iii iv Table of Contents EXECUTIVE SUMMARY VII BIG IDEA, GOAL, - - PDF document

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Table of Contents

EXECUTIVE ¡SUMMARY ¡ VII ¡ BIG ¡IDEA, ¡GOAL, ¡OBJECTIVES ¡ 1 ¡ KEY ¡PUBLIC ¡-­‑ ¡SHAREHOLDERS ¡ 2 ¡ KEY ¡PUBLIC ¡– ¡CURRENT ¡EMPLOYEES ¡ 4 ¡ KEY ¡PUBLIC ¡– ¡LONG-­‑TERM ¡CUSTOMERS ¡ 6 ¡ KEY ¡PUBLIC ¡– ¡MILLENIALS ¡ ¡ 8 ¡ SOCIAL ¡MEDIA ¡CAMPAIGN ¡ ¡ 9 ¡ YOUTUBE ¡COMMERCIAL ¡ 10 ¡ INFOGRAPHIC ¡ 11 ¡ ¡ ¡

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Executive Summary

The reputation and success of Men’s Wearhouse is of the utmost importance to the company’s executive team, board of directors, shareholders and employees. Many people are dependent on the company being financially successful, and the company can only be successful if it has a positive relationship with its current customers and its potential customers.

Problem and Purpose

Men’s Wearhouse has been facing a lot of negative backlash since the recent change in executive management. Our purpose is to propose a plan to restore and improve our key publics relationship with the Men’s Wearhouse brand.

Conclusions

Our analysis of the problems that Men’s Wearhouse seeks to address has yielded the following conclusions:

• 1. The recent changes in executive

management have caused frustration and backlash from customers, shareholders and employees alike.

• 2. The publics we find critical to address

are shareholders, employees, current customers (long-term) and millennials (potential customers.)

• 3. Millennials/ new customers are the most

important key publics to focus on during this campaign.

Recommendations

Given the problem that Men’s Wearhouse faces and the above conclusions, the following actions are recommended:

• 1. Change slogan to “We’ll do whatever it

takes to make you look your best”

• 2. Increase social media efforts with a

holiday campaign.

• 3. Create an open and clear line of

communication between employees and executive management.

Budget

This campaign calls for five months to and $1.1 million to implement the recommendations previously discussed. Through the use of the $1.1 million, events, updated graphics, social media changes and internal communication will be implemented to make improvements to the Men’s Wearhouse current status. The budget will allow the use of creative tactics by using a cost-effective approach. We believe this budget will help Men’s Wearhouse reach the publics and improve the company’s overall goal.

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The Big Idea

The customer wants to look good at an affordable price. The customer is asking for quality service and quality suits. They are interested in their appearance and treatment. We will do whatever it takes to make you look your best. That is your message to the customer. Men’s Wearhouse will do whatever it takes. We will change or add services, create new looks, and go the extra mile for our customers. This is also our message to you. As an agency we will do whatever it takes to make Men’s Wearhouse look their best. We are here to foster relationships and create an image for you. We will jump any hurdle and make every effort to leave you looking your best.

Goal

To increase sales and the current economic position of Men’s Wearhouse, and to improve relationships with customers, employees and shareholders.

Objectives

• Increase Men’s Wearhouse price per share by 5 percent by March 2013
• Return to Fortune magazine’s “100 Best Companies to Work For” list by

December 2013

• Increase sales by 10 percent over the next three quarters
• Increase brand engagements with key publics on social media

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Shareholders

The exact demographics of shareholders are hard to pin down, because these people can be both men and women of any race around the United States. We do know that they make a high income and their motivating self-interest is to invest in companies that they think will have a good return on investment. Shareholders, including individuals and target fund managers, are interested in both short term and long term investments. However, we are more concerned with shareholders that are interested in long-term investments and want to see the company succeed in the long-run. Shareholders want their investments to be profitable. They want the company to perform well and have steady managements so that people continue to buy Men’s Wearhouse products. They are motivated and influenced by money, the Men’s Wearhouse board of directors, other investors, and stock market prices. The stock price for Men’s is currently at $48 and has been relatively stable over the past year. We need shareholders to continue to invest in and trust Men’s Wearhouse in order to achieve our objectives of increased price per share by 5 percent. Due to the variety of demographics within this public, we will communicate directly with this public through email, phone calls and also person-to-person communication (board of directors to shareholders) at an event to reach the shareholders.

Primary Message:

Men’s Wearhouse is stable and working toward future growth.

Secondary Messages:

1. Men’s Wearhouse will continue to offer amazing products despite recent executive changes. 2. Men’s Wearhouse is a good long-term investment, with no major present risks.

Primary Message:

Men’s Wearhouse management is confident in the future of Men’s Wearhouse.

Secondary Messages:

1. The company’s present leadership is qualified to lead the company in a positive direction. 2. The culture and values of Men’s Wearhouse are not changing. 3. Men’s Wearhouse is excited about the recent acquisition of Jos A. Banks.

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Black Tie Shareholders Event

This is a high class, professional event for the board of directors and all large shareholders (at least 1 percent of the company.) Doug Ewert, Jon Kimmins, and Diana Wilson will speak to this public at the event to discuss the recent event and restore confidence in the future of Men’s Wearhouse. The event will require six weeks of preparation. The Gantt chart below

• utlines the planning preparations for before, during, and after the event. A budget has also

been outlined (just a portion of the budget proposal is included here). A slideshow presentation has also been created for Doug Ewert that includes speaker notes. The presentation is an additional persuasive tactic that will discuss the George Zimmer situation, Men’s Wearhouse’ finances, and the future plans for Men’s Wearhouse (that are also part of this campaign).

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Current Employees

Men’s Wearhouse employees hold positions ranging from sales associates to upper level management in its 1,143 store locations throughout the United States. The employees work in retail stores and the company headquarters is based in Houston, Tex. and Fremont, Calif. These employees are likely interested in generating sales for Men’s Wearhouse and maintaining the company’s image. They are motivated by money, security in their job, happiness with workplace culture and providing for themselves and their families. They are also motivated by the opportunity to move up in the company and improve their own standing. They currently work for Men’s Wearhouse and either have a good relationship with the brand

• r are upset with the company after the recent firing of the CEO and changing of the brand
• image. Their coworkers, Men’s Wearhouse management that they deal with directly, and their

family members influence them. They communications channels that they are most likely to

• use. This public will help us to maintain and increase sales as well as to improve the

relationship with employees and customers. Current Employees will help us return to Fortune magazine’s “100 Best Companies to Work For” list by December 2013.

Primary Message:

Men’s Wearhouse values you as an employee and wants to hear and address your concerns.

Secondary Messages:

1. Men’s Wearhouse does not plan to cancel any jobs in light of the recent executive changes. 2. Men’s Wearhouse appreciates your support during this time of company changes and will continue to compensate you for your work. 3. Men’s Wearhouse chose to make adjustments to executive positions for the benefit

• f the company.

4. Men’s Wearhouse relies upon employees to carry out the ideals of the company through quality customer service.

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Primary Message:

Men’s Wearhouse is still a great company to work for.

Secondary Message:

1. George Zimmer’s departure from the company was necessary in order for the company to continue to grow. 2. Men’s Wearhouse has recently acquired Jos A. Banks. 3. Men’s Wearhouse predicts that the stock price will continue to rise over the next few months. 4. The values and culture of Men’s Wearhouse are not changing.

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Long-term Customers

Men’s Wearhouse long-term customers are men that are both young and old with the majority ranging from ages 35 to 55. Men’s Wearhouse caters to the middle class income bracket. This public is made up of men that have been shopping at Men’s Wearhouse for more than three years, who have stable, full-time employment. Their motivating self-interests include purchasing quality and fashionable products at a reasonable price and experiencing good customer service. The current status with the organization is negative. Customers feel that the remaining executive members are self-serving and only think about the money and not the customers, they dislike the fact that Zimmer was fired and feel a sense of loss of an icon, and they feel the future of customer satisfaction and reasonable prices are in jeopardy. The third party influentials include Men’s Wearhouse long-term employees, family members, and peers that work live and work in a similar demographic. We need to gain the trust of the customers again and guarantee continued satisfaction of the customers. This public is most likely to be reached through online marketing including email newsletters and advertisements, as well as through your more traditional mass communications methods of television advertising.

Primary Message:

Men’s Wearhouse values the satisfaction of our customers, and looks forward to the future of the company.

Secondary Messages:

1. Men’s Wearhouse will always aim to keep prices affordable. 2. Men’s Wearhouse will be sensitive to customer inquiries in the future, and do our best to address any customer concerns. 3. Men’s Wearhouse will strive to ensure customer satisfaction with quality customer service and high quality, reasonably priced products. 4. Men’s Wearhouse will continue to produce products that are satisfying to the customers.

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Email to long-term customers

The email will be sent to customers that have been loyal to Men’s Wearhouse for three years or

• more. It offers 15 percent off of a one-time purchase before the end of December 2013. We will

track the number of customers that use the coupon in stores and the number of coupons used

• nline. We will also record the amount of time that customers spend online at

menswearhouse.com and the amount of the purchases made to measure the success of this

• tactic. Email will be sent out Nov. 20, 2013.

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Millennials/New Customers

This public is comprised of young, male professionals ages 18-30 in the United States. These millennial men are in college or are just entering the workforce. They are motivated by their peers, parents, significant others, social media, and male celebrities similar in age. They respond well to public figures, professional dress code expectations, and other young

• professionals. They are inclined to take an edgy, masculine, and “current” approach to suiting

as opposed to traditional colors and fits because they are intrigued by modern styles and

• trends. Slim-fit suits account for ⅓ of suit purchases at the Men’s Wearhouse. Currently, these

millennial men know about the Men’s Wearhouse brand, but may not shop the store frequently, if ever. Seventy-nine percent of them use social media, 91.9 percent are daily Internet users, and 70 percent have smart phones. Forty percent of millennial men choose to buy their clothing online and 24 percent shop and buy items on their mobile phone. Eighty- four percent of millennial men use Facebook and 31 percent of millennial men use Twitter. Due to the amount of social media usage within this demographic, they will be reached primarily using social media platforms (Twitter, Facebook, blogs, Instagram). Millennials/New Customers will help us achieve increased brand engagements as well as increase sales.

Primary Message:

We will go to any length to keep you looking your best.

Secondary Messages:

1. We constantly work to maintain our standards of high quality and affordable prices. 2. We are current and lead trends for suiting. 3. We offer high quality; slim-fitting suits for any of your suit needs. 4. Testimonials and reviews of our suiting.

Primary Message:

We offer good-looking suits at a fair price.

Secondary Messages:

1. Quality controls and standards are top of the line. 2. We guarantee all of our work to be top notch.

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Social Media Campaign

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YouTube Video/Commercial

This one minute and 43 second video portrays an extreme situation of over-the-top customer

• service. A male customer walks into a Men’s Wearhouse store and is stressed because he does

not have a suit for an important interview. The video shows Men’s Wearhouse employees bleeding, running across town, and going out of their way to get this customer to look his best. It’s a comical video that will be a YouTube hit and will also make for an entertaining commercial that young males will enjoy. Loyal customers and employees will also be reached by this tactic.

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Infographic