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| Keywords: retail technology transportation signs food and drinks foodanddrinks to organise toorganise DAVID JONES CUSTOMER RELATIONS LEVEL 8 65-77 MARKET STREET SYDNEY NSW 2000 Attention: Mr. Iain Nairn Chief Executive Officer BROOKSFIELD HEAD OFFICE 425 SMITH ST, FITZROY, MELBOURNE, AUSTRALIA P: 03 9419 1600 Attention: Brooksfield Chief Executive Officer SPORTSCRAFT PO BOX 289 ALEXANDRIA, 1435 NSW AUSTRALIA Attention: Sportscraft Chief Executive Director MYER HEAD OFFICE 800 COLLINS STREET DOCKLANDS VIC 3008 Attention: Mr. Richard Umbers Chief Executive Director WHY NOT TURN STAFF IDLE TIME TO HIDE PRICE TAG INSIDE ITEMS TO MAX PROFITS Dear Mr. Umbers I wish you well. Please see photo enclosed. I am a fan of MYER, Sportscraft and Brooksfield. Learning from your direct Billion-dollar competitors located right next to your product distribution point, e.g. Kate Spade which have their price tags hidden within the handbags, clothing or other items. This price tags positioning method had underwent millions of dollars’ worth of psychological research together with approval by International Western Senior Management. In terms of mis en scene; Imagine that as a customer, would you be captivated by the beauty of the item from a reasonable distance or be IMMEDIATELY reminded of the price by the price tag hanging visibly on the item which also distract you from being motivated to pick the item up to explore more features (selling points). Other pros and cons could be written to you by your analysts through a whitepaper. Do you want to lower your brand to a budget departmental store like TARGET or justify your pricing strategy akin to your next door high end competitor at Emporium Mall? Would it be impossible to convert staff slack time (standing around & chatting) to spending a few minutes tucking the price tags into the bags or clothing to hide it from direct view? Please pardon my poor grammar and do understand that I write this with the purest of intention to see MYER survive and succeed. I herewith through my signature and acknowledgement in this letter relinquish my rights to all monetary benefits from my current and future ideas, feedbacks, and any/all other contributions to MYER and her subsidiary companies. DAVID JONES CUSTOMER RELATIONS LEVEL 8 65-77 MARKET STREET SYDNEY NSW 2000 Attention: Mr. Iain Nairn Chief Executive Officer BROOKSFIELD HEAD OFFICE 425 SMITH ST, FITZROY, MELBOURNE, AUSTRALIA P: 03 9419 1600 Attention: Brooksfield Chief Executive Officer SPORTSCRAFT PO BOX 289 ALEXANDRIA, 1435 NSW AUSTRALIA Attention: Sportscraft Chief Executive Director MYER HEAD OFFICE 800 COLLINS STREET DOCKLANDS VIC 3008 Attention: Mr. Richard Umbers Chief Executive Director WHY NOT TURN STAFF IDLE TIME TO HIDE PRICE TAG INSIDE ITEMS TO MAX PROFITS Dear Mr. Umbers I wish you well. Please see photo enclosed. I am a fan of MYER, Sportscraft and Brooksfield. Learning from your direct Billion-dollar competitors located right next to your product distribution point, e.g. Kate Spade which have their price tags hidden within the handbags, clothing or other items. This price tags positioning method had underwent millions of dollars’ worth of psychological research together with approval by International Western Senior Management. In terms of mis en scene; Imagine that as a customer, would you be captivated by the beauty of the item from a reasonable distance or be IMMEDIATELY reminded of the price by the price tag hanging visibly on the item which also distract you from being motivated to pick the item up to explore more features (selling points). Other pros and cons could be written to you by your analysts through a whitepaper. Do you want to lower your brand to a budget departmental store like TARGET or justify your pricing strategy akin to your next door high end competitor at Emporium Mall? Would it be impossible to convert staff slack time (standing around & chatting) to spending a few minutes tucking the price tags into the bags or clothing to hide it from direct view? Please pardon my poor grammar and do understand that I write this with the purest of intention to see MYER survive and succeed. I herewith through my signature and acknowledgement in this letter relinquish my rights to all monetary benefits from my current and future ideas, feedbacks, and any/all other contributions to MYER and her subsidiary companies. | ||||
