Seasonal Markdown Pricing in Retail

We made the mistake once of running a blanket 40% off across our entire underwear range at the end of summer. The stock moved fast, but we noticed something in the next season: repeat customers held off on purchases until week 8. They were waiting for the sale. Took us two full seasons to undo that habit.

What works for us now at Mariner is a tiered approach that never touches our core products. We only mark down seasonal colors and limited runs. The classic white, black, and navy collections that make up about 65% of revenue never go on sale. Period. Customers learn quickly that those won't get cheaper.

For the seasonal pieces, we start with a "last chance" notification to our email list at 15% off, three weeks before the season ends. No public announcement. It feels like early access, not a clearance event. If stock remains after 10 days, we move to 25% off on the website but frame it as "making room for the new collection" rather than a fire sale.

The timing matters. We never discount within the first 6 weeks of a new season because that's when full-price sell-through is highest. And we cap the markdown window at 3 weeks total. When it's done, it's done. Leftover stock goes to a wholesale partner, not to a deeper discount.

One specific tactic that surprised us: bundling slow movers with bestsellers at a slight discount (buy 3, get 10% off if you include a seasonal color) outperformed straight markdowns by about 22% in revenue per transaction. The customer feels they got a deal. We protected the perceived value. And the sell-through rate on seasonal items hit 89% last winter compared to 71% the year before when we did flat discounts.

We plan end-of-season markdowns so they support our core message that value comes from materials, make, and longevity, not inflated status pricing. That means we keep pricing steady through the season and use a single, clearly defined end-of-season window to clear remaining units, rather than running frequent promotions that teach customers to wait. We also communicate the reasons for pricing in plain terms, so shoppers understand what they are paying for beyond a logo or hype. The best balance has come from limiting discounting to that brief, predictable period and keeping the focus on quality and timeless design the rest of the year.

I plan end-of-season markdowns by prioritizing cash flow through disciplined inventory management. A mentor on Savile Row taught me that cash flow matters more than short-term profit, and that lesson shapes every markdown decision. That means keeping inventory lean and making conservative, measured reductions only when necessary so we do not rely on heavy discounts to move stock. Timing and pricing are guided by inventory levels and cash flow needs rather than a fixed calendar, which helps avoid training shoppers to wait for deals.

What we like to do at my company are short, unannounced markdown sales at random times when we need to clear stock. We don't put them around the "usual" sales prices and do them only when needed. There's no pre-announcement and no repeated promotion. This is a nice surprise for customers who happen to be buying and those who aren't actively shopping probably don't know it happened.

Customers know that our sales end quickly and don't come at a certain time so they stop waiting and buy full price.

This approach has worked very well for my company, Mannequin Mall.