt

Figure 1 “Competitor Analysis” shows that Mexx at the moment belongs to medium price brand offering contemporary lifestyle clothing. On the other hand, it is associated with H&M and Zara that are low price brands. Mexx should become a luxury brand with high prices and offering contemporary and classic lifestyle clothing. It will be much more difficult to jump from low to high priced brands.

2.3.5 SWOT analysis

Strengths

- Good quality of clothing
- MEXX stores are located in conveniently accessible places (for example, in the centre of big cities)
- Big stores
- Many people still keep in memory their success story of 1990s and millennium

Weaknesses

- Non-personal service in MEXX stores
- Is associated with women’s clothing
- Choose Zara or H&M because of lower prices

Opportunities

- Mexx Design Centre in Amsterdam, which is “socially focused”, creating an association with an environment in which "ideas are born" (Mexx Design Centre Amsterdam, 2014).
- Mexx Design Centre in AMsterdam is an opportunity to involve customers providing possibility of show casts etc., similarly as haute couture maisons do: all-in-one boutique, showroom and workshop and the place where to meet the head by personal invitation (Mihailovich, 2010b: 1). Today mass production brands are beginning to trade up to maison strategies (Ibid: 4).
- “Elements that would create an identity and workplace which everyone felt part of” (Mexx Design Centre Amsterdam, 2014): current and potential employees in order to communicate brand’s identity like Unilever etc. (Aaker& Joachimsthaler, 1999: 140).

Threats

- Prominence of luxury brands is increasing – luxury brands have not experienced downturns in profit comparing with mass productions brands (Mihailovich, 2010e: 2).
- Mexx should have brand positioning, otherwise potential competitors such as the Gap, J. Crew, Banana Republic, L.L. Bean, even Target will take their place (Budget babe, 2007). Mexx should become an alternative to luxury brands in order customers would not even compare them with low and medium cost brands.

3 Proposed new strategies

3.1 A vision of a desired state of the Mexx brand

As Appendix 2 “Mexx Instagram Target Group” shows now Mexx target teenagers (Instagram shows mainly teenage girls wearing Mexx) rather than its target audience as described before. Mexx brand so far has invited to enjoy life, appreciate the love, romance, get inspired, but the goal for Mexx brand has to be rebranded: “Dress for success”.

First, Mexx is a successful global brand (global lifestyle identity; brand awareness; marketing communication; expanding at rapid pace), but it lacks its target audience. Beyond fashion-aware shoppers, brand recognition is negligible (Parker, 2006). Mexx brand has always been about young people and has tried to be original, however, they compete with Zara and H&M by style and price and by advertising it seems that even Lindex is more stylish.

Second, “kiss” is no more interesting to customers. Mexx communication so far been was dominated by flirtation elements, which coincided with a kiss (XX) idea, even where corporate clothing appear models are leaning against the walls etc. In the direction of 'Dress for success' communication this approach does not fit.

[...]


1 Mexx Brand Audit notes: together with course mate Harrison Akoh I went to MEXX store in The Hague for the purpose of interviewing Mexx employees and asking them questions (see Appendix 1 Mexx Brand Audit in the Hague, the Netherlands). The date of visit was on June 16, 2014. Upon entering the store, Mexx store manager refused to give an interview, asking an initial contact with the head office of Mexx, and commented that her priority is the provision of sales and, therefore, she does not have time to answer questions of interest to us.

Excerpt out of 10 pages

Details

Title
The "Mexx" Brand. Strategic Audit, SWOT Analysis and Brand Rejuvenation Strategy
College
The Hague University  (Applied Sciences)
Course
Master in International Communication
Grade
A
Author
Year
2014
Pages
10
Catalog Number
V316787
ISBN (eBook)
9783668173088
ISBN (Book)
9783668173095
File size
578 KB
Language
English
Keywords
Mexx, rejuvenation strategy, brand
Quote paper
Karina Oborune (Author), 2014, The "Mexx" Brand. Strategic Audit, SWOT Analysis and Brand Rejuvenation Strategy, Munich, GRIN Verlag, https://www.grin.com/document/316787

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