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Could Nasty Gal have avoided bankruptcy? Explain your answer.direct-to-consumer orders. HighJumps implementa- according to industry experts. The company had also tion team customized the WMS software to optimize opened a 500,000-square-foot fulfillment center in the business processes that worked best for an e-commerce retailer that ships most of its items straight as well as two brick-and-mortar stores in Los Angeles to the customer, with a small subset going to retail stores. The WMS software was also configured to sup business, companies have to closely monitor produc port processes that would scale with future growth. Picking efficiency and fill rates shot up, with fill rates products at a scale big enough to make a profit. Nasty above 99 percent, even though order volume climbed. Gals mostly young staff focused too much on the cre Kentucky to handle its own distribution and logistics and Santa Monica. Even in the hyper-trendy fashion tion, distribution, and expenses for operations to move ative side of the business. Nasty Gal experienced tremendous growth in its early years, being named INC Magazines fastest growing retailer in 2012 and earning number one rank ment team, hiring sizzling junior talent from retail ing in Internet Retailers Top 500 Guide in 2016. By 2011, annual sales hit $24 million and then nearly S100 retail backgrounds clashed with the startup mentality. million in 2012. However, sales started dropping to $85 million in 2014 and then $77 million in 2015. Nasty grew, and she was sidetracked by other projects. She Gals rapid expansion had been fueled by heavy spend- wrote two books. The first, titled #Girlboss, described ing in advertising and marketing. This is a strategy used by many startups, but it only pays off in the long pophy and was adapted by Netflix into a show run if one-time buyers become loyal shoppers. Other- with Amoruso as executive producer. Employees com- wise, too much money is spent on online marketing like plained about Amorusos management style and lack banner ads and paying for influencers. If a company pays $70 on marketing to acquire a customer and that customer only buys once from it, the company wont remained on Nasty Gals board of directors until the make money. A company that spends $200 million to company filed for Chapter 11 bankruptcy on Novem make $100 million in revenue is not a sustainable bu ber 9, 2016. Between 2015 and 2016, Nasty Gal had ness. Nasty Gal had a leaky bucket situation: Once raised an additional $24 million in equity and debt it burned through its fundraising capital and cut down financing from venture-focused Stamos Capital Part- on marketing, sales continued to drop While it was growing, Nasty Gal built its manage- outlets such as Urban Outfitters. But their traditional As Nasty Gal expanded, Amorusos own fame also the founding of Nasty Gal and Amorusos business of focus. Amoruso resigned as chief executive in 2015 but ners LP and Hercules Technology Growth Capital Inc. Nasty Gal couldnt hold onto customers. Some were dissatisfied with product quality, but many were the company still had trouble paying for new inventory more attracted to fast-fashion retailers such as Zara and H&M, which both deliver a wider array of trendy clothes through online and brick-and-mortar stores at lower prices and are constantly changing their mer property on February 28, 2017, for $20 million to a rival chandise. The actual market for the Nasty Gal brand online fashion site, the United Kingdoms Boohoo. was quickly saturated. There was a limit to the num- com. Boohoo is operating Nasty Gal as a standalone ber of women Nasty Gal appealed to: Nasty Gal had website, but Nasty Gals stores are closing. Boohoo a California cool, young girl look, and it was unclear believes Nasty Gals arresting style and loyal customer how much it was attractive in other parts of the United base will complement Boohoo and expand global States and around the world. Even though the funding helped Nasty Gal stay afloat, rent, and other operating expenses Within weeks of filing for Chapter 11 protection, Nasty Gal sold its brand name and other intellectual opportunities for growth. Nasty Gal also wasted money on things that didnt Sorces: Sarah Chaney, How Nasty Gal Went from an $85 Million Com warrant large expenditures. The company quin pany to Bankruptcy. Wall Street Journal, February 24, 2017; Shan Li, tupled the size of its headquarters by moving into a 50,300-square-foot location in downtown Los Angeles in 2013-far more space than the company needed, Nasty Gal, Once a Fashion World Darling, Went Bankrupt: What Went Wrong?, Los Angeles Times, February 24, 2017: Case Study Nasty Gal, HighJump, 2016: and Yelena Shuster, NastyGal Founder Sophia Amoruso on How to Become a #Girl Boss Elle, May 15, 2014.

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Answer #1

American retailer Nasty Gal that specializes in fashion for young women founded by Sophia Amoruso in 2006 The company has customers in across 60 countries.Nasty Gal was named “Fastest Growing Retailer” in 2012 by INC agazine.

Nsty Gal is based in Los Angeles. The company was purchased by the BooHoo in 2017.

Yes nasty Gal avoided bankruptcy

1)plug your bucket :

Main problem at Nasty Gal is that customers werenot returning for repeat purchases reasons for “leaky bucket,” is ranging from quality product to the target brand narrow demographics, to competition from retailers offering a wider variety of products.

But the reasons behind Nasty Gal’s customer arenot important. At the end the bigger issue is that they werenot resolved and thus contributed to the company’s bankruptcy.

2)Don’t over-invest in infrastructure and overhead

Another reason Nasty Gal’s bankruptcy is over investment in infrastructure. InNasty Gal’s case, involved two brick-and-mortar stores, to a 500,000 square foot distribution center in Kentucky, toheadquarters visually stunning in downtown Los Angeles.

Opening a 50,300square foot location in downtown Los angels may be the last thing on your mind as a small ecommerce seller.

But that doesn’t mean that it isn’t possible to over-invest when lower the stakes.

3)pay attention to cash flow

Another main reason for nasty bankruptcy is donot pay attention to cash flow, sales of nasty Gal is downward from 100 $million to 85 $in 2014 anf 77$million in 2015 Falling sales compounded Nasty Gal’s over-investment in marketing and advertising.

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