YMA 2018 FSF Scholarship Case Study

Merchandising & Marketing

Case summary:

The proposed “#WangByYou” concept redefines the way we purchase clothes and interact

with brands before, during, and after the process by giving design back to the consumer.
 If you pay attention to fashion-related news, you have likely heard all about the “death of

retail” and how its demise is approaching faster and faster. Yet, the reality is that 9 out of 10

transactions are still made within brick-and-mortar stores, leaving the entire fashion industry and

its consumers confused in terms of future directions and how to proceed in today’s market in

terms of points-of-sale (WWD, 2017). Different theories are suggested, but in terms of a bigger

picture for the future, a quote that comes to mind is by Harry Selfridges, the man that

revolutionized the world of department stores and how we shop. He stated, “Excite the mind and

the hand will reach for the pocket.” (Secrets of Selfridges, 2014)

Of course, this is easier said than done. According to a report conducted by Applied

Predictive Technologies that polled 256 retail executives from the U.S., U.K., France, Germany

and Japan, “six out of 10 respondents closed physical stores directly in response to the challenges

posed by heightening digital-centric alternatives.” (WWD, 2017) Because, how can one compete

with Amazon’s slashed prices, or simply the desire to shop that a customer gets when sitting at

home with a glass of wine at 1 am?

And while the rise of e-commerce may be a factor in “the death of retail”, it still lacks the

shopping experience, a “personal touch”, as well as the human interactions that traditional stores

offer. All of these factors not only drive sales, but offer consumers a connection and a sense of

loyalty with the brands they choose. After all, deliberating between a dress in-store for hours is

not the same as clicking “check out,” and this allows for an opportunity to reinvent retail.

Leading Fashion Retailers’ Strategies

So how are brands fighting back? Well, it varies, depending on the price point as well as

the branding and approach of each brand, but the standard answer is “experiential retail.”

Rebecca Minkoff dipped her toes in the tech-store concept by creating fitting rooms which
feature different lighting settings and even give an option for their customer to ask for more

champagne to be delivered. This deals a lot more with appealing to the millennial and younger

customers, who obsess over the way their outfits will look when pictured online. Another

example is a brand with a lower price point, the e-commerce website “Missguided”

(www.missguided.com), which recently opened its own physical retail store (Retail Week,

2016). The brand specializes in fast fashion to always stay on trend with the customer and the

way the store experience matches this is with over exaggerated visual merchandising, featuring a

bright pink Barbie-type Jeep, unicorn-model mannequins, and quotes on the wall that scream out

things like “make the naughty list this year.” Although there is no interaction with technology,

the in-store entertainment is how ‘Instagrammable’ the whole thing is, that, apparently, it is even

worth the trip to the store.

A different type of fashion retailer that is embracing the importance of an in-store

entertainment concept is Nike. With the recent opening of the Soho flagship store, the iconic

sportswear brand is embracing technology and experiential retail. Some examples include a

treadmill which stands in front of a digital wall, intended to allow the customer to test out

running shoes in-store while watching the different workouts on screen to see potential uses.

Going off of that, there are various parts of the store that feature a basketball court and a mini

soccer field for customers to be able to interact with each other while testing products. One of the

floors even has a shoe customization bar, appealing to millennials which obsess over custom-

everything. The store features touch screens throughout which allow customers to browse for

sizing, colors, and to check what is available both in-store and online (Nike, 2016). The Nike

example shows how an in-store entertainment concept can allow for improvement of operations

along with increased foot traffic.

 Finally, there is the most recent attempt by department store giant, Nordstrom. A concept

that launched in October 2017, “Nordstrom Local” is a 3,000 square feet space which does not

have any inventory, but simply dressing rooms, on-scene stylists, and tailors (Thomas, 2017).

Besides fashion merchandise, there is also a nail salon as well as a beverage bar for customers to

relax at while they are shopping. If someone actually decides to make a purchase, the items can

be delivered straight home, or picked up in-store. So, what is the whole point? To provide

customers exactly what they seem to lack in both oversized department stores as well as online –

service. The store does not need a foot-traffic Mecca – simply a place where customers can

develop relationships with the brand itself and more importantly stylists which can later bring in

more sales outside of the space.

In comparison to each other, each leading fashion retailer mentioned above has its own

heritage (or the lack of thereof), customer base, and sales volumes. To take it one step further,

each of the retailers serves a different customer base so strategy varies. Of course, the Nike cleats

addict is not the same person who buys Rebecca Minkoff dresses or handbags from Nordstrom.

Hence, each store needs to offer a customer experience that will appeal to their individual

clientele. Rebecca Minkoff and Misguided chose visual merchandising and the “instagram”-

appeal to frame their entertainment concept, while Nike and Nordstrom went for functional and

operational approaches - something more relevant for their customer type.

Retailer of Choice - Alexander Wang | Completing the 360° Experience

A designer that has been extremely successful and is yet to pioneer experiential retail is

Alexander Wang. Known as the wunderkind of the fashion industry and the first American

designer to creatively direct a major luxury French house (Balenciaga), Wang has been making

ripples in the industry one collection at a time. The most recent exhibit of how much experience
plays into this designer’s vision is the way in which he launched his Spring Summer 2018

collection. Putting 32 of the biggest fashion models in the industry on a party bus that made two

stops in downtown New York to showcase his collection to the public before the editors, Alex

Wang is redefining the standard fashion format. Unfortunately, his retail experience falls on

“average” at best and hence, in addition to the above, that is why he is my retailer of choice for

this case study. While Wang’s Soho space has beautiful visual merchandising and innovative

product, the brand could benefit from an in-store concept which would further affirm his brand

positioning and bring foot traffic to the store.

More specifically, the fact that Alexander is not pursuing some sort of experience within

his retail space already is simply off brand. He has made his name by pulling stunts like the party

bus fashion show, along with his infamous #WANGFest - the after party of his fashion shows,

which always features performers and some sort of fast food galore. Hence, it would only make

sense for the Alexander Wang brand to create a unifying concept of his social media fame,

product, and brand experience into his brick-and-mortar store.

The In-Store Entertainment Concept

A major reason behind the “death of retail” is that consumers find themselves not having

a real reason to go to a store, when ordering online gets them the bottom line - access to the

product they want to buy. However, in luxury specifically, because the brand is not just about the

bottom line, but about the experience, added value and the emotional connection that one forges

with their brands of choice, this undermines the entire industry.

For Alexander Wang, it has often been all about democratization of his brand, even

though his price point is that of a contemporary luxury designer. His “T by Alexander Wang”
line is more financially accessible and hence, many shop that line from an aspirational

perspective to get whatever piece of the designer’s vision they can.

The proposed concept is to partner with the company “CALA” on a permanent basis to

change the way clothes are produced, marketed, and shopped. CALA is a fashion platform which

has a custom fitting process for consumers, and partners with designers and brands to produce

custom-made garments for those consumers. The turn-around time is less than two weeks, and

the price point can vary but goes as low as $80. An example of a pop-up collaboration that this

company did was for MADE and Wiz Khalifa (Wiz is a very popular rapper). MADE staged a

fashion show event and Wiz’s collection was produced and sold through CALA which allowed

him to dab into an industry other than music. On-site, CALA had body scanning booths which

allowed them to get the most accurate measurements of customers and then the customers could

place custom-made orders based on the offered selection. (CALA, 2017)

In terms of Alexander Wang, the concept would be that CALA body scanning booths

would be permanently placed in his flagship NY store and visiting customers could use them to

do the same with Alexander Wang’s “T” collection. Since this collection is more accessible and

the items are all cut and sew there would be no complications with difficult production

components to keep costs low. During regular seasons, this would allow customers to buy

custom sizes and fits of the merchandise that they see in-store. The orders would be delivered

back to the store, and customers would come back for a fitting and styling session, which would

provide more incentive to shop and spend time at the store Additionally, this would allow stylists

to create customer relationships, ultimately leading to even more sales. In-store, the associates

could also use the Alexander Wang app which would have all the profile information of the
person that is shopping – their previous purchase, any returns that were made, the customer’s

measurements, etc.

The designer would also have exclusive, in-store only, releases when presenting his New

York Fashion Week collections. This would be a “see now, buy now” of sorts but would involve

releasing 2-3 pieces of apparel that would represent the runway collection for the T by AW

consumer. There would be an in-store event for the loyal customers (as proven by the amount

they shop at AWang, store visits, social media engagement) to be able to custom order their own

versions and receive a tote with the infamous AWang barcode logo as a product upgrade. The

rest of the public would be free to shop the selected pieces in-store too, for a limited amount of

time to further encourage foot traffic.

The proposed concept allows Alexander Wang to keep the same structure to his

collection and merchandising, but allows there to be another very potentially dominant way for

customers to shop his clothes – on their own terms. For the most part, the brand will not need to

change assortment, besides for offering limited quantities of the special edition pieces since

CALA would be the one producing the custom pieces.

On an on-going basis, the booths would prove to be an in-store experience, in line with

the experiences that Wang puts on during his fashion shows and promotional events. They would

be an actual reason for customers to come to the store, and the service would continue after they

placed their custom orders orders, since they would come in for their “styling and tailoring”

sessions upon pick-up of order items. If the designer wanted to further open the option of

customization, there could be other promotional offerings like choosing a denim patch or a

custom engraving to add to the order so the customer could also “be the designer”. Since all of
the releases, promotions, and promotional events would be in-store, the above creates a new type

of shopping cycle where the physical store is involved every step of the way.

The closest competitor to the proposed in-store entertainment concept is an online

company called Body Labs, which was purchased by Amazon during the span of this case study.

Body Labs is a 3-D modeling company, which creates virtual 3D body models of the human

body. It makes sense that Amazon would use this platform to create a similar concept - making

online shopping easier in terms of fit. However, this is not a physical in-store experience. There

are also other start ups that try to make clothing fitting online easier. Some include “Acustom

Apparel”, “Stylewhile”, and “Fits.Me” (Stephens, 2017). That being said the proposed concept

deals with a complete experience ranging from the actual store experience to events to digital

channels and is not just an AI experiment to make online shopping easier.

Marketing Campaign & Digital Channels | A Re-Assed Way to Approach Brands

On a marketing level, the campaign is proposed as all about the customer. Besides for the

obvious element of a better fit with tailored clothing, this allows the customer to feel like the

designer. In today’s world of Supreme x Louis Vuitton, Selena Gomez x Coach, Gigi x Tommy,

it is time for the consumer to collaborate.

Hence the, campaign would be called “#WangByYou,” with each t-shirt bearing a custom

label (ie. “#WangByJohn”) and would be even further explored through digital channels, and

specifically the Alexander Wang app. Today, Alexander Wang posts “#Wangover Guides” on

his social media accounts which are Wang-approved recommendations - music, exhibits, and

Wang-approved events happening in New York. Customers could scan their apps when they

attend the events mentioned on the channels, and “unlock” potential access for next collection’s

event (where they could shop pieces first and get the exclusive tote) by interacting with the
platform – whether that is by attending events, visiting the store, shopping online or buying

custom-made garments. This would continuously make the in-store experience relevant and offer

incentive. While the digital experiences would be more aimed to the generations that are tech-

friendly – Generations X, Y, and Z – the promotional support of the in-store and #Wangover

events would also cater to those that are less interested in app-interaction.

Expansion Plan | Bigger but Exclusive, Nevertheless

If the concept works out well, the next step would be expansion in the larger Alexander

Wang stores and a potential trunk show model for the smaller ones. The way to make sure that

this concept works both logistically and in terms of consumers, is to balance the exclusivity of it

along with demand and profits (Abramovich, 2015). Hence, it would only be limited to

Alexander Wang standalone stores and not wholesale accounts. This would allow control of the

concept and not overload the company with too many custom orders.

As with any customization concepts, there are challenges that need to be overcome. The

idea of mass customization was mentioned above, but one point to note is that the concept would

only work with a higher-end retailer such as Alexander Wang because the extent of the “mass”

concept needs to be limited. Gathering of data will allow CALA and Alexander Wang to plan

and prepare for stock. While additional customization promotions (ie. embroidery, custom denim

patches) are encouraged, the company will need to be aware of the volume and cost of products

and hence keep these types of promotions limited and stick to the cut and sew model as a whole.

Initially, the concept would require a full year of operations to be able to gather data from

customers’ profiles, as well as general feedback. During that year, there would be assessment of

weekly and monthly sales, with special attention to fashion week and other promotional events.

After the first year, though, the concept would be re-evaluated on a larger scale in order to make
any necessary changes and only at that point would other stores be considered for expansion.

Ideally, in the long-term (or even past that first year) Alexander Wang would acquire the CALA

company which will would allow for bigger expansion and capital for research on artificial

intelligence and other ideas that may later come into play, since the technology is expanding at

such a rapid pace.

Financial Plan | Description

The financial plan inventory is based on the best selling SKU’s from alexanderwang.com

and specifically the T collection, as that is what the case study is based off. The increased

revenue takes into account the changing value of the dollar (inflation), as well as takes its

assumptions from percentages based on industry standards, derived from the closest publicly

traded peer (Coach) and the average of publicly traded tech company (for CALA). In terms of

the growth that is portrayed, this is based on the assumption that the concept takes off, even with

certain months doing less well than others since this is the nature of any business. See on next

page.

Conclusion

While certain brands, such as Nike, have been relatively successful with their in-store

entertainment concepts, often, the issue with the industry attempt at creating a retail experience

is that brands’ concepts a) do not fit with the brand identity of the store, b) are simply aesthetic

(as can be seen with Missguided and Rebecca Minkoff) and c) do not break boundaries of the

fashion industry enough to be monumental.

To quote Alexander Wang himself, “The industry’s changed so much that you can’t just

design something, put on a great show, and say, ’Okay, my job is done.’” (Axelrod, 2012) The

concept outlined in this case study embodies just that: it is a complete re-evaluation of the way

we purchase clothes and how we interact with brands before, during, and after the process.
 Financial Plan - Income Statement

Currency: USD
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Total After Six Months
Inventory Sold 286 271 269 269 270 272 1,636
Total Revenue 127,561 157,738 202,097 260,963 338,256 440,702 1,527,317
Cost of Good Sold1 (42,095) (52,054) (66,692) (86,118) (111,624) (145,432) (504,015)
Gross Income 85,466 105,685 135,405 174,845 226,631 295,271 1,023,302
Sales, General and Administrative2 (65,056) (80,447) (103,070) (133,091) (172,510) (224,758) (778,932)
Research and Development3 (19,134) (15,774) (20,210) (26,096) (33,826) (44,070) (159,110)
Operating Income 1,276 9,464 12,126 15,658 20,295 26,442 85,261
Income Tax (446) (3,313) (4,244) (5,480) (7,103) (9,255) (29,841)
Net Income4 829 6,152 7,882 10,178 13,192 17,187 55,420

Assumptions:
COGS (%) of Revenue 33% 33% 33% 33% 33% 33%
SG&A (%) of Revenue 51% 51% 51% 51% 51% 51%
R&D (%) of Revenue 15% 10% 10% 10% 10% 10%
Tax Rate (%) 35% 35% 35% 35% 35% 35%

Metrics:
Revenue Growth (%) N/A 23.66% 28.12% 29.13% 29.62% 30.29%
Gross Margin (%) 67.00% 67.00% 67.00% 67.00% 67.00% 67.00%
Operating Margin (%) 1.00% 6.00% 6.00% 6.00% 6.00% 6.00%
Net Income Margin (%) 0.65% 3.90% 3.90% 3.90% 3.90% 3.90%

Notes:
1 COGS (%) of Revenue derived from closest publicly traded peer Coach (COH) metrics
2 SG&A (%) of Revenue derived from closest publicly traded peer Coach (COH) metrics
3 R&D (%) of Revenue derived from average of publicly traded tech companies. This is also the fee to CALA.
4 Assuming the start-up does not take up any debt, there are no interest payments due throughout the 6 months
5 Does not include debt or cash

Simple Valuation EBIT

Public Peer Group of CALA X Alexander Wang Multiple
Coach, Inc (COH) 12.4x
Ralph Lauren Corp (RL) 9.5x
Michael Kors (KORS) 8.3x
Tiffany & Co. (TIF) 15.5x
Average 11.4x
EBIT of CALAxAW at the end of six months 26,442
Enterprise Value (Value of Company)5 302,101
 APPENDIX - INVENTORY ANALYSIS

Currency: USD
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Inventory SKU Sell Through Assumptions
Inflation Rate 0 0.3 0.3 0.3 0.3 0.3 on
Hand
SKU Category Sweatshirt
Price $ 275 $ 358 $ 465 $ 604 $ 785 $ 1,021
Units On Hand 50 27 24 24 25 28 9
Units Sold 34 18 16 16 17 19
% of Total 67% 67% 67% 67% 67% 67%
Units Added 50 10 15 16 17 20
Unit Added Growth 0% -80% 50% 7% 6% 18%
Revenue $ 9,213 $ 6,347 $ 7,394 $ 9,649 $ 13,085 $ 19,296

SKU Category Jacket

Price $ 995 $ 1,294 $ 1,682 $ 2,186 $ 2,842 $ 3,694
Units On Hand 70 61 53 44 35 26 18 6-Month Sell Through Target: 75.00%
Units Sold 9 9 9 9 9 9 Monthly Sell Through: 12.50%
Revenue $ 8,706 $ 11,318 $ 14,714 $ 19,128 $ 24,866 $ 32,326

SKU Category Midi Dress

Price $ 495 $ 644 $ 837 $ 1,088 $ 1,414 $ 1,838
Units On Hand 100 87 73 60 47 33 20 6-Month Sell Through Target: 80.00%
Units Sold 13 13 13 13 13 13 Monthly Sell Through: 13.33%
Revenue $ 6,600 $ 8,580 $ 11,154 $ 14,500 $ 18,850 $ 24,505

SKU Category Blazer

Price $ 1,395.00 $ 1,813.50 $ 2,357.55 $ 3,064.82 $ 3,984.26 $ 5,179.54
Units On Hand 70 59 48 36 25 14 3 6-Month Sell Through Target: 96.00%
Units Sold 11 11 11 11 11 11 Monthly Sell Through: 16.00%
Revenue $ 15,624 $ 20,311 $ 26,405 $ 34,326 $ 44,624 $ 58,011

SKU Category Long Sleeve Tee

Price $ 325.00 $ 422.50 $ 549.25 $ 714.03 $ 928.23 $ 1,206.70
Units On Hand 100 83 67 50 33 17 0 6-Month Sell Through Target: 100.00%
Units Sold 17 17 17 17 17 17 Monthly Sell Through: 16.67%
Revenue $ 5,417 $ 7,042 $ 9,154 $ 11,900 $ 15,471 $ 20,112

SKU Category Short Sleeve Tee

Price $ 295.00 $ 383.50 $ 498.55 $ 648.12 $ 842.55 $ 1,095.31
Units On Hand 150 128 107 85 63 41 20 6-Month Sell Through Target: 87.00%
Units Sold 22 22 22 22 22 22 Monthly Sell Through: 14.50%
Revenue $ 6,416 $ 8,341 $ 10,843 $ 14,097 $ 18,325 $ 23,823

SKU Category Pullover

Price $ 325.00 $ 422.50 $ 549.25 $ 714.03 $ 928.23 $ 1,206.70
Units On Hand 150 134 117 101 84 68 51 6-Month Sell Through Target: 66.00%
Units Sold 17 17 17 17 17 17 Monthly Sell Through: 11.00%
Revenue $ 5,363 $ 6,971 $ 9,063 $ 11,781 $ 15,316 $ 19,911

SKU Category Sweatpants

Price $ 295.00 $ 383.50 $ 498.55 $ 648.12 $ 842.55 $ 1,095.31
Units On Hand 100 94 88 82 76 70 64 6-Month Sell Through Target: 36.00%
Units Sold 6 6 6 6 6 6 Monthly Sell Through: 6.00%
Revenue $ 1,770 $ 2,301 $ 2,991 $ 3,889 $ 5,055 $ 6,572

SKU Category Silk Top

Price $ 325.00 $ 422.50 $ 549.25 $ 714.03 $ 928.23 $ 1,206.70
Units On Hand 50 42 33 25 17 8 0 6-Month Sell Through Target: 100.00%
Units Sold 8 8 8 8 8 8 Monthly Sell Through: 16.67%
Revenue $ 2,708 $ 3,521 $ 4,577 $ 5,950 $ 7,735 $ 10,056

SKU Category Knot Front Dress

Price $ 450.00 $ 585.00 $ 760.50 $ 988.65 $ 1,285.25 $ 1,670.82
Units On Hand 90 78 67 55 43 32 20 6-Month Sell Through Target: 78.00%
Units Sold 12 12 12 12 12 12 Monthly Sell Through: 13.00%
Revenue $ 5,265 $ 6,845 $ 8,898 $ 11,567 $ 15,037 $ 19,549

SKU Category Mini Dress

Price $ 350.00 $ 455.00 $ 591.50 $ 768.95 $ 999.64 $ 1,299.53
Units On Hand 120 103 86 69 52 35 18 6-Month Sell Through Target: 85.00%
Units Sold 17 17 17 17 17 17 Monthly Sell Through: 14.17%
Revenue $ 5,950 $ 7,735 $ 10,056 $ 13,072 $ 16,994 $ 22,092

SKU Category Wool Coat

Price $ 795.00 $ 1,033.50 $ 1,343.55 $ 1,746.62 $ 2,270.60 $ 2,951.78
Units On Hand 140 125 111 96 81 67 52 6-Month Sell Through Target: 63.00%
Units Sold 15 15 15 15 15 15 Monthly Sell Through: 10.50%
Revenue $ 11,687 $ 15,192 $ 19,750 $ 25,675 $ 33,378 $ 43,391

SKU Category Cardigan

Price $ 395.00 $ 513.50 $ 667.55 $ 867.82 $ 1,128.16 $ 1,466.61
Units On Hand 100 85 70 55 40 25 10 6-Month Sell Through Target: 90.00%
Units Sold 15 15 15 15 15 15 Monthly Sell Through: 15.00%
Revenue $ 5,925 $ 7,703 $ 10,013 $ 13,017 $ 16,922 $ 21,999

SKU Category Pullover

Price $ 595.00 $ 773.50 $ 1,005.55 $ 1,307.22 $ 1,699.38 $ 2,209.19
Units On Hand 140 118 97 75 53 32 10 6-Month Sell Through Target: 93.00%
Units Sold 22 22 22 22 22 22 Monthly Sell Through: 15.50%
Revenue $ 12,912 $ 16,785 $ 21,820 $ 28,367 $ 36,877 $ 47,939

SKU Category Leggings

Price $ 250.00 $ 325.00 $ 422.50 $ 549.25 $ 714.03 $ 928.23
Units On Hand 140 130 119 109 99 89 78 6-Month Sell Through Target: 44.00%
Units Sold 10 10 10 10 10 10 Monthly Sell Through: 7.33%
Revenue $ 2,567 $ 3,337 $ 4,338 $ 5,639 $ 7,331 $ 9,530

SKU Category Mini Skirt

Price $ 250.00 $ 325.00 $ 422.50 $ 549.25 $ 714.03 $ 928.23
Units On Hand 140 119 97 76 54 33 11 6-Month Sell Through Target: 92.00%
Units Sold 21 21 21 21 21 21 Monthly Sell Through: 15.33%
Revenue $ 5,367 $ 6,977 $ 9,070 $ 11,791 $ 15,328 $ 19,926

SKU Category Tailored leggings

Price $ 695.00 $ 903.50 $ 1,174.55 $ 1,526.92 $ 1,984.99 $ 2,580.49
Units On Hand 140 125 110 95 79 64 49 6-Month Sell Through Target: 65.00%
Units Sold 15 15 15 15 15 15 Monthly Sell Through: 10.83%
Revenue $ 10,541 $ 13,703 $ 17,814 $ 23,158 $ 30,106 $ 39,137

SKU Category Constructed Top

Price $ 475.00 $ 617.50 $ 802.75 $ 1,043.58 $ 1,356.65 $ 1,763.64
Units On Hand 140 117 93 70 47 23 0 6-Month Sell Through Target: 100.00%
Units Sold 23 23 23 23 23 23 Monthly Sell Through: 16.67%
Revenue $ 5,532 $ 4,730 $ 4,044 $ 3,457 $ 2,956 $ 2,528

Inventory on hand at the end of six months: 432

(%) Not Sold: 21.71%
Total Inventory: 1990

Inventory Sold 286 271 269 269 270 272

Total Revenue $ 127,561 $ 157,738 $ 202,097 $ 260,963 $ 338,256 $ 440,702
 APPENDIX - VISUALS

#WangByYou Logo

Visuals of #WANGOVER guide, and

#WangByYou logo on social media.

APPENDIX - VISUALS

Customer name tags.

 APPENDIX - VISUALS

Soho Flagship Store Interior Alexander Wang

Soho Flagship Store Interior - booth would be Soho Flagship Store Exterior
placed instead of the closer bench.

In-store iPad with each customer’s profile and CALA orders

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