9 In-Season/Performance Analysis

In-season/performance analysis is the eighth step in the AP business process. This process step includes the following tasks:

• In-Season Analysis Task

• Performance Analysis Task

Table 9-1 Business Role in Size/Pack Allocation

	The Senior Buyer and Buyer Analyst review in-season trends, make extend/markdown/add choices, review plans and trend/historical performance.
	The Merchandise Planner reviews sell-thru and Buy Plan changes.
	The Allocator executes the inventory strategy.

In-Season Analysis Task

This task includes one step with a number of tabs to support the various types of analysis required in-season. It is expected that the Buyer has re-trended the Buying Plan before using the Extend-Markdown-Drop functionality contained in this task.

Assortment Planning for Wholesale/Franchise Accounts

Assortment Planning supports planning for wholesale and franchise accounts alongside wholly owned retail channels (stores, sites, and applications). This support includes process steps, views, measures, and rules embedded in each applicable task that supports the building and planning of assortments in each channel (wholesale and franchise accounts are separate channels), rather than lumped into the existing brick and mortar and direct channels. These wholesale and franchise specific options can be deactivated for customers not requiring them. This solution uses the term account to refer to a specific wholesale or franchise retailer.

The planning approach encompasses several key capabilities:

• Plan all of your channels (stores, sites, applications, catalogs, wholesale accounts, and franchise accounts) in a single workbook.

• Plan and view actual sales, markdowns, and profitability of each channel (bricks, clicks, and wholesale/franchise) at the channel level and down to the account level (for wholesale and franchise channels).

• Assemble an assortment (using the entire or just part of the Assortment Creation and Planning process) for each channel down to the cluster level (a cluster could be one or more accounts or a subset of an account such as the Southern stores for Wholesale Account ABC).

• Plan sales, inventory, and buy quantities by wholesale or franchise account or account cluster (if you wish to plan a larger account in sub-groups of stores, sites or apps).

• Calculate your cost and margin plus the markups to be applied prior to transferring the inventory to your wholesale and franchise accounts.

• Plan the transferred cost (retailer's cost plus markup), margin, and Suggested Retail Price (SRP) for your wholesale/franchise accounts.

• Plan the markdowns you will take versus the markdowns your wholesale/franchise accounts will take.

These capabilities are supported out of the box for Assortment Planning with the ability to tailor them to your specific needs through configuration. The specific wholesale/franchise capabilities are explained in each chapter of this document.

Additional planning measures (shown in Table 9-2) have been included to support the unique requirements of a retailer transferring goods to a wholesale or franchise account for resale.

Note: Measures labeled Wholesale/Franchise in the table are abbreviated as WHSLE/FRCHS in the solution.

Table 9-2 Measures for Wholesale/Franchise

Measure	Description	Math	Notes
Cost	A planned measure that reflects the cost to buy or to transfer the style-color from the supplier/manufacturer to the retailer (but not to the wholesale or franchise account).	Not calculated, but used in many calculations	This same cost measure is used for wholly owned channels (stores, sites and applications) and is used to calculate the margin for the retailer (but not for the wholesale or franchise account).
Wholesale / Franchise Markup %	The percentage by which the cost is marked up before transferring the merchandise to the wholesale or franchise account .	Markup % = Markup R / Cost	This markup percentage can vary by wholesale/franchise account and by Style (or higher).
Wholesale / Franchise Markup R	The retail value by which the cost is marked up before transferring the merchandise to the wholesale or franchise account .	Markup R / = Markup % * Cost	NA
Retailer Cost	The net cost for the wholesale/franchise account for the style or style-color.	Retailer Cost = Cost + Markup R	This cost is used when calculating margin measures for the wholesale or franchise account.
Suggested Retail Price (SRP)	The suggested price at which the wholesale or franchise account should price the style or style-color.	Is not calculated, but is used in many calculations such as SRP GM R and so on. This measure may be extended through configuration to be calculated based on a targeted margin percentage applied to the Retail Cost. (The Retail Cost is already marked up by the wholesale/franchise account.)	This measure is used to calculate the wholesale or franchise account's gross margin (not the retailer's gross margin).
SRP Gross Margin R	Gross Margin in currency value for the wholesale/franchise account .	SRP Gross Margin R = SRP - Retailer Cost	These measures allow you to plan the gross profitability of the assortment by wholesale/franchise account from their perspective.
SRP Gross Margin %	Gross Margin for the wholesale/franchise account as a percentage of the SRP.	SRP Gross Margin % = SRP Gross Margin R / Retailer Cost
Markdown per Unit Sold	An editable measure to show the markdowns planned to be taken by the wholesale/franchise account per sales unit .	Markdown per Unit Sold = SRP * Markdown %	This section of markdown measures refers to markdowns taken by the wholesale/franchise account, not by the retailer selling to the wholesale/franchise account.
Markdown %	An editable measure to show the markdowns planned to be taken by the wholesale/franchise account as a percentage of the SRP .	Markdown % = Markdown per Unit Sold / SRP	NA
Markdown % Owned by Retailer	This editable measure reflects the percentage of markdowns taken by the wholesale/franchise account that are owned by the retailer .	Markdown % Owned by Retailer = Markdown R Owned by Retailer / Markdown per Unit Sold R.	A retailer may negotiate the percentage of markdowns taken by the wholesale/franchise account that will be covered by the retailer that supplied the merchandise.
Markdown R Owned by Retailer	This editable measure reflects the currency value of markdowns taken by the wholesale/franchise account that are owned by the retailer.	Markdown R Owned by Retailer = Markdown R * Markdown % Owned by Retailer	NA
Wholesale / Franchise Margin R	This editable measure reflects the margin value of the style or style-color for the wholesale/franchise account, not for the retailer supplying the merchandise to the account.	Wholesale / Franchise Margin R = (Retail Cost - Cost - (Markdown per Unit Sold - Markdown R Owned by Retailer) * Sales U	NA
Wholesale / Franchise Margin %	This editable measure reflects the margin value of the style or style-color as a percentage of Sales for the wholesale/franchise account, not for the retailer supplying the merchandise to the account.	Wholesale / Franchise Margin % = Wholesale / Franchise Margin R / Sales R	NA
Retailer Margin R	This editable measure reflects the margin value of the style or style-color for the retailer supplying the merchandise to the account; net of the markdowns owned by the retailer.	Retailer Margin R = (SRP - Retail Cost - Markdown R Owned by Retailer) * Sales U	Retailer is the entity selling the merchandise to the wholesale/franchise account.
Retailer Margin %	This editable measure reflects the margin value of the style or style-color as a percentage of sales for the retailer supplying the merchandise to the account; net of the markdowns owned by the retailer.	Retailer Margin % = Retailer Margin R / Sales R	Retailer is the entity selling the merchandise to the wholesale/franchise account.
Shipments R	Shipments represent the transfer of merchandise in currency value to the wholesale/franchise account. The term Sales is used to represent sales to the consumer regardless of whether a wholly owned store/site/app or a wholesale/franchise account sold the item to the customer.	Manually entered, out of the box. See the notes column for the means by which this measure may be extended through configuration.	Shipments R and U may be extended through configuration so that they are calculated using a lag of Sales R and U respectively, through the use of the RPAS Lag function tied to a number of weeks lag between shipments to a wholesale/franchise account and their sale by the account to a consumer. The number of weeks lag (can be its own measure that is fed from a solution like Oracle's Replenishment Optimization or maintained directly by the Planner). You can take this extension further and plan shipments that roll forward to sales (rather than planning sales that roll back to shipments) with the use of the same RPAS function.
Shipments U	Shipments represent the transfer of merchandise in unit value to the wholesale/franchise account. The term Sales to represent sales to the consumer regardless of whether a wholly owned store/site/app or a wholesale/franchise account sold the item to the customer.	Manually entered, out of the box. See the notes column for the means by which this measure may be extended through configuration.
Shipments AUR	The average currency value per unit of shipments.	Shipments AUR = Shipments R / Shipments U	NA

Create the In-Season Analysis Workbook

To create the In-Season Analysis workbook:

1. Select the New Workbook icon in the In-Season Analysis task.

   Figure 9-1 In-Season Analysis Task

   
   

   The workbook wizard opens.

2. In the Select Looks page, select the looks to be loaded into the workbook. Click Finish.

   Figure 9-2 Workbook Wizard Select Look(s) Page

   
   

   The workbook is created.

In-Season Analysis Step

This step has the following tabs and views:

• Extend/Markdown Drop Tab:

  • Extend - Markdown - Drop Analysis View

  • Attribute Filtering View

  • Metric Scoring View

• Sales & Margin Tab:

  • Sales & Margin Analysis View

  • Attribute Filtering View

• Wholesale/Franchise Tab:

  • Account Profitability Analysis View

  • Attribute Filtering View

• Look Tab:

  • Look Performance by Attribute View

• Cluster Tab:

  • Cluster Performance by Attribute View

• Sales Curves Tab:

  • Planned vs. Actual Sales Curves View

• Size Breaks Tab:

  • Broken Size Sell-Thru Analysis View

  • Set Sell-Thru Risk Factor View

• Color Breaks Tab:

  • Broken Color Sell-Thru Analysis View

  • Set Sell-Thru Risk Factor View

Extend/Markdown Drop Tab

On this tab, the Buyer executes the in-season process of Extend (carry the style or style-color longer), Markdown (begin to mark the item down earlier than planned) and Drop (Exit the item earlier than planned. This could be due to faster or slower sales than planned).

This tab includes a variety of measures that enable three important areas of analysis for the Buyer:

1. Where am I trending to end a Look in terms of sales, margin and inventory for a given Subclass?

2. What styles or style-colors and/or clusters are contributing to the good or bad trended performance?

3. What actions do I need to take and can I take to correct the trends that are pointing to any negative end of Look projections (even selling better than plan early in the life-cycle can be a problem if that leaves me without any inventory of the desirable items later).

It is expected that the Buyer has re-trended the Buying Plan before using the Extend-Markdown-Drop functionality.

Extend - Markdown - Drop Analysis View

In this view, the Buyer views the trending positions for each style-color in the look and sees projected ending inventory positions and a recommendation for what can be done. There are several possible recommendations:

Recommendation	Description
New	The style or style-color is too new to recommend anything (too few days of sales have occurred). Newness is based on the number that the Buyer enters into the Days = New scoring measure. If the number of selling days for the style or style-color is less than the number in that measure, the recommendation will return as New.
Move Up Exit Date	This recommendation will return if the style or style-color is no longer new but its sell-thru to date is well ahead of plan (greater than the Sell-Thru % Too High scoring measure) that the only recourse is to exit it earlier than planned. By exiting it earlier, the Buyer can replace it with a style or style-color with more available inventory so that total sales for the Collection or Look, and so on, do not slow down due to the lack of inventory of a hot selling style of style-color.
Buy Qty/Order Cancel	This recommendation will return if there are buy quantities or open orders (orders that are not fully received against), its sell-thru to date is far behind plan (if less than the Sell-Thru % Too Low scoring measure) meaning it is too late to change the course of sales for the balance of the life of the style or style-color. Too late to change is based on the number of days entered into the (Days = Late scoring measure).
Start Clearance Now	This measure will return if the style or style-color meets all of the requirements of the prior recommendation, except that there are no remaining buy quantities or open orders, markdowns have already begun and the Clearance Start Date is in the future (beyond today). This recommendation means the Buyer should move up the clearance date as the style or style-color's sell-thru trajectory is not going to recover to the point that delaying deeper mark down activity will cause more margin harm later.
Extend Selling Period	This is the counterpart to Start Clearance Now with all of the same triggers except that no Permanent Markdowns have been taken. This message recommends the Buyer extend the full price selling period and add some temporary markdowns as it is not yet too late to try smaller markdowns with hopes of delivering better sell-thru prior to the deeper markdowns found in Clearance.
No Change	This recommendation returns if the item has enough sales history to no longer be considered new and is selling well enough to not warrant any changes to the buy quantities, pricing strategy, or clearance start/exit dates.

Figure 9-3 Extend / Markdown / Drop Analysis View

Figure 9-4 Style-Color Pop-up Window Accessible in the Extend/Markdown/Drop Analysis View

Attribute Filtering View

The measures in this view can control the styles and style-colors visible in the Extend / Markdown / Drop view.

Figure 9-5 Attribute Filtering View

Metric Scoring View

The measures in this view control the recommendation calculation in the Extend / Markdown / Drop view. The previous chart explains their use.

Figure 9-6 Metric Scoring View

Sales & Margin Tab

This tab has one view.

Sales & Margin Analysis View

In this view, the Buyer views re-projected (from their Buying Plan) Working Plan version sales, margin, receipts, and inventory performance versus their Current Plan Version of the Buying Plan versus the Merchandise Financial Plan (that was spread down to the cluster level).

Figure 9-7 Sales & Margin Analysis View

Attribute Filtering View

The measures in this view control the styles and style-colors visible in the Sales & Margin Analysis view.

Figure 9-8 Attribute Filtering View

Wholesale/Franchise Tab

This tab contains two views.

Account Profitability Analysis View

Figure 9-9 Account Profitability Analysis View

Table 9-3 lists the measures available in this view.

Table 9-3 Account Profitability Analysis View Measures

Label	Description
BP WP Sales R	Weekly Review Working Plan Total Sales retail.
BP CP Sales R	Weekly Review Approved Plan Total Sales retail.
PoC CP Sales R	Point of Commerce Planning Current Plan by Cluster. This is the Weekly Sales Retail that is approved from the Create PoC Targets workbook.
BP WP Sales R var CP %	Weekly Review Working Plan Total Sales variance to Current Plan Retail %.
BP WP Sales R var PoC CP %	Weekly Review Working Plan Total Sales variance to LP Current Plan Retail %. The ratio of the part that WP Sales R exceeds PoC CP Sales R to PoC CP Sales R.
BP WP Price	The regular selling price of the style in the Buying Plan Working Plan.
BP CP Price	The regular selling price of the style in the Buying Plan Current Plan.
BP WP Markdown %	Weekly Review Markdown Percentage. A measure to show the markdowns planned to be taken by the wholesale/franchise account as a percentage of the SRP. Markdown % = Markdown per Unit Sold / SRP.
BP CP Markdown %	Weekly Review CP by Attributes Markdown Percentage.
BP WP Markdown % Owned by Retailer	Weekly Review Working Plan Markdown Percentage. This measure reflects the percentage of markdowns taken by the wholesale/franchise account that are owned by the retailer. Markdown % Owned by Retailer = Markdown R Owned by Retailer / Markdown per Unit Sold R.
BP CP Markdown % Owned by Retailer	This measure reflects the percentage of markdowns taken by the wholesale/franchise account that are owned by the retailer. Markdown % Owned by Retailer = Markdown R Owned by Retailer / Markdown per Unit Sold R.
BP WP WHSLE/FRCHS Margin R	Weekly Review Margin Retail. This is the Gross Margin Retail owned by the Wholesaler.
BP CP WHSLE/FRCHS Margin R	Weekly Review CP by Attributes Margin Retail. This is the Gross Margin Retail owned by the Wholesaler.
BP WP Retailer Margin R	Weekly Review CP by Attributes Margin Retail. This is the Gross Margin Retail owned by the Retailer.
BP CP Retailer Margin R	Weekly Review Current Plan by Cluster Margin Retail. This is the Gross Margin Retail owned by the Retailer.
BP WP WHSLE/FRCHS Margin %	Weekly Review Margin percentage. This is the Gross Margin Percent that is owned by the Wholesale/Franchise.
BP CP WHSLE/FRCHS Margin %	Weekly Review CP by Attributes Margin Retail. This is the Gross Margin Percent that is owned by the Wholesale/Franchise.
BP WP Retailer Margin %	Weekly Review Working Plan Margin Percentage. This is the Gross Margin Percent owned by the Retailer.
BP CP Retailer Margin %	Weekly Review Current Plan by Cluster Margin Percentage. This is the Gross Margin Percent owned by the Retailer.
BP WP Receipt R	Weekly Review Working Plan Receipt Retail. The value of this measure shows the planned receipt retail in each week. The WP Receipt R is previously calculated from receipt plan creation.
BP CP Receipt R	Weekly Review Approved Plan Receipt Retail. Buy Plan approved Receipt Retail.
PoC CP Receipt R	Point of Commerce Planning Current Plan by Cluster Receipt Retail. This is the Receipt retail that is approved from the Create PoC Targets workbook.
BP WP Receipt R var CP %	Weekly Review Working Plan Receipt variance to Current Plan Retail %.
BP WP Receipt R var PoC CP %	The ratio of the part that WP Receipt R exceeds PoC CP Receipt R to PoC CP Receipt R. Making adjustment to this measure will lead to the change of WP Receipt R.
BP CP EOP R	Weekly Review Working Plan Receipt variance to Current Plan Retail %
BP CP Sales Clr R	Weekly Review Working Plan Clearance Sales Retail.
BP CP Sales Reg +Promo R	Weekly Review Approved Plan Sales (Regular+Promo) Retail. The total of regular and promotional sales retail that are planned to sell in the Current Plan version.
BP WP EOP R	Weekly Review Working Plan End of Period Stock Retail.
BP WP EOP R var CP %	Weekly Review Working Plan End of Period Stock variance to Current Plan Retail %.
BP WP Sales Clr R	Weekly Review Working Plan Clearance Sales Retail.
BP WP Sales Reg +Promo R	Weekly Review Working Plan Sales (Regular+Promo) Retail.
PoC CP Sales Clr R	Point of Commerce Planning Current Plan by Cluster Current Sales Retail.
PoC CP Sales Reg +Promo R	The total of regular and promotional sales retail that are planned to sell in the Current Plan version of the Point of Commerce Plan (Location Plan).
BP CP Cost	Weekly Review Approved Plan Cost Value. The cost of the style in the Current Plan.
BP WP Cost	Weekly Review Working Plan Cost Value. The cost of the style in the Working Plan.
BP CP Retailer Cost	Wholesale and Franchise Approved Plan Retailer Cost. The cost in the Current Buying Plan at which the Retailer or Franchisee purchases the merchandise. The Wholesaler sells merchandise at this cost.
BP WP Retailer Cost	Wholesale and Franchise Working Plan Retailer Cost. The cost in the Working Buying Plan at which the Retailer or Franchisee purchases the merchandise. The Wholesaler sells merchandise at this cost.
WP Shipment U	Planned Shipment Units, typically planned by retailers with a wholesale and/or franchise business structure. Either Units or Retail can be planned, and need to be reconciled to the assortment plan's sales or receipts (the default configuration does not link these measures). When planning Units, the planner should also plan AUR and Retail will calculate. WP Shipment U = WP Shipment R / WP Shipment AUR
WP Shipment R	Planned Shipment Retail, typically planned by retailers with a wholesale and/or franchise business structure. Either Units or Retail can be planned, and need to be reconciled to the assortment plan's sales or receipts (the default configuration does not link these measures). When planning Retail, the planner should also plan AUR and Units will calculate. WP Shipment R = WP Shipment U * WP Shipment AUR
WP Shipment AUR	Planned Shipment Average Unit Retail typically planned by retailers with a wholesale and/or franchise business structure. Planners would plan the Shipment AUR, and then can plan either Units or Retail and the other will calculate. These will then need to be reconciled to the assortment plan's sales or receipts, as the default configuration does not link these measures). WP Shipment AUR = WP Shipment R / WP Shipment U

Attribute Filtering View

Figure 9-10 Attribute Filtering View

Table 9-4 lists the measures available in this view.

Table 9-4 Attribute Filtering View Measures

Label	Description
Silhouette	The silhouette attribute.
Color Group	The color group attribute.
Embellishment	The embellishment attribute.
Look	The Look the subclass is assigned to.
Brand	The Brand attribute.
Min Price	The minimum price attribute.
Max Price	The maximum price attribute.

Look Tab

This tab contains one view.

Look Performance by Attribute View

In this view, the Buyer can view each look's actual to date sales and margin performance by cluster (plus some key Current Plan versions of the Buying Plan).

Figure 9-11 Look Performance by Attribute View

Cluster Tab

This tab has one view.

Cluster Performance by Attribute View

In this view, the Buyer can review each cluster's actual to date (across all look's in the workbook) sales and margin performance (plus some key Current Plan versions of the Buying Plan) by product attribute.

Figure 9-12 Cluster Performance by Attribute View

Sales Curves Tab

This tab has one view.

Planned vs. Actual Sales Curves View

In this view, the Buyer can compare the sales curve used to seed the Buying Plan versus actuals.

Figure 9-13 Planned vs. Actual Sales Curves View

Attribute Filtering View

The measures in this view control the styles and style-colors visible in the Planned vs. Actual Sales Curves view.

Figure 9-14 Attribute Filtering View

Size Breaks Tab

This tab shows analysis regarding actual size breaks at an aggregate of Store, Site, Application (Points of Commerce). Once a few of a style-color's sizes begin to run out of stock (and fulfilling the definition of being broken on sizes), sales begin to taper off more dramatically than based solely on the ratio of sizes out of stock. The display will begin to look ragged and the customer faces the issue of not wanting to buy the last item on the rack at full margin (as it was rejected by everyone else). This view helps to keep tabs on any looming size breaks.

Broken Size Sell-Thru Analysis View

This view shows the size break analysis.

Figure 9-15 Broken Size Sell-Thru Analysis Curves View

Set Sell-Thru Risk Factor View

The measure in this view determines the level of sell-thru required to meet the definition of a size break.

Figure 9-16 Set Sell-Thru Risk Factor View

Color Breaks Tab

This tab shows analysis regarding projected and actual color breaks at an aggregate of Store, Site, Application (Points of Commerce). Once a few of a style's colors begin to run out of stock (and fulfilling the definition of being broken on colors), sales begin to taper off more dramatically than based solely on the ratio of colors out of stock. The display will begin to look ragged and Customer faces the issue of not wanting to buy the last item on the rack at full margin (as it was rejected by everyone else). This view helps to keep tabs on any looming color breaks.

Broken Color Sell-Thru Analysis View

This view shows the color break analysis.

Figure 9-17 Broken Color Sell-Thru Analysis Curves View

Set Sell-Thru Risk Factor View

The measure in this view determines the level of sell-thru required to meet the definition of a color break.

Figure 9-18 Set Sell-Thru Risk Factor View

Performance Analysis Task

This task includes one step with a number of tabs to support the various types of analysis required for historical analysis (the Buyer can view past, present, and future time periods in these views).

These views are designed to give the Buyer and team better visibility into the trends that impact the assortment. These trends could manifest themselves in terms of product attributes, colors, customer segment preferences, how it is sold in direct channels (there are more nuanced measures available in the direct channels), and preferences for where the style-color was sold versus where it was fulfilled.

The workbook for this task is named Performance Analysis. This name reflects the analysis of performance over time that is done in this task.

Create the Performance Analysis Workbook

To create the Performance Analysis workbook:

1. Select the New Workbook icon the Performance Analysis task.

   Figure 9-19 Performance Analysis Task

   
   

   The workbook wizard opens.

2. Select the Styles (or higher), Weeks (or higher), and the PoCs (stores, sites or applications and higher) to be loaded into the workbook. Click Finish.

   Figure 9-20 Workbook Wizard Select Product(s) Page

   
   

   The workbook is created.

Performance Analysis Step

This step has the following tabs and views:

• Fulfillment Tab:

  • Fulfillment Metrics View

• Direct Tab:

  • Direct Performance Metrics View

• Product Attributes Tab:

  • Performance by Attribute View

• Customer Tab:

  • Customer Sales Analysis View

  • Customer Attributes View

  • Product Attributes View

Fulfillment Tab

This tab has one view.

Fulfillment Metrics View

In this view, the Buyer can view the sales and margin that originated in a site, store, or app (or at an aggregate) and what percentage was fulfilled by each fulfillment type. For example, Mobile App X sold 500 units of sweaters:

• 40% were picked up by a customer in a store

• 40% were delivered to the customer's home

• 20% were delivered to someone other than the paying customer (as a gift)

There are some sample fulfillment options in the GA version, but the Buyer can tailor it to meet the fulfillment options.

Figure 9-21 Fulfillment Metrics View

Direct Tab

This tab has one view.

Direct Performance Metrics View

The Buyer can view the steps involved in the following:

• Making a Direct Channel (web, mobile, social) purchase and determine how close they were to getting a sale. For example, if a style-color is missing its plan but leads in abandoned baskets, then it may not be the item itself, but the price or the shipping cost, and so on, as opposed to another item with equally poor sales that is put into baskets at a much lower rate (where the item is less desirable).

• Fulfilling and returning a Direct Channel (web, mobile, social) purchase and determining if there was a fill rate or quality issue (leading to higher than normal returns) for the style-color (or higher).

Figure 9-22 Direct Performance Metrics View

Product Attributes Tab

This tab has one view.

Performance by Attribute View

In this view, the Buyer can view historical (TY and LY) and Buy Plan Working Plan and Current Plan versions of sales, margin, returns, receipts and inventory by Product Attribute (and Endeca search results if available). This view can help identify product attribute based trends and the success of those trends, for example, evolving customer preferences by silhouette, color family, price tier, and so on.

Figure 9-23 Performance by Attribute View

Customer Tab

In this tab, the Buyer can view the customer segment level expectations and performance of each assortment.

The Buyer can evaluate how various trends, price tiers, and so on, have performed with each customer segment over time by comparing the current year to the prior year performance to target. The Buyer also has the ability to use this recent and prior year trend to adjust the product attribute characteristics most attractive to each customer segment. This is then used when planning future assortments, when the Shopping List and Wedge are rolled up by customer segment.

Customer Sales Analysis View

In this view, the last year, recent trend, and target performance are shown by customer segment with intersections of Product, Time, and Points of Commerce.

Figure 9-24 Customer Sales Analysis View

Customer Attributes View

In this view, the Buyer can use the prior view to help tailor the attributes appropriate to each customer segment. These attribute choices are then used when rolling up the future assortments in the Shopping List and Wedge processes.

Figure 9-25 Customer Attributes View

Product Attributes View

This view shows the product attributes for each style-color that were set up in the Shopping List and Fill the Wedge tasks (or loaded from an external source). These product attributes are compared to the desired attributes of each customer segment, to determine whether a given style-color is applicable to that segment.

Figure 9-26 Product Attributes View