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Retailing Strategies Case Study: 7: Name DM Number

Tashn developed a unique merchandising philosophy that was a hybrid of inventory and marketplace models based on both data and art. Their process used statistics to predict demand and help merchandisers select vendors and products. They then used a hybrid inventory-led and marketplace-led approach for fulfillment. This hybrid model aimed to address the drawbacks of each approach and help effectively serve high demand periods like end-of-season sales by balancing third-party sellers with their own inventory and quality control.

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ABHISHEK SINGH
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28 views3 pages

Retailing Strategies Case Study: 7: Name DM Number

Tashn developed a unique merchandising philosophy that was a hybrid of inventory and marketplace models based on both data and art. Their process used statistics to predict demand and help merchandisers select vendors and products. They then used a hybrid inventory-led and marketplace-led approach for fulfillment. This hybrid model aimed to address the drawbacks of each approach and help effectively serve high demand periods like end-of-season sales by balancing third-party sellers with their own inventory and quality control.

Uploaded by

ABHISHEK SINGH
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Retailing Strategies

Case Study: 7
TASHN.COM: Developing Merchandising for a
competitive advantage

Group 5
Name DM Number
Vedant Sivaraj DM22181
Anisha S DM22214
Anuj Tyagi DM22217
Zaheen Ansari DM22286
Vinithra Natarajan DM22294
Question 1: Read the case fully and then analyse carefully the Tashn's unique
merchandising philosophy, a hybrid between inventory and marketplace models, built on
another hybrid framework that is based on data and art. Build a flowchart and explain this
Tashn's merchandising and buying process as given in pages 7 and 8. Comment if this is
unique and if this can be scaled to address huge flow during times like End of Reason sale.
Answer:
TASHN’S MERCHANDISING

RETAIL ART STATISTICS

Based on the statistical numbers They had statisticians to predict


the merchandisers worked on the future demand patterns to
selecting the vendors & the understand how they should stock
products, they set up buying for their inventory.
offices near the apparel
manufacturers

Based on the data their decision to use inventory led/ marketplace led merchandising was
selected

INVENTORY LED MARKETPLACE LED


All services from storage to (After the permission for FDI)
logistics is done by Tashn.
All the services are taken care
by the seller himself.
Tashn had devised an extensive plan to help facilitate their year-end sales.
This included them understanding their customer preferences through predictive analysis
using huge amounts of past data.
Also, they wanted to promote only premium selected brands rather than showcasing products
of untrusted private labels. They wanted to ensure that their customers don’t face any sort of
quality issues.
Another major decision taken by them was to incorporate the hybrid model
A hybrid is a use of both these models to fulfill the orders effectively for the End of Reason
Sale. Each of these models have drawbacks which the other can compensate for.
Example, the low margin seller inventory would not be stored back, it would also be possible
to maintain a checking quality of the products that the sellers are selling through the
marketplace model. Although this would make it a little more complex for the buying team to
negotiate a balance between these, when it is achieved, this could definitely help the company
serve better. Companies like Amazon also allow third party sellers to sell on their platform
with a promise of their fulfillment and some others without a promise, but that has extended
their reach and helped them reach greater audience with improvement in assortment in width
and depth.
Question 2: Why did Tashn run the mega sale away from other periods like Diwali or
when competitors offer?
Answer:
Tashn was one of the leading e-commerce portals for fashion merchandise. It’s strategic
decision to not participate in the Mega Diwali sales that were run by many of its competitors
can be understood for the following reasons.
To begin with Tashn was apprehensive about customer dissatisfaction and e portal glitches
that were faced by many of the companies that ran the Diwali Sale.
Tashn, also wanted to be completely prepared to meet the high demands during their end of
reason sale.
They majorly served the Tier- II cities catering to the different tastes of these consumers who
didn’t have much of options in other websites. This meant they would have an added
advantage to bring in more revenue with lesser competition.
They therefore aimed at doubling their sales during the end of Reason Sale due to the timing,
planning and consumer advantage.

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