Marvel Textiles is a well known fashion and textile retailer and manufacturer in Canada. The company's manufacturing operations largely serves to mass produce designs from other designers on a contract basis. Many of these products end up being sold in their retail stores. Marvel Textiles has two flagship stores in Toronto and Vancouver with smaller outlets across the country. These stores sell clothing from a number of different designers. Carol Danvers, the CEO of Marvel Textiles, noted that she originally envisioned her stores as a "one stop shop" for high end fashion. Their manufacturing operations have allowed unprecedented control over costs, allowing Marvel Textiles to offer high end fashion at a fraction of the price. However, with the increased competition from online retailers, sales have steadily begun to drop. Not only are online retailers able to match their low prices but they are able to offer an even wider breadth of products than would ever be possible at physical locations. They are increasingly serving as the "one stop shop" Marvel Textiles used to be. Customers that prefer to shop in physical stores have become more discerning and do not mind travelling to specific stores for specific brands. Carol believes that there is still a place for Marvel Textiles' physical stores, however she does not believe the company's current business model is still viable. She plans to launch a new clothing line and double down on individual customer service in each of her stores. Carol has already purchased a number of designer brands and the designs for Marvel Textile's clothing line is already well underway. She anticipates they will enter production in the next 6 to 12 months, at which time the company will begin moving away from offering other brands and the company's retail employees must be ready to offer the individualized customer service envisioned by Carol. Using Kotter's 8 Step Model, describe how Carol can successfully transition Marvel Textiles to the niche retailer described above. (8 marks)

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