Eden Rothwell

PROFFESIONAL
PREPARATION
PORTFOLIO
EDEN ROTHWELL
18044408

Fig.1

CONTENTS

3 CV
5 ASSESMENT CENTRE
15 CAREER OPPORTUNITIES

Fig.3

18 5 YEAR
PLAN

20 RESEARCH
Fig.2 22 REFERENCES

Fig.4

PROFFESIONAL IS NOT
A LABEL YOU GIVE
YOURSELF-
ITS A DESCRIPTION YOU
HOPE OTHERS WILL
APPLY TO YOU.
DAVID MAISTER
TRUE PROFFESIONALISM

(Maister, 2000)

Pg.3

EDEN EXPERIENCE

ROTHWELL 2019
SALES ASSOCIATE FASHION ACCESSORIES
STUDENT Michael Kors, House of Fraser. Manchester.
Driving sales of Michael Kors stock through extensive knowledge of leather and
Address: trims of each individual bag and translating this key information to the customer
20 Longford Place in the means of practicality and suitability for them.
Manchester On a day to day basis my responsibilities are:
M14 5GG •Working towards the weeks target to ensure to sales exceed the previous year.
07988620883 •Merchandising the shop fit to conform with guidelines and using key hotspot
[email protected] areas to showcase promotional stock and ‘new in’ stock. Often including other
categories of corresponding Michael Kors stock such as shoes to heighten add
SOFTWARE on sales.

TESTIMONIAL 2018
SALES ASSOCIATE LADIESWEAR
“A passionate and dedicated worker, Eden goes above and beyond what’s Glamorous, Manchester.
expected of her. She has taken a keen interest in Visual Merchandising since Enforcing the ‘GLAM’ (Greet, Lead, Advise, Make it count) processes to create
starting her employment with Glamorous Retail and has shown competency the best customer service, advising the customer through every stage of their
beyond her years in this aspect of her job. She has brought a great deal of retail experience.
creativity to her role and has continuously strived to improve the store’s visual Main responsibilities within this role include:
standards through innovative and bold ideas. Eden is a joy to work with and •Merchandising the Store Windows on a twice-weekly basis to correspond to
shows competence and confidence in her job.” Mrs. L. Williams. Micheal Kors weekly themes, promotional events (Valentines day, school holidays), and to
Manager. promote new merchandise launching instore. and ensuring for the weekend
they promoted more sophisticated attire.
EDUCATION •Attending morning meetings to ensure an understanding of the weeks KPI’s

2018-2022 - MANCHESTER METROPOLITAIN UNIVERSITY 2017and responding to targets that are set to be achieved throughout the day.
BA(Hons) FASHION BUYING AND MERCHANDISING
MODULE OVERVIEW LEVEL 5:

•BUYING AND PRODUCT INNOVATION: Exploring the fashion product

development process from concept to prototype. Undertaking in depth analysis SERVICE SPECIALIST MENSWEAR

and research into the fashion environment & business through looking at House of Fraser, Skipton.

market trends, the product life cycle to supply chain management, logistics and Working in a fast-paced environment whilst ensuring the company’s ethos of

quality control. All to be presented in the Trade Show in 2020 providing a ‘VIP’ customer service was enforced on a day to day basis.

•FASHION CULTURES 2: Fashion contexts; specifically focussed on the My key responsibilities within the role included:

relationship between fashion and society, including a wide range of key cultural •Visual Merchandising of mats, mannequins and windows- spending two weeks

concepts undertook by developing skills into research methods, literature of work experience within employment shadowing the stores visual

reviews, critical thinking alongside enhancing skills in analysis and academic merchandiser to further improve my skills

writing. •Pushing sales of brands such as Levi’s, in which our menswear sales were

•PROFFESIONAL PREPARATION: Producing a portfolio in either a printed of third in the company above our Oxford Street store in the month of August,

digital media to communicate in a professional context, with emphasis on from this our department at the time was led by myself due to unforeseen

developing key skills which can be translated into industry. Using reflection circumstances from menswear’s other staff members.

theories and models in order to critically evaluate personal and professional •Sales of our product and to have extended knowledge of products which are

development. our best sellers and where these should correspond on their mats to promote

•BUSINESS ANALYSIS AND FINANCE: Exploring the global fashion industry them further.

in terms of understanding the link between the business practices of suppliers,

H O B B I E S & I N T R E S T Slogistics and retailers. Through analysing national and international sourcing an

understanding of lead times, critical path management, processes and delivery Self-taught, reworking vintage items acquired in charity shops or on auction
will be gained alongside key numerical communication and planning skills. sites such as eBay, upcycling them into made to measure garments to sell on

2016-2018 CRAVEN COLLEGE through Depop. Taking orders on various items such as men’s designer shirts,
BTEC NATIONAL DIPLOMA IN ART AND DESIGN jeans in which they are made into womenswear through the form of skirts,
TRIPLE GRADE DISTINCTION MERIT dresses and coordinates.

2011-2016 - UNITY COLLEGE
9 GCSE’s: GRADE A-C INCLUDING ENGLISH AND MATHS

Fig.6

Fig.7

Fig.5

ASSESSMENT
CENTRE

Fig.9
Fig.11

Fig.8

Pg.5 Fig.10

APPLICATION FORM

Pg.7



ASSESSMENT
CENTRE PRESENTATION

SWOT ANALYSIS ZARA BOOTS OPPORTUNITIES

Eden Rothwell • The entry level price could be
lowered to appeal to a wider
STRENGTHS range of consumers as H&M
are leading with their lower
• Fashion foreword as seen by the WGSN trend for the season. priced boots.
• Leather and non leather offerings with The leather being tanned using
• Offer a knee high boot at a
sustainable methods and in factories approved by the Leather Working price point of £20-£40 as
Group Protocol H&M are leading with over 5
• Pricing architecture is be�er in Zara as a Good, Be�er, Best as the op�ons at this price category.
leather offers the best whilst in both H&M and Topshop the structure will
• Follow in compe�tors
PRICING STRUCTURE footsteps such as Topshop on
selling select lines on a more
ZARA STOCK DROPS streamlined website like
ASOS.
• From 2016-2018 Zara drops ankle boots
in August with drops from Topshop and THREATS
H&M in September.
• Consumers more likely to buy from footwear
• 2019 Topshop drop a higher amount of specific retailers rather than a high street brand
ankle boots to match Zara. due to brand loyalty

• Zara consistent drop level spread over August- • "with almost half (48%) of in-store shoppers going
to a specialist retailer." (Mintel, 2019)
EDITED • H&M offer half sizes on boots with Zara only

offering solid sizes this can lose consumers support
of the brand as they are unable to buy the shoes
they want and will have to go else wear.

PROPOSAL

• Change the Visual Merchandising
to create an area specific to
shoes with the wardrobe
merchandising taking a
secondary focus

• In the months leading up to peak
trade of A/W stock a bigger focus
should be placed on boots
throughout social media.

• As seen in (MIntel, 2019) clothing
retailers are close behind
specialist retailers in where
consumers will shop for their
shoes. With more emphasis on
promo�on customers could be
led to buy from retailers such as
Zara over specialist retailers.

REFERENCES

• Zara. (2019) Zara Logo. [Online Image] [Accessed on 23rd October
2019] h�ps://vectorlogo4u.com/zara-new-logo-vector/
• Manchester Metropolitan University. (2019) Manchester Metropolitan University Logo. [Online Image]
[Accessed on 23rd October 2019] h�ps://en.wikipedia.org/wiki/Manchester_Metropolitan_University
• Mintel. (2019) Footwear Retailing –

Pg.9

ASSESSMENT
CENTRE FEEDBACK

Pg.11



Pg.13

What did the assessment centre involve?
The assessment centre ran by Smart Resourcing Solutions was broken down into three task areas. A group
activity, an individual presentation and a 1-1 interview. Prior to the assessment centre I had to submit an
application form to allow me to go onto the day. The process mirrored the structure students like myself, would
have to undertake when gaining placement and job roles. The day ran for 5 hours and was based at the Etihad

stadium.

Assess the activities completed (the application form and 3 exercises on the day)
I feel like I have taken a lot away from the day in terms of experience and knowledge as each task gave a useful

insight to how a real assessment centre would be structured. Each task presented its own challenges. I found

Qthat in the application form, I struggled to tailor my previous experiences to the questions efficiently. However, I
found using the STARR model a good way to plan my answers as I knew I was keeping the information I was
giving concise and to the point.
The presentation brought forth challenges in the way of nerves. Due to this, I rushed through my presentation
and missed out key parts of my research. At the end of the presentation, the assessor asked a series of
questions based on ideas I presented. I found this useful as it allowed me to further expand on my own ideas
rather than the skeleton of my SWOT analysis.
For my 1-1 interview, an assessor took me from my original interviewers’ que in order to speed the tasks up. I
felt that this action unnerved me slightly as I felt very underprepared myself, mirrored by the assessor who was
unaware of the role I was applying for. This resulting on broad questions being asked. Similarly, to the application
form, I found it hard to align my education and work experiences to the questions she asked.
The group exercise consisted of a negotiation between a supplier and a buyer for an upcoming S/S19 dress in
various colours. I was placed in the supplier’s team; I feel our sub group worked well as we quickly decided and
agreed unanimously a plan to present to the buyers. However, as a task group, we failed to reach an agreement.
This task highlighted how important timings were when working in a group exercise.

How did you approach the tasks and the assessment centre overall?
I focused mainly on the presentation task as I felt most uncomfortable with it, for this I did various research on

sites such as WGSN, Mintel and edited. I used these websites to support my ideas as they would act as a
proofing system for the ideas I presented. In order to prepare for the presentation, I gained help and guidance
from my tutors and my manager at work that helped me look at my SWOT analysis from every angle. In prepara-
tion for my group task, I felt my abilities would see me through this with ease as we had undertaken a negotia-
tion task within our seminar and felt I understand this task well enough from this. Although, l didn’t prepare well

&enough for my 1-1 interview as I feel like I hadn’t researched deep enough into Zara and panicked when

presented with the questions. I also struggled to relate my own experiences to the role similarly to the applica-
tion form. In preparation for the 1-1 I merely read the job description and when evaluating my performance, I

now understand why this wasn’t adequate.

AWhat was the outcome good or bad? Based on the feedback of your performance, what
actions will you take?
From analysing my feedback, I believe that the overall outcome from the assessment centre was good.
When gaining in time feedback in the negotiation task- the assessor highlighted how the sub groups could have
benefited from anticipating how the other sub group would respond. When looking at my feedback for this area
it is noted that I had thought of this. Reflecting on this, I could have pushed for this element further. On the
other hand, in this task I received a constructive criticism on how I use the term “you have to” this is something

I need to improve on as in a group task it is very dominating language and not considerate of other team
members.

Reviewing my feedback form for the presentation. I gained marks in each desirable behaviour with the exception
of “”. Despite my nerves I feel this was the task I excelled most in. I gained the most positive feedback in this
area. I agree with the criticism of not “using lessons learnt from competitors to become Zara opportunities” and

with hindsight this is a key area I had missed. These criticisms direct me to areas I need to improve on in future.

If you were to attend another assessment centre what would you do differently? How
will this experience be relevant for your future career plan?

If attending another assessment centre, I would prepare for each task equally rather than putting the main
emphasis on the one I found most difficult. This would help me to be more prepared and confident within my
abilities in all areas. I felt my biggest failure for the day was being underprepared for the 1-1 interview. The
assessment centre experience will be crucial when I apply to a graduate role as it has highlighted key improve-
ment areas I can better myself in. By reviewing my own performance, it has placed emphasis on issues such as
confidence and dominating language. Yet it has also highlighted positive feedback such as my ideas on Zara

being placed on a third-party website. This affirmed the assessor understood my viewpoint and ideas.

“ITS NOT
WHAT YOU ACHIEVE.
ITS WHAT YOU OVERCOME.
THATS WHAT DEFINES

YOUR CAREER.”

Pg.15

CAREER
OPPORTUNITIES

The current job market demands for a more dextrous employee. are in the right place, at the right time, in the right quantity and at
the right price.
Previously the fashion industries roles were definitively black and
white. Yet with a constantly evolving landscape within the industry, job The fashion industry however is quickly evolving and the scope of a
functionalities within a team are to be integrated and bled into one buyers and merchandisers job is changing rapidly. Clarity’s
another, with stronger communication being a key attribute across the managing partner Fran Minogue stating that both buyers and
board. The rise of new roles brought on by an everchanging modern merchandisers will have to be more “plugged into data, marketing
era is reflected on websites such as Business of Fashion Careers and and trend teams” (Geoghegan, 2018) Traditionally, the fashion
Drapers as they provide a conspectus of the current job market. industry operated in two key seasons; spring/summer and
autumn/winter. However, with the rise of fast fashion, consumers
Through conducting a search on Business of Fashion Careers and are dissatisfied with a twice-yearly seasonal drop and demand
limiting the geographical location to London and returning only entry newness on a much regular basis. This feeds into the shift of the
level jobs; Figure 1 demonstrates the rise of jobs centred around PR, roles of buyers and merchandisers as they are often involved in
Marketing & Communications. These 12 roles vary from e-commerce, multiple buying cycles at any one time. The complexity of attaining
PR, showroom assistant to researcher. It is clear to see the definitive a critical need for speed to market places immense pressure on
shift in roles within the fashion industry by just analysing this simple both buyers and merchandisers. The era of fast fashion with trends
career search. Similarly, conducting the same research technique in evolving and changing much quicker alongside the changing way
order to analyse the current job market on (DrapersJobs.com, 2019) customers discover product has disrupted all roles within the
there was also a higher percentage of analytical and technology-based industry.
roles.
Merchandisers now have to:
Figure 12: Entry Level jobs in London on 11th November 2019 •Have a great balance between analytical and intuitive skills in
(Source: Business of Fashion Careers, 2019: online) order to make better decisions and the needs of the customer is
constantly evolving shown in a company’s algorithms as this
INDUSTRY ROLES technological shift will only increase with merchandising roles in the
future much more likely to be focused on data due to statistical
Typically graduates from the Fashion Buying and Merchandising forecast algorithms (Coles, 2016)
•Technological advancements allow store distribution is more
course would follow on into graduate roles of either an assistant Buyer tailored to the store’s own demographics. Allowing the merchandis-
or Merchandiser. These roles are key in the fashion industry as they er to make more well informed decisions. For example, TXT retail
add value to the curation of fashion product. (Clark 2014:40) states added visuals to its product database in order to integrate data
that buying and merchandising “connects the creative and financial analytics and intuition. Allowing the merchandiser to see more into
product requirements of a fashion brand through strategic range the products, rather than a description of a spreadsheet
planning and operational trading the optimizes a fashion business (Danzinger, 2017)
opportunity.” This elates that whilst buying and merchandising roles •Using new aids such Edited to inform on how competitions ranges
are closely linked, they are interdependent within their own functions. are selling in and to give insight onto missed opportunities
A buyer’s responsibilities align into three clear categories: planning, •Take account of both the type of customer who is buying the stock
buying and selling. (Stone, 2008) Buyers are in control of key and the data being captured from each store. By building a
purchasing decisions, basing these off budgets, trends, brand image customer profile bases on attributes such as age and gender, a
and most importantly customer demand. Merchandisers are in control merchandiser can utilise this information to make more informed
of planning, managing and controlling stock. The role itself requires decisions on assortment, allocation and replenishment.
excellent numerical skills alongside an ability to relate real life
experience to data in the ways of trend spotting, and discovering Buyers now have to:
relationships between sales and stock figures. (Jackson & Shaw) To •With everchanging trends buyers have to be more alert than in
summarise, a merchandisers key responsibility is to ensure products the past in order to remain one step ahead
•Manage multiple critical paths at one time as fashion trends break,
peak and fade quicker than ever. The demand for newness off
consumers means the traditional seasons drops are just not
enough.
•Be available 24/7 as with the rise of new technology such as
Skype and WhatsApp communicating with suppliers and colleagues
is the most streamlined it has ever been. This allows for faster
decision-making processes. (Redman, 2017)
•Be more reactive. The fundaments of a buyer’s role are still the
same yet in order to keep up with in time data and trends to allow
for success.
•Have an entrepreneurial mindset that allows for new ideas and
ways to add value to the overall business (Sutherland, 2018)

As a whole the fashion industry has changed drastically due to the
rise in technology and consumer behaviour. Roles are no longer
definitive and some responsibilities intertwine with other job roles.
Historically, there was no need for Social Media roles within the
fashion industry but as it is one of the biggest macro trends, we
have seen this decade. There has been a big change in the way
consumers communicate with brands and products, the rise of
social media has integrated brands into every platform. From
customer care to marketing social media gains traction to the

CAREER
OPPORTUNITIES

brands and thus the creation of job roles centred on social media outreach. This rise in new and emerging roles due to consumer behaviour and technological
advancements is true to several other roles. (Chitrakorn, 2016) highlights six roles created by the consumer and technological shift
•3D printer
•Consumer psychologist
•Data scientist
•Fabric research and development
•Sustainability expert
•Personal stylists
The needs for these roles collectively highlight how quickly the fashion industry is evolving. Restless consumers demand for more and new jobs created allow
for this. Typically graduates would fall into the main job roles in the fashion industry such as but not limited to: buying, merchandising, design, retail,
marketing, garment technology or wholesale. (Rafter, 2019)
The scope of jobs in this modern age is much wider, shown by figure 2 which highlights the growth of new roles and the importance of these over the next
five year. The highest percentage of growth is placed on social media roles and analytical roles. This highlights how technology will further advance and
dominate the market. With more analytical roles, companies will use technology to create algorithms for consumer behaviour to aid roles such as buyers and
merchandisers.

Figure 13: A graph by OC&C to present the data “which of the following skill groups will grow in importance in the next 5 years- in each of the following
areas of business?” (Source: OC&C Strategy Consultants, 2016: online)

IN THE FUTURE

Following my degree, I wish to gain experience in Visual Merchandising as this is an interest of mine. I enjoy the challenges it brings and feel like
this would be the most suitable for me in terms of shift patterns and hours. My end goal is to own my own business and this job role whilst being
challenging, will not be too pressurised and will allow me to work on my business plan alongside it. My business is something I am passionate in.
Alongside my degree I like to rework vintage items often bought from charity shops or eBay, giving them more value to then be resold. I feel like
this was the basis for my business and with the rise in the need for more sustainable methods in the fashion industry I feel like this is a unique
selling point. By including vintage resale alongside upcycling it gives the brand a bigger inclusivity drawing more consumers in.
In spite of my plan, I feel like I would also like to gain experience in a company in a social media or marketing role. The evolution of these roles is
new and exciting. I feel like the requirements and responsibilities would be constantly evolving with technology, present new challenges. I like to be
challenged within a role and feel like the creativeness of social media and marketing would be a great match to my skillset.

Pg.17

5 YEAR PLAN

2 3NOWLEDGE.WORKSHOPS.GR4 5ALMERCHANDISER.EX PERIENCE. PLAN.CRITICALPATH.ACT NESS.LAUNCH.STABILITY.EXPANSION.STORE.
1Final Year/ GraduationPROGRESS.SKILLS.K
ADUATION.VISU
IONPOINTS.BUSI
Business Year 1
This is the first year where I plan on
shifting my priorities to be centred

I will use my final year to prepare me around my business proposal. I plan

for industry. I will undertake another to reduce my hours in my Visual

skills audit in which I hope to have Merchandiser role to support this

improved from second year. This is the change whilst still allowing be to Progression

last chance I have to gain educational remain financially stable. During this In and ideal world,
time, I intend to launch my brand
help on skills needed for industry. By business would be steady
on it’s own website to remove the
graduation, I hope to have outlined a and I will have hired other
‘middle man’ (i.e Depop) as they
critical path for my career and action staff members to help with
charge fees on every item you sell.
points I can implement to achieve this. I expansion. My brand will
This would allow me more profitabil- have achieved various pop
aim to graduate with a First or a 2:1. ity. ups in locations in the UK.

Second Year of Degree Gaining experience In the future for my
During this year, I will be undertaking the After my degree, I hope to attain a Visual Merchandiser business I would like to
second year of my degree. I intend to act upon position in Manchester for over a year so I can gain a full open a bricks’n’motor store
skills I am less proficient in, as highlighted from understanding of retail. This is an area of the industry I am in Manchester or London
the skills audit. To further my skills in areas such particularly interested in and have gained experience in to allow a space to be for
as Microsoft Excel, I plan to attend a workshop through my retail experience. This role would suit my career other creatives to show-
available through university. I aim to gain plans for this year as the average salary is 19k (Glassdoor, case their art. For exam-
knowledge of fabrics through reading and more 2019). The hours of the role would benefit my main goal. My ple, the store could be a
exposure to fabrics throughout this year. In own business in which I plan to resell and upcycle vintage music venue for upcoming
order to increase my knowledge and academic items through an online platform. In this year alongside my bands/artists. Fashion
skills I intend to increase the amount of reading designers working at a low
and individual learning time over the course of level would have a place to
the year. By using critical paths in order to plan showcase and sell their
my time for assignments, I will work in a more collections/items.

efficient manner and this will aid me in excellent job, I plan to gain attraction through selling my brand

results at graduation. through marketplaces such as Depop and ASOS.

Reflec�ve goal se�ng Learning Collabora�on confidence WEAKNESSES
Evaluate own performance •Independent learning hours
Learning Reading and understanding •Reflective goal setting
research •Critical Analysis
Communica�ng and presen�ng •Presenting
10
9 ACTION POINTS
8 To improve on these skills in
7 line with my 5-year plan, I will
6 implement work on these
5 areas within the next two
4 years. I plan to achieve this
3 with the help of reading,
2 practicing presentation skills
1 by building up my confidence
0 and workshops available
through university.
Cri�al Analysis - What is it? Independent learning hours

Listening, empathy & ac�on

WEAKNESSES Excel Skills Skills Illustrat or
•Excel Numerical Skills Photoshop
•Product and Fabric Awareness Commercial Acumen SKILLS Trend Analysis
•Harvard Referencing
•Commercial Acumen InDesign
ACTION POINTS 10
To gain commercial acumen I will
continue with my studies and read 9
more of the latest fashion news in 8
order to stay aware of industry 7
changes. Product and fabric aware- 6
ness skills will develop further by 5
more exposure to different fabrics 4
over the course of my 5-year plan. 3
To develop my excel and Harvard 2
Referencing skills I intend to attend 1
a workshop as these are key skills I 0
will need to see me through my
studies. Harvard referencing Product and Fabric Awareness
Finding quality research Creatvity, Design and Layout

Transferable Skills Career Punctuality WEAKNESSES
Career Relevant Experience A�endance •Time management
Career ACTION POINTS
Time management appears to be a
Time Management big weakness in my skillset. In order
10 to improve, I intend to make critical
9 paths for each of my assignments.
8 These will highlight key dates that
7 elements of the assignment should
6 be completed. By sticking to these I
5 will have used my time more
4 efficiently and produce a higher
3 quality of work as it will not be
2 rushed. Poor time management for
1 myself is due to a work and educa-
0 tional balance and for this I need to
set days and appropriate
Engagement & Par�cipa�on Leadership confidence times for each.

Pg.19

RESEARCH FOR

My research was primarily online and consisted of searching on industry websites such as Business of Fashio
weaknesses within Zara for my SWOT analysis. By using Inditex’s own website for my research I was able to g

Fig.14 Fig.16
Fig.19

Fig.18

ASSESMENT CENTRE

on and Drapers for the latest news and statistics on Inditex and Zara. I also used trust pilot as a way of looking for
gain an overview on the company from its own perspective.

Fig.20 Fig.17

Fig.15

Pg.21

REFERE

ILLUSTRATIONS LIST
Figure 1: Kissclipart. (2019) Transparent snake vector. [Online] [Accessed on 11th November 2019]
https://www.kissclipart.com/snake-png-clipart-snakes-vipers-reptile-r9s26h/download-clipart.html

Figure 2: Liamani, S. (2019) Close image shot of male holding a snake. [Online] [Accessed on 11th
November 2019] https://unsplash.com/photos/mA6ERTBwui0

Figure 3: Liamani, S. (2019) Male holding a snake. [Online] [Accessed on 11th November 2019]
https://unsplash.com/photos/UZD4jQNFUK8

Figure 4: Kissclipart. (2019) Transparent Cobra vector. [Online] [Accessed on 11th November 2019]
https://www.kissclipart.com/cobra-png-clipart-vipers-snakes-reptile-3750wk/download-clipart.html

Figures 5-11: Zara. (2019) Screenshots of various boots styled on models and alone attained from
Zara’s e-commerce site. [Online] [Accessed on 11th November 2019] https://www.zara.com/uk/en/-
woman-shoes-l1251.html?v1=1281628

Figure 12: Business of Fashion Careers (2019) Fashion Jobs & Careers in London. [Online] [Accessed
on 11th November 2019] https://www.businessoffashion.com/careers/jobs/search/catego-
ry/marketing-jobs-in-london?country_ids=227&level_type_ids=5

Figure 13: OC&C Strategy Consultants. (2016) Fast forwarding fashion: skills for the future. [Online]
[Accessed on 11th November 2019] https://moodle.mmu.ac.uk/pluginfile.php/3738574/mod_re-
source/content/1/26994_fast-forwarding-fashion_fra.pdf

Figure 14: Kent, S. (2019) A Rare Look Inside Zara. Business of Fashion. [Online] [Accessed on 8th
November 2019] https://www.businessoffashion.com/articles/professional/a-rare-look-inside-zara

Figure 15: Reuters. (2018) Zara Launches Online Sales in 106 New Countries. Business of Fashion.
[Online] [Accessed on 8th November 2019] https://www.businessoffashion.com/articles/news-analy-
sis/zara-launches-online-sales-in-106-new-countries

Figure 16: Geoghagen, J. (2019) Record Sales at Inditex. Drapers. [Online] [Accessed on 8th Novem-
ber 2019] https://www.drapersonline.com/news/record-sales-at-indi-
tex/7037522.article?search=https%3a%2f%2fwww.drapersonline.com%2fsearcharticles%3fkeywords
%3dzara

Figure 17: Inditex. (2019) About Us. [Online] [Accessed on 8th November 2019] https://www.inditex-
.com/en/about-us/inditex-around-the-world#continent/000

Figure 18: BBC. (2018) No discounting, says Zara owner. [Online] [Accessed on 8th November 2019]
https://www.bbc.co.uk/news/topics/cq265lp6854t/zara

Figure 19-20: Trustpilot. (2019) Zara Reviews. [Online] [Accessed on 8th November 2019]
https://uk.trustpilot.com/review/www.zara.com

ENCES

Chitrakorn, K. (2016) Six Fashion Careers of the Future. Business of Fashion. [Online] [Accessed on
11th November 2019] https://www.businessoffashion.com/articles/careers/six-fash-
ion-careers-of-the-future
Clark, J. (2015) Fashion merchandising: principles and practice. Basingstoke: Palgrave Macmillan.
Coles, R. (2016) The changing role of the merchandiser. Drapers. [Online] [Accessed on 11th
November 2019] https://www.drapersonline.com/retail/ecommerce/the-chang-
ing-role-of-the-merchandiser/7011918.article
Danziger, P. (2017) Story-Based Retail And The Evolving Role of Merchandiser. Forbes. [Online]
[Accessed on 11th November 2019] https://www.forbes.com/sites/pamdanziger/2017/12/18/sto-
ry-based-retail-and-the-evolving-role-of-merchandiser/
DrapersJobs.com (2019) Find a Job. [Online] [Accessed on 11th November 2019] https://www.drap-
ersjobs.com/jobs/
Geoghegan, J. (2018) The new roles in fashion retail. Drapers. [Online] [Accessed on 11th November
2019] https://www.drapersonline.com/people/the-new-roles-in-fashion-retail/7028239.article
Jackson, T. and Shaw, D. (2000) Mastering fashion buying and merchandising management. Basing-
stoke: Palgrave Macmillan.
Maister, D. (2000) True professionalism. New York: Free Press
Rafter, H. (2019) Want to work in the fashion industry? 10 new fashion jobs you should know about.
Fashion United. [Online] [Accessed on 11th November 2019] https://fashionunited.uk/news/fash-
ion/want-to-work-in-the-fashion-industry-10-new-fashion-jobs-you-should-know-about/20190308420
32
Redman, J. (2017) Retailer Insight: Why the role of the buyer has changed so much. Drapers.
[Online] [Accessed on 11th November 2019] https://www.drapersonline.com/news/comment/retail-
er-insight-why-the-role-of-the-buyer-has-changed-so-much/7025359.article
Stone, E. (2008) The Dynamics of Fashion. 3rd ed., New York: Fairchild.
Sutherland, E. (2018) The new skillsets of the super-buyers. Drapers. [Online] [Accessed on 11th
November 2019] https://www.drapersonline.com/business-opera-
tions/the-new-skillsets-of-the-super-buyers/7032855.article

Pg.23