Mickey Drexler - J Crew
Fashion Retail Management
April 20, 2013
Mickey Drexler
“Can I have you attention, please? Can I have your attention, please?” “Play to win, not to lose” “That’s life in America” These are random sayings that Mickey Drexler spouts out throughout the day at the J Crew headquarters. Some would say that Mickey Drexler is over barring and over the top business man, but that is far from true. He may be over barring and over the top, but he when it comes to business he knows what he is talking about. Mickey Drexler believes when have to run a business to win! And he is determined to win.
Mickey Drexler known as the Merchant Prince is the C.E.O and the man behind J Crews ever growing popularity and success. Drexler describes a merchant as “someone who figures out how to select, how to smell, how to identify, how to feel, how to time, how to buy, how to sell, and how to hopefully have two plus two equal six. We buy and sell goods. We buy low and sell higher—that’s what we all do to make a profit. But I consider a merchant someone who has a certain intuition and instinct, and—very important—knows how to run a business, knows the numbers. Does the merchandise speak to you numerically? There’s a rhythm. You see goods as numbers. You see stores as numbers. And the numbers have to work out.” (Paumgarten) Drexler is good at what he does because he is smart and knows business and is not afraid to take a risk. More importantly he has surrounded himself with a team that is fashion savvy and creative. With all of these elements combined equals success. Our text, Retail Management describes merchandise management as “the process by which a retailer attempts to offer the right quantity of the right merchandise in the right place at the right time and meet the company’s financial goals. Buyers need to be in touch with and anticipate what customers will want to buy, but this ability to sense market trends is just one skill needed to manage merchandise
April 20, 2013
Mickey Drexler
“Can I have you attention, please? Can I have your attention, please?” “Play to win, not to lose” “That’s life in America” These are random sayings that Mickey Drexler spouts out throughout the day at the J Crew headquarters. Some would say that Mickey Drexler is over barring and over the top business man, but that is far from true. He may be over barring and over the top, but he when it comes to business he knows what he is talking about. Mickey Drexler believes when have to run a business to win! And he is determined to win.
Mickey Drexler known as the Merchant Prince is the C.E.O and the man behind J Crews ever growing popularity and success. Drexler describes a merchant as “someone who figures out how to select, how to smell, how to identify, how to feel, how to time, how to buy, how to sell, and how to hopefully have two plus two equal six. We buy and sell goods. We buy low and sell higher—that’s what we all do to make a profit. But I consider a merchant someone who has a certain intuition and instinct, and—very important—knows how to run a business, knows the numbers. Does the merchandise speak to you numerically? There’s a rhythm. You see goods as numbers. You see stores as numbers. And the numbers have to work out.” (Paumgarten) Drexler is good at what he does because he is smart and knows business and is not afraid to take a risk. More importantly he has surrounded himself with a team that is fashion savvy and creative. With all of these elements combined equals success. Our text, Retail Management describes merchandise management as “the process by which a retailer attempts to offer the right quantity of the right merchandise in the right place at the right time and meet the company’s financial goals. Buyers need to be in touch with and anticipate what customers will want to buy, but this ability to sense market trends is just one skill needed to manage merchandise
References: * Michael Levy, Barton Weitz, (2011). Retail Management. 8th ed.: McGraw Hill. * Nick Paumgarten, (2010). THE MERCHANT it’s all about the eye—and the numbers. The New Yorker.