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EXAMPLE 1.pdf

Marketing Plan by CC Lu

Submission date: 08-Jan-2022 02:49PM (UTC+0000) Submission ID: 167891325 File name: Marketing_Plan.docx (17.95M) Word count: 6568 Character count: 39107

FINAL GRADE

78/0

Marketing Plan GRADEMARK REPORT

GENERAL COMMENTS

Instructor

A well written and researched report showing a variety of valid and reputable sources.

It's clear to see the amount of work undertaken especially given that you are based over sea's and this is a UK based brand- well done for giving yourself this challenge.

You have critically analysed your information throughout.

You have answered all the areas of the brief- well done CC.

What Went Well

A clear and concise introduction to the report and brand in the Executive Summary and background.

You have researched into the mission statement well.

Good analysis of the financial data, it's great you have given context to the sales by looking at previous years.

A very well researched PESTLE stating the key external elements affecting the fashion industry and then analysing this for Superdry- good varied references being used.

Very good and relevant use of appendices.

It's great to see you have used primary research data to back up various elements throughout your report.

You have researched thoroughly into the company using the analysis tools including; PESTLE, SWOT, 7’S, COMPETITOR ANALYSIS, DIFFERENTIATION, PORTERS 5 FORCES to a very deep level using your critical analysis skills to feed into your strategy proposals.

Your SWOT concludes all your research well.

You have researched well into the market and customer looking at positioning, segmentation to determine the market and its target customer using strong critical analysis within your work

Your marketing objective are very clear where you have used your critical analysis skills to determine the key objectives based on the research carried out and the finding from this.

Good analysis on your Ansoffs matrix.

Your strategy proposals have been well developed from your findings in your situation analysis and have covered the required aspects clearly with strong justification throughout

Even Better If

You could have researched into segmentation variables using the Experian database and other available ones to deepen this research

Show how you have derived at your marketing budget.

Your KPI's could be more measurable in strategy 1.

You could have added further business models such as the Digital Marketing funnel and PESO to explain your strategies further.

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Comment 1

Good

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Comment 2

Very good

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Comment 3

Also review all the various marketing strategies they currently use here such as traditional and digital efforts.

Comment 4

Also review the people at the face of the brand in store.

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Comment 5

You could also consider the shopping process of the consumer in store and on-line.

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Comment 6

Very Good, you're showing original ideas and critical analysis

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Comment 7

Good

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Comment 8

Very Good

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RUBRIC: FMAN3001 MARKETING PLAN

RESEARCH (30%)

1ST 100% (100)

1ST 95% (95)

1ST 90% (90)

1ST 85% (85)

1ST 80% (80)

1ST 75% (75)

1ST 70% (70)

78.00 / 100

85 / 100

Depth of Research, adherence to referencing & academic underpinning with use of theories and business models

Displays exceptional degree of originality and creativity. Exceptional analytical, problem-solving and/or creative skills. No fault can be found with the work other than very minor errors, omissions or limitations.

Outstanding work showing a clear high level of understanding of the subject through its practice, interpretation or application. Written to an outstanding level and where applicable draws on a vast range of properly referenced reputable sources with outstanding use of theories and business models. Work of outstanding quality, evidenced by an ability to engage critically, analytically and creatively. Exhibits independent lines of argument and the strategic decisions have been developed to an outstanding level. Displays high degree of originality and/or creativity achieving an outstanding standard of technical accomplishment.

Extremely well developed work showing a clear and authoritative understanding of the subject through its practice, interpretation or application. Extremely well written and where applicable draws on a varied range of properly referenced reputable sources with excellent use of theories and business models. Demonstrates significant originality, creativity and/or insight. Significant evidence of ability to sustain an argument and/or concept, to think analytically, critically and/or creatively. Evidence of extensive study throughout. The strategic decisions have been developed to a deep level

2:1 65% (65)

2:1 60% (60)

2:2 55% (55)

2:2 50% (50)

3RD 45% (45)

and/or creatively. Evidence of extensive study throughout. The strategic decisions have been developed to a deep level

Demonstrates a thorough grasp of the relevant theories, concepts, principles, methods, and practices. Work is well written and where applicable draws on an appropriate range of properly referenced reputable varied sources. Shows a thorough contextual understanding of the marketing plan process. Displays the ability to develop and progress a good concept/argument with critical analysis that forms the decision-making process. The strategic decisions have been developed to a thorough level and are appropriately written and presented, synthesising material, to construct responses and demonstrate creative skills which reveal insight and may offer some originality.

Demonstrates an effective grasp of the relevant theories, concepts, principles, methods, and practices. Accurate, clearly written/presented and adheres to the referencing conventions appropriate to the subject and task, with a reasonable level of reputable varied sources. Shows an effective contextual understanding of the marketing plan process. Displays a reasonably good ability to develop and progress a concept/argument with critical analysis that forms the decision-making process. The strategic decisions have been developed to an effective level and are appropriately written and presented Demonstrates an appropriate degree of creativity, conceptual ability in the visual design of the project. Some limitations in the attainment of technical skills. A little evidence of originality and/or innovation within the project

Demonstrates an effective grasp of the relevant theories, concepts, principles, methods, and practices. Accurate, clearly written/presented and adheres to the referencing conventions appropriate to the subject and task, with a reasonable level of reputable varied sources. Shows an effective contextual understanding of the marketing plan process. Displays a reasonably good ability to develop and progress a concept/argument with critical analysis that forms the decision-making process. The strategic decisions have been developed to an effective level and are appropriately written and presented A little evidence of originality and/or innovation within the project

A response demonstrating an understanding of basic points and principles for the research and use of academic theories and business models to underpin the project. Sufficient enough to show that some of the learning outcomes have been achieved at a basic level. Displays a reasonable level of understanding and critical analysis within the marketing plan that forms the decision-making process The strategic decisions have been developed to a basic level and are appropriately

3RD 40% (40)

FAIL 35% (35)

FAIL 30% (30)

FAIL 25% (25)

FAIL 20% (20)

FAIL 15% (15)

FAIL 10% (10)

presented but are clearly derivative and insufficiently analytical. Very little or no originality and/or innovation within the project

A weak response which, while addressing some elements of the task, contains significant gaps, inaccuracies or deficiencies in the level of research and use of academic theories and business models to underpin the project Displays a weak level of understanding and critical analysis within the marketing plan that forms the decision-making process The strategic decisions have been developed to a weak level with significant gaps, inaccuracies or deficiencies to the task No originality and/or innovation within the project

A poor response demonstrating little relevant understanding displaying a poor level of research and use of academic theories and business models to underpin the project Displays a poor level of understanding and critical analysis within the marketing plan that forms the decision-making process The strategic decisions have been developed to a poor level with little adherence to the task No originality and/or innovation within the project

A very poor response demonstrating very little relevant understanding displaying a very poor level of research and use of academic theories and business models to underpin the project Displays a very poor level of understanding and critical analysis within the marketing plan that forms the decision-making process The strategic decisions have been developed to a very poor level with very little adherence to the task No originality and/or innovation within the project

FAIL 5% (5)

ANALYSIS (35%)

1ST 100% (100)

1ST 95% (95)

1ST 90% (90)

1ST 85% (85)

1ST 80% (80)

1ST 75% (75)

strategic decisions have been developed to a very poor level with very little adherence to the task No originality and/or innovation within the project

Displays virtually no evidence of research or use of academic theories and business models to underpin the project No evidence of understanding and critical analysis within the marketing plan that forms the decision-making process The strategic decisions haven’t been included or are insufficient No level of originality or innovation within the project

75 / 100

The use of critical analysis within the marketing plan that informs the decision-making process throughout

1ST 70% (70)

2:1 65% (65)

2:1 60% (60)

2:2 55% (55)

2:2 50% (50)

3RD 45% (45)

Demonstrates an effective grasp of the relevant theories, concepts, principles, methods, and practices. Accurate, clearly written/presented and adheres to the referencing conventions appropriate to the subject and task, with a reasonable level of reputable varied sources. Shows an effective contextual understanding of the marketing plan process. Displays a reasonably good ability to develop and progress a concept/argument with critical analysis that forms the decision-making process. The strategic decisions have been developed to an effective level and are appropriately written and presented A little evidence of originality and/or innovation within the project

3RD 40% (40)

FAIL 35% (35)

FAIL 30% (30)

FAIL 25% (25)

FAIL 20% (20)

FAIL 15% (15)

achieved at a basic level. Displays a reasonable level of understanding and critical analysis within the marketing plan that forms the decision-making process The strategic decisions have been developed to a basic level and are appropriately presented but are clearly derivative and insufficiently analytical. Very little or no originality and/or innovation within the project

FAIL 10% (10)

FAIL 5% (5)

STRATEGY (35%)

1ST 100% (100)

1ST 95% (95)

1ST 90% (90)

1ST 85% (85)

1ST 80% (80)

1ST 75% (75)

75 / 100

Strength and appropriateness of your marketing plan and strategic decisions with evidence of innovation and originality

1ST 70% (70)

2:1 65% (65)

2:1 60% (60)

2:2 55% (55)

2:2 50% (50)

of ability to sustain an argument and/or concept, to think analytically, critically and/or creatively. Evidence of extensive study throughout. The strategic decisions have been developed to a deep level

Demonstrates an effective grasp of the relevant theories, concepts, principles, methods, and practices. Accurate, clearly written/presented and adheres to the referencing conventions appropriate to the subject and task, with a reasonable level of reputable varied sources. Shows an effective contextual understanding of the marketing plan process. Displays a reasonably good ability to develop and progress a concept/argument with critical analysis that forms the decision-making process. The strategic decisions have been developed to an effective level and are appropriately written and presented A little evidence of originality and/or innovation within the project

3RD 45% (45)

3RD 40% (40)

FAIL 35% (35)

FAIL 30% (30)

FAIL 25% (25)

FAIL 20% (20)

FAIL 15% (15)

FAIL 10% (10)

FAIL 5% (5)

strategic decisions have been developed to a very poor level with very little adherence to the task No originality and/or innovation within the project

FMAN 3001 IN PERSON RECAP 7PS AND SEGMENTATION(2).pdf

THE 7P’S MARKETING MIX SEGMENTATION RECAP

WEEK 5 SEMINAR RECAP

TODAYS SESSION

• WE WILL RECAP ON THE FOLLOWING AREAS:

• THE 7 P’S MARKETING MIX

• SEGMENTATION

THE 7P’S MARKETING MIX

THE MARKETING MIX DEFINITION

The marketing mix can be described as “getting the right product to the chosen market segment at the correct time in the right place and for the right price”

Easey, 1995

“The term ‘Marketing Mix’ became

popularised after Neil H.Borden

published his 1964 article

The Concept of the Marketing Mix. He

began using the term in his teaching

in the late 1940’s after James Culliton

had described the marketing

professor as a “mixer of ingredients”

(www.netmba.com)

MARKETING MIX - THE 4P’S

• Product

• Price

• Place

• Promotion McCarthy 1960’s

7P’S

 The 4 p’s are based on the internal needs of a company

 The customer should be at the heart of the matter

 The extra 3 p’s were introduced:

PEOPLE

PROCESS

PHYSICAL EVIDENCE

YOU CAN CREATE A VISUAL TABLE OF

YOUR BRAND

YOU CAN CREATE A VISUAL TABLE AND ITS COMPETITORS

EXAMPLES

EXAMPLE – URBAN OUTFITTERS

PRODUCT

• GO THROUGH OF THE PRODUCT CATEGORIES AND GET A FEEL FOR

THE LOOK, STYLE, PRODUCT CATEGORIES, BRANDS (IF RELEVANT)

PRODUCT

PRICE

• LOWEST = GOOD £3.00 • LOWEST = BETTER £49 • HIGHEST BEST = £300

PLACE

• WHAT CHANNELS DO THEY SELL THEIR PRODUCTS THROUGH?

• ONLINE

• RETAIL STORES

• WHOLESALE (CONCESSIONS IN DEPARTMENT STORES AND THIRD PARTY WEBSITES

• SOCIAL SHOPPING

• POP UP STORES

• MARKET

• RE-SALE

• CATALOGUE

• OTHERS

PROMOTION

• EVIDENCE OF HOW THEY MARKET THEIR PRODUCTS (ADVERTISING

CAMPAIGNS, SOCIAL MEDIA, INSTORE PROMOTION

PHYSICAL EVIDENCE

• THE STORE ENVIRONMENT

• THE WEBSITE PRESENCE AND LOOK AND FEEL

• BRAND IDENTITY

PROCESS

• THE BUYER JOURNEY

• HOW A CUSTOMER SHOPS WITH THE BRAND

• EASE OF SHOPPING ACROSS CHANNELS

• IS IT AN OMNI CHANNEL RETAILER

• PAYMENT METHODS

• DELIVERY SERVICE

PROCESS

• ALSO FROM A MANUFACTURING POINT OF VIEW

• HOW QUICKLY DO THE Y GET THEIR PRODUCTS TO MARKET

• DO THEY USE SUSTAINABLE PROCESSES OF MANUFACTURING

PEOPLE

• SEARCH FOR THE BRANDS CORPORATE

WEBSITE (IF AVAILABLE)

• WORKERS RIGHTS, HOW THEY ARE TREATED,

THE HEAD OFFICE ENVIRONMENT

• THEIR CSR POLICY (CORPORATE SOCIAL

RESPONSIBILITY )

• https://www.urbn.com/home

• https://www.urbn.com/diversity-and-inclusion

https://www.urbn.com/home

https://www.urbn.com/diversity-and-inclusion

SEGMENTATION

• FINDING SIMILAR CHARACTERISTICS IN GROUPS OF CUSTOMERS

THAT CREATE A SEGMENT OF THE MARKET THAT YOU CAN TARGET

YOUR PRODUCTS AND MARKETING COMMUNICATIONS TO

SEGMENTATION TYPES

Geographic Demographic Psychographic Behavioural

Postcode

City

Country

Population density

Distance from a

certain location (e.g

store to home)

Climate

Time Zone

DominantLanguage

Age

Gender

Income

Occupation

Family Size

Life Stage

Religion

Marital Status

Education

Ethnicity

Social Class

Values

Goals

Needs

Pain Points

Hobbies

Personality Traits

Interests

Political Party

Affiliation

Sexual Orientation

Fashion adoption

level

Purchasing Habits

Buyer behaviour

Brand Interactions

Spending Habits

Customer Loyalty (to the

brand)

Actions taken on a

website

Usage rates

Benefits sought from

products

Price sensitivity

End use of productFahy, J, & Jobber, F. (2019)

SEGMENTATION

THIS REPRESENTS ALL OF YOUR CUSTOMERS

EXAMPLE FINDING SIMILAR CHARACTERISTICS

SEGMENT 1 – MEN AGED 18-24 WHO HAVE AN AVERAGE SPEND

OVER £200 ON BRANDS

SEGMENT 2 – MEN AGED 25-30 WHO ALSO HAVE AN AVERAGE

SPEND OVER £200 ON BRANDS

SEGMENT 3 – MEN AGED 31-40 WHO ALSO HAVE AN AVERAGE

SPEND OVER £200 ON BRANDS

WHAT SEGMENTATI ON METHOD DO YOU USE

FOR THIS PART?

Or a type of customer

e.g.

Frivolous Fashionistas

WHAT SEGMENTATI ON METHOD DO YOU USE

FOR THIS PART?

WHAT SEGMENTATI ON METHOD DO YOU USE

FOR THIS PART?

WHAT SEGMENTATI ON METHOD DO YOU USE

FOR THIS PART?

WHAT SEGMENTATI ON METHOD DO YOU USE

FOR THIS PART?

WHAT SEGMENTATI ON METHOD DO YOU USE

FOR THIS PART?

幻灯片 1: THE 7P’S MARKETING MIX SEGMENTATION RECAP
幻灯片 2: TODAYS SESSION
幻灯片 3: THE 7P’S MARKETING MIX
幻灯片 4
幻灯片 5: the Marketing Mix DEFINITION
幻灯片 6: Marketing Mix - The 4P’s
幻灯片 7: 7P’s
幻灯片 8: YOU CAN CREATE A VISUAL TABLE OF YOUR BRAND
幻灯片 9: YOU CAN CREATE A VISUAL TABLE AND ITS COMPETITORS
幻灯片 10: EXAMPLES
幻灯片 11: EXAMPLE – URBAN OUTFITTERS
幻灯片 12: PRODUCT
幻灯片 13: PRODUCT
幻灯片 14: PRICE
幻灯片 15: PLACE
幻灯片 16: PROMOTION
幻灯片 17: PHYSICAL EVIDENCE
幻灯片 18: PROCESS
幻灯片 19: PROCESS
幻灯片 20: PEOPLE
幻灯片 21: SEGMENTATION
幻灯片 22
幻灯片 23: Segmentation types
幻灯片 24: SEGMENTATION
幻灯片 25: EXAMPLE FINDING SIMILAR CHARACTERISTICS
幻灯片 26: WHAT SEGMENTATION METHOD DO YOU USE FOR THIS PART?
幻灯片 27: WHAT SEGMENTATION METHOD DO YOU USE FOR THIS PART?
幻灯片 28: WHAT SEGMENTATION METHOD DO YOU USE FOR THIS PART?
幻灯片 29: WHAT SEGMENTATION METHOD DO YOU USE FOR THIS PART?
幻灯片 30: WHAT SEGMENTATION METHOD DO YOU USE FOR THIS PART?
幻灯片 31: WHAT SEGMENTATION METHOD DO YOU USE FOR THIS PART?

FORMATIVE HAND IN PESTLE ANALYSIS(2).pdf

Formative hand in The pestle analysis

10th November 2023 11:59pm hand in

(this doesn’t receive a graded mark)

SUBMISSION

• ON THE LEARNING ZONE

• IN ASSIGNMENTS

• CLICK THE LINK - FMAN3001 FORMATIVE HAND IN (PESTLE ANALYSIS FOR THE MARKETING PLAN) - Submissions - Fashion Marketing - FMAN3001_2023_501 - De Montfort University (dmu.ac.uk)

• IF THIS DOESN’T WORK, USE THE LINK IN LEARNING ZONE

• SUBMIT YOUR WORK IN GOOD TIME BEFORE THE DEADLINE

• MAKE SURE YOU GO BACK AND CHECK THE ORIGINALITY/SIMILARITY RPORT (IT TAKES A FEW HOURS TO APPEAR)

https://learningzone.dmu.ac.uk/d2l/lms/dropbox/admin/mark/folder_submissions_users.d2l?db=8402&ou=54814

WHAT I’M LOOKING FOR

• SUBMIT THE PERTLE TABLE

• DO THOROUGH RESEARCH

• ENSURE YOU CITATE ALL SOURCES USED

• USE REPUTABLE RESOURCES INCLUDING ALL THOSE GIVEN IN THE SEMINARS AND THROUGH THE DMU LIBRARY SUBJECT GUIDE (SEE NEXT PAGE FOR OTHERS)

• YOUR ACADEMIC WRITING

• LEVEL OF CRITICAL ANALYSIS IN THE OVERVIEW AFTER THE PESTLE

• A REFERENCE LIST OF YOUR SOURCES THAT YOU HAVE CITED

OTHER RESOURCES

• USE REPUTABLE RESOURCES INCLUDING ALL THOSE GIVEN IN THE SEMINARS AND THROUGH THE DMU LIBRARY SUBJECT GUIDE

• OTHER RESOURCES NOT THROUGH THE LIBRARY:

OFFICE FOR NATIONAL STATISITCS, GOV.UK, DELOITTE, PWV, MARKETING WEEK

• ANY BOOKS LISTIED ON THE RESOURCES GUIDE

NOW – WORK ON YOUR PESTLE ANALYSIS

• I WILL COME ROUND AND HELP IF NEEDED

幻灯片 1: Formative hand in
幻灯片 2: SUBMISSION
幻灯片 3: WHAT I’M LOOKING FOR
幻灯片 4: OTHER RESOURCES
幻灯片 5: NOW – WORK ON YOUR PESTLE ANALYSIS

WEEK 1 EVENTS THAT CHANGED FASHION TRENDS (1)1(3).pdf

Events that change fashion trends

Learning outcomes To understand how External Macro factors then affect the fashion industry

To look at World changes through the ages that affected fashion to help understand future predictions

External influences of trend forecasting

Fashion changes mirror changes happening around the world (PESTLE)

Forecasting carried out 2 years in advance

Trend researchers will look at the macro environment:

Economic and cultural developments

Political influences

Weather and environmental predictions

Interior and architectural design

Art

Street Style

Behlings integrated theory model (1985) This explains the complexity of factors influencing fashion change

FASHION CHANGE

MEDIAN AGE OF

POPULATION

ECONOMIC HEALTH OF THE

COUNTRY

BAD SLOW FASHION

CHANGE

GOOD FAST FASHION CHANGE

TRICKLE DOWN

TRICKLE UP

OLD

YOUNG

Haute

Couture

& couture

High end fashion

Luxury designer & Premium brands

Middle Market

Mass Market

Value Market

Trickle down – Trickle down theory

Trickle down

Ideas from Couture and

runway shows filter down to influence the

high street

Trickle Up

Ideas from street fashion and cultural sub groups become a trend and eventually reach the designers

E. L. Brannon (2005) Fashion Forecasting

Trickle Across Theory Haute

Couture

& couture

High end fashion

Luxury designer & Premium brands

Middle Market

Mass Market

Value Market E. L. Brannon (2005) Fashion Forecasting

World Changes affecting fashion

World war 1 - The women went to do the men’s work

The styles were more masculine and practical

Coco Chanel revealed her 1stHaute Couture collection in 1916

2 piece jersey loved by women

World Changes affecting fashion

1918-1928 Women fight for the vote “The suffragettes”

The masculine Garcon look was on trend

World Changes affecting fashion

The great depression of 1929 with the collapse of the New York stock exchange

Mass unemployment lasting over 10 years

Mainly affecting the US, but also exporters from Europe

French fashion houses were affected

Ready to Wear collections were introduced

World Changes affecting fashion World war 2 – Women wore minimalist practical garments

Fabric was restricted including wool, silk, nylon, rubber and buttons (so less pockets)

A family were issued between 36-48 coupons to spend on clothing a year

http://www.fashion-era.com

World Changes affecting fashion Revolutionary fashions

After World War 2 – Christian Dior’s “New Look Collection” was seen as revolutionary The return of the traditional roles as the men returned from war A celebration of the woman’s femininity Fabric was no longer rationed

World Changes affecting fashion Subcultural events

In the 1960’s the US “Black is Beautiful” campaign fighting for black civil rights

Aiming to dispel the notion that black features were less attractive than white features

Trend for afro hairstyles showing a symbol of pride

World Changes affecting fashion 1960’s was a time of freedom with lots of changes in fashion from social changes

The contraceptive pill came out

Women were becoming more independent

Tights/pantyhose were introduced

Hippies campaigned for peace and love (CND)

World Changes affecting fashion Subcultural events

1979 The winter of discontent with many striking trade unions for wage rises

High youth unemployment in a recession

Margaret Thatcher came into power in 1979

The youth had an anti- establishment attitude

World Changes affecting fashion

80’s

A time of positive economic stability

High Interest rates

The Yuppie a fashionable young middle-class person with a well-paid job. Young Upwardly-mobile Professional’

New Romantics

World Changes affecting fashion

Early 1990’s recession

End of Thatcher – New government

Cool Britannia

Rave

Grunge

Girl Power

World Changes affecting fashion

2008 recession “the credit crunch”

total collapse of large financial institutions, bank bail outs, the housing bubble

Caused people to budget more

Value retailers, discount stores, ebay, 2nd hand shops and more basic styles became popular

World Changes affecting fashion

September 11 2001 attacks on the US

Consumer confidence dropped in the luxury market in the US

Great sense of patriotism

People feared more attacks

Technological changes

Street Surveys to online customer profiling

Basic phones to smart phones that change our buyer behaviour

Technological changes

Postman delivering parcels to delivery lockers, robots, drones, uber

Passing information around friendship groups to using social media for wider reach

Homework for the seminar

Collect articles from the research areas in the subject guide from the library and newspaper articles relating to what factors are affecting the fashion industry right now (positive and negative)

Think how they affect the fashion and marketing industry. What are the implications of these?

References

Fashion Promotion (Gwyneth Moore 2012)

Fashion Trends (Kim, Kim, Fiore 2013)

Default Section

幻灯片 1: Events that change fashion trends
幻灯片 2: Learning outcomes
幻灯片 3: External influences of trend forecasting
幻灯片 4: Behlings integrated theory model (1985)
幻灯片 5: Trickle down – Trickle down theory
幻灯片 6: Trickle Across Theory
幻灯片 7: World Changes affecting fashion
幻灯片 8: World Changes affecting fashion
幻灯片 9: World Changes affecting fashion
幻灯片 10: World Changes affecting fashion
幻灯片 11: World Changes affecting fashion Revolutionary fashions
幻灯片 12: World Changes affecting fashion Subcultural events
幻灯片 13: World Changes affecting fashion
幻灯片 14: World Changes affecting fashion Subcultural events
幻灯片 15: World Changes affecting fashion
幻灯片 16: World Changes affecting fashion
幻灯片 17: World Changes affecting fashion
幻灯片 18: World Changes affecting fashion
幻灯片 19: Technological changes
幻灯片 20: Technological changes
幻灯片 21: Homework for the seminar
幻灯片 22: References

WEEK 1 INTRODUCTION TO MARKETING PLANNING(1).pdf

WELCOME BACK

IMAGE REFERENCE https://www.pinterest.com/pin/258394097343462483/

THE MARKETING ENVIRONMENT

Week 1

EXPECTATIONS • Always refer to the learning zone virtual learning environment (VLE)

and emails for announcements

• https://learningzone.dmu.ac.uk/d2l/home

• Check your emails and spam email

• Attend lectures and seminars to get the most out of your year

• Respect others – No talking through the lectures

• Take notes in lectures

• You will be expected to contribute, mix with the class and present

• Bring laptops or smart phones to make classes

more interactive to use when asked to

• Sign up to the Poll Everywhere app

EXPECTATIONS

• If you have a problem or issue with the course/a module

• Escalate in the following manor;

• Speak to the module leader or your personal tutor If you feel

you can’t speak to these people contact the Programme Leader

– Fashion Buying Helen Burbidge helen.burbidge@dmu.ac.uk

• Fashion Management Fiona.bailey@dmu.ac.uk

• You can also speak to your course rep after this if you want this

to be brought up at a SSCC (student, staff consultative

committee). I will let you know who they are once this has been

finalised.

mailto:helen.burbidge@dmu.ac.uk

mailto:Fiona.bailey@dmu.ac.uk

MY HOURS

I work on Monday, Tuesday,Wednesday, Thursday 9-5pm

Friday 9-1pm

My office is VP 4.34

THE YEAR AHEAD – TERM 1

• Teaching is condensed into term 1

• 2 lectures and 2 seminars per week

• FBUY3001 has CAD training with Rakan Shuraqi and CAD support

tutorials from myself

• FMAN 3001 2 lectures and 2 seminars per week and optional tutorials

ASSESSMENTS FBUY 3001 30 CREDITS

FBUY3001 Title Weighting, submission date,

marks received date

Marketing plan

(Formative hand in)

PESTLE or social media

analysis

Hand in 10/11/23 (week 6)

Feed forward no mark

given

Marketing plan

(Summative final hand

in)

Creative Marketing Plan 100%

Hand in 08/01/24 (week

15)

Marks received 05/02/24

ASSESSMENTS FMAN 3001 30 CREDITS

FMAN3001 Title Weighting, submission date,

marks received date

Marketing plan report

(Formative hand in)

PESTLE or social media

analysis

Hand in 10/11/23 (week 6)

Feed forward no mark

given

Marketing plan report

(Summative final hand

in)

Creative Marketing Plan 100%

Hand in 22/01/24 (week

15)

Marks received 22/02/24

INTRO TO MARKETING PLANNING

Week 1

SESSION OUTLINE

• To review the

marketing planning

process framework

• This lecture will roll

over the next few

weeks to go through

the process

IMAGE REFERENCE https://www.slideshare.net/benmumbycroft/visual-marketing-plan-canvas

https://www.slideshare.net/benmumbycroft/visual-marketing-plan-canvas

LEARNING OUTCOMES

• To understand the

principles of marketing

planning

• To investigate relevant

sources of research into the

situation analysis part of a

marketing plan

IMAGE REFERENCE http://www.theleadershipnotebook.com/make-desk-work/

http://www.theleadershipnotebook.com/make-desk-work/

INTERESTING SERIES OF VIDEOS TO WATCH IN YOUR OWN TIME

• https://montfort.kanopy.com/video/part-5-

digital-marketing-and-social-media

https://montfort.kanopy.com/video/part-5-digital-marketing-and-social-media

FBUY 3001 Recap across your first

2 years of Fashion Marketing

FMAN 3001 Its important to read up on these

areas if you haven’t studied it before

Extra resources will be given in seminars

What is a marketing plan?

My first Word cloud -

Mentimeter

https://www.mentimeter.com/app/presentation/albwz39dddhswqd9hmutfujyrgc7v5v7/7rhkof1uwxvf/edit

Marketing Plan Definition

• The structured process of researching and analysing the marketing situation

• Developing and documenting marketing objectives and strategies then implementing, evaluating and controlling activities to achieve the objectives

• Assists in management control and implementation of strategy

• Informs participants of their roles in reaching the objectives

• A companies directors at the top set the objectives and mission

Why do think businesses

create marketing plans?

My first Word cloud -

Mentimeter

https://www.mentimeter.com/app/presentation/albwz39dddhswqd9hmutfujyrgc7v5v7/7rhkof1uwxvf/edit

Why do companies create a marketing plan • Acts as a road map

• Evaluates marketing opportunities for growth

• The marketing team have to create the strategy to meet the companies objectives

• An aspirational statement of what the business is and what it would like to be

Why do companies create a marketing plan

• The plan needs to demonstrate the internal organisational functions and the external market conditions

• These are the foundations of a marketing plan

IMAGE REFERENCE http://professionbiz.com/wp-content/uploads/2015/07/marketing_plan.jpg

http://professionbiz.com/wp-content/uploads/2015/07/marketing_plan.jpg

A MARKETING PLAN IS PART OF A BUSINESS PLAN

THE STAGES OF MARKETING PLANNING

Week 1

1 • Executive Summary

2 • Situation Analysis

• Marketing Objectives

• Marketing Strategy

• Tactics

• Implementation

• Control and Measure

• Situation Analysis

Where are we now?

• Objectives

Where do we want to be? Opportunities

• Strategies

How do we get there?

• Tactics

Which tools do we use?

• Activities, Actions, Analysis

What do we do and how do we measure it

• Control

Evaluation of activities and feedback?

REMEMBER THE ACRONYM SOSTAC

(Lea Greenwood 2013 p10)

TIMELINE

3-5 Year Strategic planning

(Top down Planning or Top Down Bottom up Planning)

And

1 year tactical planning (Bottom Up Planning)

IMAGE REFERENCE http://www.rightsourcemarketing.com/cms/wp-content/uploads/2013/11/How-to-Build-an-Effective-Content-Marketing-

Plan.jpg

http://www.rightsourcemarketing.com/cms/wp-content/uploads/2013/11/How-to-Build-an-Effective-Content-Marketing-Plan.jpg

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Company Overview Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary Overview of past sales history and the market situation (growth, stagnant or decline)

Situation Analysis – Research (Where we are now)

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis SWOT - Strengths and Weaknesses Opportunities and Threats

Situation Analysis - Determine the Market position, Market Share and Customer (Where we are now)

Determine segmentation, targeting and positioning

Key Market Segments – segmentation, Market Share Target Market/Customer Profile Positioning

CREATING A MARKETING PLAN

The Stages The flow of a marketing plan Considerations and Analysis Methods that can be Used

Set Marketing Objectives (Where we want to be)

Marketing Objectives How the company aims to grow Consider Ansoffs Matrix

Strategy Proposal (How you are going to get there

Marketing Strategies Proposal of what strategies need to be put in place to grow the business

Tactics Strategy Formulation

Marketing Strategy Methods and how to Implement

Tactics of marketing activities to help you achieve the objectives and mission

Actions How strategies will be Implemented.

Timeline of activities Budgets

Monitoring - challenges, risks and benefits

Evaluate and Control How you monitor performance Measuring success What are the KPI's How will the process be controlled. Contingency plan

Creating a marketing plan

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Stage 1 Goal Setting

Stage 1 Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary How the business is doing

Marketing spend

Stage 2 Situation Analysis

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis Porters 5 forces SWOT - Strengths and Weaknesses Opportunities and Threats

CREATING A MARKETING PLAN

PHASE 1 - EXECUTIVE SUMMARY

Background into the company

When it began, how it started

Who owns the company and CEO

About the product

Overview of marketing activity

proposals

Do at the end

What is a Mission Statement?

PHASE 1- MISSION STATEMENTS

• “Build the best product, cause no unnecessary harm, use business to inspire and

implement solutions to the environmental crisis”

• “To bring inspiration and innovation to every athlete in the world.”

• “To deliver beautifully designed product at an affordable price”

• “Our purpose is 'the happiness of all our members, through their worthwhile,

satisfying employment in a successful business”

• “Our mission to “be the world’s favourite for American style.”

PHASE 1- MISSION STATEMENTS

• “Build the best product, cause no unnecessary harm, use business to inspire and

implement solutions to the environmental crisis” PATAGONIA

• “To bring inspiration and innovation to every athlete in the world.” NIKE

• “To deliver beautifully designed product at an affordable price” NEXT

• “Our purpose is 'the happiness of all our members, through their worthwhile,

satisfying employment in a successful business” JOHN LEWIS

• “Our mission to “be the world’s favourite for American style.” GAP

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Company Overview Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary Overview of past sales history and the market situation (growth, stagnant or decline)

Situation Analysis – Research (Where we are now)

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis SWOT - Strengths and Weaknesses Opportunities and Threats

Situation Analysis - Determine the Market position, Market Share and Customer (Where we are now)

Determine segmentation, targeting and positioning

Key Market Segments – segmentation, Market Share Target Market/Customer Profile Positioning

CREATING A MARKETING PLAN

PHASE 1 - FINANCIAL SUMMARY

Financial aim

“We aim to increase sales turnover from £31.3 million to 35.7 in

the next financial year”.

The financials for the Marketing plan will be based on

Marketing Spend

How the marketing budget will be

spent this year

(Easey 2009 p240)

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Company Overview Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary Overview of past sales history and the market situation (growth, stagnant or decline)

Situation Analysis – Research (Where we are now)

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis SWOT - Strengths and Weaknesses Opportunities and Threats

Situation Analysis - Determine the Market position, Market Share and Customer (Where we are now)

Determine segmentation, targeting and positioning

Key Market Segments – segmentation, Market Share Target Market/Customer Profile Positioning

CREATING A MARKETING PLAN

SITUATION ANALYSIS “WHERE WE ARE NOW”

WE ARE GOING TO LOOK AT VARIOUS AREAS OF RESEARCH, TO

HELP YOU WITH YOUR STUDIES.

Drapers

HOMEWORK

• Watch the PESTLE research powerpoint in week 1. Read up on the

Marketing Environment (Internal and External) and how to carry

out a PESTLE.

• Then utilise all the areas of research shown in the last slide to find

relevant points for the PESTLE that allow you to look at the key

market trends

• Make sure you have watched the lecture on how certain world

events can change the marketing environment specifically for

fashion (available in week 1 of the blackboard shell) this will help

with your understanding if you didn’t attend the lecture

WEEK 1 PESTLE RESEARCH(6).pdf

PESTLE RESEARCH

ADVANCED FASHION MARKETING CLICK ON THE AUDIO

CONTENT

 To learn about what you can research into over the

summer to help you with the Advanced Fashion

Marketing Module FBUY3001

 To be able to understand how you can establish

consumer trends

• To research into understanding a PESTLE analysis

business model to allow you to apply it to your

assessment

CLICK ON THE AUDIO 1 CLICK ON THE AUDIO 2

CUSTOMER TRENDS AND MARKET TRENDS

• Its important to research into these;

This book and many more are available online through

the DMU library website.

• https://capitadiscovery.co.uk/dmu/items/1044534

• PAGES 90-115

Covers the Marketing Environment

that will help you with this

CLICK ON THE AUDIO

https://capitadiscovery.co.uk/dmu/items/1044534

ADAPTING TO THE ENVIRONMENT

• Retailers/Brands are subject to both

internal (micro) & external (macro)

environmental forces.

• Micro-controllable by the company

• Macro-beyond the company’s control

IMAGE REFERENCE http://i.imgur.com/KOdJT.png

CLICK ON THE AUDIO

http://i.imgur.com/KOdJT.png

Sociological/

Environment

Legal

CLICK

ON THE

AUDIO

MACRO-ENVIRONMENT

• The Macro-environment are forces that shape opportunities and

pose threats to businesses

• These forces can affect business and Marketing plans:

• Political

• Economic

• Sociological/Cultural

• Technological

• Legal

• Environmental/Natural

• Demographic

other factors that should be considered not featured in the PESTLE

CLICK ON THE AUDIO

WEEK 10 STRATEGY CASE STUDIES(1).pdf

Case Studies

Week 10

IMAGE LINK https://starngage.com/wp-content/uploads/2016/02/instagram-case-studies-fashion.jpg

https://starngage.com/wp-content/uploads/2016/02/instagram-case-studies-fashion.jpg

This Week • Look at case studies related to the strategies

discussed last week • Case Studies of: • TK Maxx • Zalando • Seasalt • Amazon • M&S • Vans • Uniqlo

• And more for you to look over in your spare time

Learning Outcomes

• To be able to apply relevant strategic directions to a retailers marketing plan

• To be able to understand the need for strategy and how it can be developed for many different scenarios

• The first 4 brands are case studies of brands that focuses on the impact of covid

• Deborah Dolce, group brand and marketing director at TK Maxx, said: “We wanted to recognise the difficult year that we've all had and at the same time offer a bit of joyful optimism. This charming ad is a playful reminder that the gift of giving is really special and can bring such sweet pleasure to all.

•

• Placing a great emphasis on two things : safety for our shoppers and staff

• An amazing selection of unique gifts at really affordable prices.

• https://www.youtube.com/watch?v=MgIig oL1Lro

https://www.youtube.com/watch?v=MgIigoL1Lro

Zalando • The German etailer has said it now expects

revenue to grow by between 20%-22% during its 2020

• The German etailer has said it now expects revenue to grow by between 20%-22% during its 2020

• our key strategic priorities: growing our active customer base, deepening customer relationships and driving our platform transition.”

• All 14,000 Zalando employees have been awarded a €500 (£448) bonus in recognition of their “exceptional” commitment during the pandemic.

• Zalando is also waiving commission for its brand partners using its Connected Retail program – its logistics and inventory-sharing initiative – until the first quarter of 2021.

•

• Supporting each other Partnered with landlords with a long term plan “We have been renegotiating our rent agreements with our landlords since the first lockdown”

50% sales moved to online, now using stores as a click and collect facility Using ITIM [Information Technology Investment Management] technology means we can fulfil online orders from our shops and allow a number of store colleagues to keep working safely through lockdown.

• They have just launched a new international website, which allows customers around the world to shop in their own currency and in their own language.

• Also sales through marketplaces such as Zalando, which was launched earlier this year, will also provide an opportunity for growth during the second lockdown.

The show must go on

• This is the story of a young dancer whose spirit and tenacity triumphs through the challenges of 2020. All with a little help from her family and community.

• Simon Morris, vice-president global creative at Amazon, said: “Our TV ad is inspiring by, and pays tribute, to the unbeatable human spirit and the power of community that we have witnessed so often this year.”

• https://www.youtube.com/ watch?v=gQdLD6kk960

https://www.youtube.com/watch?v=gQdLD6kk960

M&S

M&S not doing an xmas ad campaign

Discuss

https://www.marketingweek.com/marks- spencer-christmas-ad-campaign-tv/

https://www.marketingweek.com/marks-spencer-christmas-ad-campaign-tv/

Vans in China #ohmyvans

• Vans needed to maintain its voice and deliver its brand message among the young Chinese generation during the midst of the COVID-19 pandemic.

• The brand found that young people are actively creating short videos to express themselves on social media, authenticity of influencers is becoming more accepted by the younger generation.

https://www.warc.co m/content/article/van s-encourages-creative- expression-among- chinese-young- generation-with-oh- my-vans- challenge/133986

(warc 2020)

https://www.warc.com/content/article/vans-encourages-creative-expression-among-chinese-young-generation-with-oh-my-vans-challenge/133986

• Inspired by the waffle sole of Vans shoes, which can provide stability, Vans created a video challenge where consumers and influencers were asked to balance shoes on their heads.

• The campaign leveraged 12 influencers and harvested almost 60,000 high-quality user-generated content videos, attracting 350,000 people to the Vans official flagship store on T-mall.

• Objectives • Deliver creative self-expression

brand spirit to more youngsters and enhance Vans' leading position in youth culture.

• Drive traffic to Vans T-mall brand store to help business.

• Budget breakdown • 20% Brand Assets Creation • 52% Media Buy (APP opening

screen and TikTok challenge) • 28% Social Cooperation (paid

KOL/influencer/celebrity)

• Campaign participation – Leveraged 12 influencers and harvested almost 60,000 high-

quality user-generated content videos. – The campaign video views and engagements exceeded 490

million.

• Drive traffic to brand online store, T-mall? – 350,000 people logged on to the Vans official flagship store on T-mall

via the TikTok challenge page, which simultaneously drove the participation and interaction of consumers on the T-mall store.

– 157,000 new brand followers increased on T-mall during the ten-day campaign period, daily increased 148% vs before the campaign, and engagement on T-mall increased 124% vs before the campaign.

• Vans toned up its creative expression brand image among a younger group of consumers – Thousands of TikTok users commented that the #OH My Vans

campaign make them truly felt that Vans is a brand full of creativity. "Vans is truly a young, top notch and eddy role model, which always engages us to think out of box." Consumers commented. (Sourced from social media.)

• After opening its first store outside of Japan in 2001, UNIQLO had quickly risen to the world's third largest clothing store.

• Known for high quality, affordable fast fashion clothing staples such as down coats, denim, and t-shirts.

This case study explains how UNIQLO, a Japanese clothing retailer, launched its brand in Toronto, when there were lots of store closures (French Connection, MEXX, Guess, Aeropostale, Target)

(Warc 2017)

'From Tokyo to……had remained UNIQLO's proven global store launch strategy. It introduced people of a given city to UNIQLO's Japanese heritage, values, and the design philosophy behind the clothes it makes.

(Warc )

Outcome of the Market Research

• Would the global campaign be a success?

Torontonians did not care about Japanese heritage, it didn’t inspire them to buy

Torontonians did not see themselves in UNIQLO

Only 6% of people surveyed indicated that they felt the brand understood their lifestyle vs. other retail brands

Only 11% of people felt the clothes UNIQLO designed were different vs. other brands

(Warc )

Market Research

Ethnographic research

a distinct opportunity for

UNIQLO to champion the multiculturalism and inclusion that was a source of pride for Toronto and Canadians as a whole

Research said that UNIQLO's story and the philosophy that made their clothing different - and better - was not sufficiently interesting or motivating to ensure a successful launch.

Needed to move away from their tried and tested global launch strategy, 'From Tokyo to...' which spoke to the brand's Japanese heritage and design philosophy

(Warc )

• Toronto is one of the world's most multi-cultural cities, with over 140 languages being spoken within the greater city area.

• They met, interviewed and filmed the innovators of the city (from top chefs and stylists, notable filmmakers, entrepreneurs and activists) who both understood and influenced how the city functions, (its looks, feel, eats, shops and entertainments)

In-depth ethnographies (study of people and cultures) with Torontonians took them to people of all neighbourhoods, socio-economic backgrounds and ethnicities to learn about what makes Toronto great, ugly and welcoming

(Warc)

Findings

• In a city defined by diversity, open-mindedness and celebration of people's differences, a growing class divide was emerging, inflicting; subtle tones of prejudice and judgement that was pushing people, neighbourhoods, ethnicities and generations.

• For a brand whose mantra is 'clothing made for all,' the cultural tension created a clear vision

(Warc )

The objectives

• Stand for something. Develop a distinct point-of-view for UNIQLO in a category obsessed with celebrity and trends.

• Demonstrate that the brand can play a meaningful cultural role in Toronto.

• Drive awareness and sales, particularly during the critical opening weekend.

(Warc )

The brief The Insight: The same diversity that unites Torontonians, also divides us.

The Role for UNIQLO: connect the citizens of Toronto through 'clothing made for all.‘

The idea: #UncommonThread

The campaign expressed the brand's belief that self-expression through quality, stylish, and affordable clothing should be accessible to everyone, regardless of socio-economic status, religion,ethnicity, age or sexual orientation.

(Warc)

• To bring the program to life, they created fashion 'line- ups' that showcased how one piece of clothing could be worn in many different ways to unite us all while showcasing each person's individuality and style.

(Warc)

The results • Attendance and crowds during the opening weekend

were reminiscent of Black Friday sales.

• UNIQLO's first store in Toronto exceeded opening weekend sales expectations by 206% and had with 2100 shoppers on the 1st day

• It became 1 of the top North America store openings

(Warc)

In changing the store launch strategy and creative platform, it gave the brand meaning and distinctiveness and demonstrated the power of a regional strategy.

(Warc)

Case Study Channel Strategy

Pop up shop Betsy the van

Extra Case Studies

• I have included old case studies that I have used in the past as they show you a good mix of marketing strategies that businesses have used.

• Please look at these in your own time

Strategic change

• Clarks have had a tough few seasons

• CE Mike Shearwood “he was bullish about future growth at the footwear retailer, even though it has plunged into the red”.

• Embarking on various strategies to turnaround the business looking at;

• Supply chain

• International expansion

• Segmentation

• Store refit

• Design and innovation

(Drapers 2018)

When you think of Clarks….

• What are the positives you think of?

• What are the negatives you think of?

Manufacturing in the UK

• Clarks identified a need to supplement existing supply chain and bring down lead times

• They have a new manufacturing facility in Somerset, gone into production this year

• A multimillion-pound investment at an existing building within the Clarks headquarters site in Street, Somerset

(Drapers 2018)

• Will allow greater flexibility and innovation bringing design and manufacture together and a faster response to changing trends and consumer demand.

• Allow volume production through robot-assisted technology

• Allowing shorter lead times for global delivery

(Drapers 2018)

Manufacturing in the UK

• The company plans to roll out similar production units to other locations across the US, Europe and Asia this year

• Lead times can be up to 55 weeks, but by manufacturing in the UK – closer to the tannery in Leeds that supplies its leather – Clarks can cut this to between 13 and 19 weeks.

• capacity to produce up to 300,000 pairs of its Desert Boots per year.

(Drapers 2018)

Manufacturing in the UK

Segmentation Strategy

• Clarks’ biggest market by sales is the US and Asia-Pacific is also key for the retailer, making it a global retailer”.

• The turnaround plan includes a new segmented brand strategy, which allows it to target its products at a specific customer segment.

• The Clarks sub‐brands are supporting a segmented distribution strategy that aims to ensure each has the optimal channels for its target consumer.

(Drapers 2018)

• The seven sub‐brands are: Clarks; Kids; School; Originals; Bostonian for men; and Cloudsteppers and Unstructured for men and women.

• The perception of the Clarks brand is different in every market around the world. This allows them to target different consumer groups and broaden its customer base across global markets.

• “The strategy is about selling less and more at full price, to reduce discounting within the business,”

Segmentation Strategy

clarks

• Clarks has opened the first standalone store for its Originals sub-brand, in London’s Soho.

• The 344 sq ft Clarks Originals store at 32 Berwick Street stocks iconic Clarks styles such as the Desert Boot and Wallabee, as well as new additions Trigenic Flex and Trigenic Evo.

• It also houses a full seasonal range of product, including a mix of dressier and more casual styles.

• The store has been designed to look like an independent boutique, and will highlight exclusive collaborations and key product launches.

Clarks had success with their “Pure” store concept in Glasgow and Manchester which opened in May 2017, These are to be rolled out to 25 stores in the UK over the course of 2018.

(Drapers 2018)

Store re-fit

Design and Innovation

www.clarks.co.uk https://www.clarks.co.uk/the-world-needs- originals (Clarks.co.uk accessed 2018)

http://www.clarks.co.uk/

https://www.clarks.co.uk/the-world-needs-originals

M&S – Promotion Strategy

and sold very well. They then launched a khaki

IMAGE LINK https://i.pinimg.com/736x/e8/f9/93/e8f993e988e3babda2 c05814ec73b423.jpg

(The Times 2016)

https://i.pinimg.com/736x/e8/f9/93/e8f993e988e3babda2c05814ec73b423.jpg

Turnaround plan

Hobbs was a declining brand on the high street

CEO Meg Lustman, joined in 2014 creating a two-year turnaround programme that involved:

• shutting some stores

• streamlining its head office

• making improvements to its product ranges and online capabilities.

FIND IMAGE

(Drapers 2018)

Utilising new Channels

Hobbs, Whistles and Phase Eight are all owned by TFG London

“Hobbs is a brand people know, but do not necessarily think of – so the key to its success is to get in front of its customer”, CEO Meg Lustman

“We try to put ourselves in front of the customer where she chooses to shop, whether that’s a department store or an online marketplace. Other people’s platforms are important.”

(Drapers 2018)

• Now selling through concessions at Debenhams

(gaining a new customer base)

• There was some trepidation with the decision however…

• The Debenhams concessions aren’t cannibalising any other part of the business.

Utilising new Channels

(Drapers 2018)

• This influenced its international strategy. Hobbs appeals in countries where a high proportion of women work outside the home.

• Expanding into Bloomingdales New York

• Zalando the German etailer

• Strong in Northern Europe, Japan, Hong Kong (in Dec 2018)

Expanding internationally

(Drapers 2018)

• Hobbs’ most recent results, for the year to 28 January 2017, showed that gross profit grew 8.7% to £76.2m compared with the previous year, while sales were up 9% to £119.5m.

Positive sales

(Drapers 2018)

Case Study

Nike was founded in 1964, as Blue Ribbon Sports, by Bill Bowerman and Phil Knight, and officially became Nike, Inc. in 1971. The company takes its name from Nike, the Greek goddess of victory.

IMAGE LINK http://www.bing.com/images/search?view=detai lV2&ccid=CPtGhiVh&id=60F702DD1546DC4B49E 3601BCBE9D2D08CCB89D5&thid=OIP.CPtGhiVhS DqnaXGDcU5yPwEsDh&q=the+early+days+of+nik e&simid=608044706682896705&selectedIndex= 177&ajaxhist=0

http://www.bing.com/images/search?view=detailV2&ccid=LhpCyhX5&id=D5B FB12D20C0863B9EFE53D0E5BEC76651CE1E12&thid=OIP.LhpCyhX5vRhpovm9 sxBhcgEsA9&q=the+early+days+of+nike&simid=608038702336117273&select edIndex=199&ajaxhist=0

http://www.bing.com/images/search?view=det ailV2&ccid=yqkJtOIu&id=E93614D8C57D06FD1A 5E3917CFC17701A406EF97&thid=OIP.yqkJtOIu- Mc9cVBTMgLdHAEsDN&q=First+Nike+Shoe+197 2&simid=607991728270476595&selectedIndex =0&ajaxhist=0

(Warc)

http://www.bing.com/images/search?view=detailV2&ccid=CPtGhiVh&id=60F702DD1546DC4B49E3601BCBE9D2D08CCB89D5&thid=OIP.CPtGhiVhSDqnaXGDcU5yPwEsDh&q=the+early+days+of+nike&simid=608044706682896705&selectedIndex=177&ajaxhist=0

http://www.bing.com/images/search?view=detailV2&ccid=LhpCyhX5&id=D5BFB12D20C0863B9EFE53D0E5BEC76651CE1E12&thid=OIP.LhpCyhX5vRhpovm9sxBhcgEsA9&q=the+early+days+of+nike&simid=608038702336117273&selectedIndex=199&ajaxhist=0

http://www.bing.com/images/search?view=detailV2&ccid=1umNN5R3&id=19B8BC0 5A5F55E12C908F971C83922C872C8BEF9&thid=OIP.1umNN5R3K7p56wt6RMihIgEs Dl&q=NIKETOWN&simid=608044152639786069&selectedIndex=2&ajaxhist=0

(Warc 2017)

Case Study

Nike iD to customise shoes

Giving a personalised

experience

Nike Running club

Ellie Goulding

Community projects

Connect with local areas e.g. Santa Monica USA displaying sports uniforms of local high schools, with schedules of local runs on chalkboards in the dressing room

https://www.youtube.com/watch?v=xD5e- aFYDKU

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCJzxqLvYj8kCFQbPFAodFbYC1g&url=http://rainaxxmarie.tumblr.com/post/43090549707/ellie-goulding-running-for-nike&bvm=bv.107467506,d.d24&psig=AFQjCNEmUJ47kDX7I3oA5Irq84nz73_vNA&ust=1447582826949555

https://www.youtube.com/watch?v=xD5e-aFYDKU

Differentiation Strategy

A company clearly communicates to its customer a solution for their needs and wants.

Exit Strategy

How a product is different from another brands

Where a company no longer provides a product that it previously had or it sells it to another company

Turnaround Strategy

Where a company finds methods of improving failing business, by using other strategies to fulfil this

Expansion Strategy

Where a company seeks ways to extend its business beyond its current status

Ocean Strategy

Red Ocean Thinking

A company competes with another on a head to head basis

“the ocean turns red with the blood of the competitors”

Blue Ocean Thinking

Marketers create new value for customers to stimulate demand, offering innovative benefits that competitors don’t have

“like an unexplored deep blue ocean”

Segmentation Strategy

Marketers identify potential customers who share similar preferences, behaviours and values etc

Which strategy/Strategies are Nike using?

http://www.independent.co.uk/news/business/news/jigsaw-immigration-new-campaign-celebration-british-values-style-high-street-fashion-brand-a7999256.html

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwi15tPBso7XAhXB0xoKHbCQAyUQjRwIBw&url=http://serendipity2.com/work/jigsaw/&psig=AOvVaw2GqYxPZIriWZ9I6xF01euz&ust=1509110942296186

http://www.independent.co.uk/news/business/news/jigsaw-immigration-new-campaign-celebration-british-values-style-high-street-fashion-brand-a7999256.html

This case study describes how Jigsaw, a UK clothing retailer, returned to sales growth by targeting younger shoppers with a new message.

• Launched in 1972 with new ideas on "affordable quality", exciting design, a confident attitude and a fresh store experience

• Sales took a downturn in 2008

• Jigsaw was a brand in decline, due to competition from 'fast fashion' rivals, which led customers to see clothing as cheap and disposable.

• It was seen as a ‘mums brand’.

CEO Peter Ruis joined in 2013 And wanted to change the whole outlook of the business

“it's not enough just to do an ad campaign, we need an idea that organises what we do, integrates us and creates a new sense of purpose".

External research was carried out It had An older generation of shoppers (who were loyal) But.. 16-30 year olds had little or no relationship with Jigsaw

it had no perceived role in the new fast fashion system, and therefore little or no relevance.

"The feeling I get on Saturday, when I'm on the elevator with my friends heading down to Top Shop, you can't beat it. We've done our research in the magazines, and on line, all week. We know what's in there. Just let us at it".

• Research indicated that younger shoppers (the 16-20 year olds) were caught up in the excitement fast fashion and unlikely to change

• But slightly older shoppers (generally, 20+ years), who had been

• through their weekly cycles of "buy, dispose, repeat” were tired of over consumption

"The retailers push new stuff into their stores every week, and we mindlessly head down to the high street each Saturday to buy it. It can't be like this forever. I'm starting to look for something with a bit more quality."

Internal research was carried out to understand the company orientation. Workshops helped unite the company behind the idea of Style & Truth,

and acted as a catalyst to change across Jigsaw

The overall opinion was:

We hate fast fashion, but lack the conviction to oppose it.

We hate the replica mind-set

It lacks any sense of craft, imagination and quality

Style is personal, discovered and not dictated

A garment should last for life

Across Jigsaw, people were unsure whether to conform to, or oppose, fast fashion:

• The buyers were unsure whether to source for value or quality.

• HR were unsure whether to hire for conviction or commerciality.

• Store managers were unsure whether to lead or be led by the high street.

• Designers were unsure whether to follow the catwalk or their instincts.

If they were going to persuade people to change their thinking and behaviour, we had to offer them a different point of view.

The creative agency (Corner), helped them become the leader of the opposition, and set about challenging the failings of fast fashion.

Style & Truth campaign was born Based on the belief that "style is truth and fashion is lies",

The campaign strategy – To see Jigsaw clothes as long-lasting and an expression of independent and personal style

'Oppositional' ads made fun of fast fashion's herd mentality and disposability, on posters and in anew bi-annual customer magazine called Style & Truth.

The advertising challenged consumers and opinion formers, alike, to

think again about Jigsaw.

• The office mentality was changed throughout the company

• Empowering them to go against the norm

• The style & truth manifesto is shown around the business and stores as a reminder along with a bi-annual customer magazine

Following the campaign, the Jigsaw business has returned to growth, with a +13% increase in sales in 2014.

A Line

Which strategy/strategies are they using?

Type in the chat box

Turnaround Strategy

Where a company finds methods of improving failing business, by using other strategies to fulfil this

Segmentation Strategy

Marketers identify potential

customers who share similar preferences,

behaviours and values etc

Blue Ocean Thinking Marketers create new value for customers to stimulate demand, offering innovative benefits that competitors don’t have “like an unexplored deep blue ocean”

Exit Strategy How a product is different from another brands Where a company no longer provides a product that it previously had or it sells it to another company

Can anyone think of similar campaigns to this in the past?

• Adidas wanted to targeting teens around the world to launch its new NMD shoes.

• Adidas needed to reconnect with consumers and build relevance to compete with Nike and Underarmour in the US

Adidas Originals had always been associated with classic, "retro" silhouettes. Created in 2002 to re-issue the "Stan Smith" and the shell-toed "Superstar".

• Segmentation research showed that the brand's key market opportunity was with an emerging cohort of teens following in sport and fashion that needed to be reached

• In 2016, this new vision would hang on the launch of NMD, the first truly new sneaker that Adidas Originals had

• ever produced

• NMD had to hold the Originals business

• Their campaign “Strikethrough” had a 44% lower media budget, without the celebrity star power that the category had been built on rom the previous year

Commercial Objectives: Win on the streets. Win on Wall Street..

With much more aggressive sales targets

Goal:

• Sales to be +21% higher than the 2015 re-launch of the popular Tubular sneaker

• 1 million in Europe

• Match last year's impressive growth rate of 36%3

• Global Growth of adidas Originals within Adidas

Marketing Objectives:

As the hero shoe of 2016, and Original's first future-facing shoe, the NMD had to sell out

Communications Objectives: Win a new generation

They had to be sure we were connecting with the new audience . Their objective was to drive cultural relevance for Adidas

Originals and its products. Through:

1. Media Coverage:

The truest measure of cultural impact is earned media and word of mouth:

Earned impressions - could they deliver a similar level of "heat" as 2015, without the spend or

celebrities?

Who's covering us (inside and outside of street culture)?

What are they saying about us?

2. Engagement and Desire:

Street culture thrives on anticipation for new products, they sought to make NMD a coveted shoe before itlaunched globally:

Conversation in social - not just sentiment, passion.

3. Overall brand perception:

Increase Net Promoter Score: NPS is a global internal tool that measures the likelihood of a consumer

to recommend the Originals brand to a friend. Rising NPS would be a more powerful gauge of

credibility than measuring how much content gets shared on social platforms.

• Strategy

The brand would be heading into the future alongside a new generation.

NMD represented the optimistic future of Originals

Where the news was saying the opposite

Strategy

• The strategy for the creative work was to challenge the mainstream vision of the future, and inspire them to create their own.

• The iconic three-stripes are used to strike out the word "future" in order to re-define it.

• To connect with the young cohort, they would have to overcome their skepticism of brands and tap into their respect for those who take things into their own hands.

• They launched with an original song "Your future is not mine", musician, Daisy Hamel-Buffa,

• I'll never follow your path

• I'll make mine and I won't look back

• eight young, talented influencers are from key cities they wanted to achieve growth

• Used for print, digital and retail.

https://www.youtube.com/ watch?v=F1kd63fLt9k

https://www.youtube.com/watch?v=F1kd63fLt9k

• The track was in demand

• They partnered with Vice to tell additional stories of our influencers pursuing their passions and doing things differently.

• At the launch Futurehouse pop up was set up. The popup

• held a series of art installations, music performances, creative workshops, and screenings.

Effects in the market

• Future surpassed our wildest expectations and propelled the entire Originals lineup. We connected with our

• target in a meaningful way, and made a massive contribution to the business.

• It was the Most successful product launch in adidas Originals' history.

Engagement and Desire

• The film reached 6.5 million people with views spiking during the music awards and Presidential Debates.

• The track was played 1.8 Million times and added to playlists on Soundcloud, Spotify and iTunes.

• NMD was the subject of 5.88 Million social conversations, while Originals conversation volume reached 20.29 Million

Learnings • Spending less, but spending where it mattered: While our overall

budget was lower than last year, they didn't skimp on the production of campaign assets.

• Context is as powerful as the idea: Airing the "Future" film during the Presidential debate as the future of America was being decided the campaign sparked debate and shared the brand's point of view.

• Power comes from removing barriers, not making promises: Rather than putting celebrities and influencers on a pedestal like other fashion and sports brands, the influencers used in our communications were just a part of the story

http://markets.businessinsider.com/news/stocks/nike-stock-price-is-going-through-a- massive-transformation-to-keep-pace-with-the-competition-2017-10-1005709887

http://markets.businessinsider.com/news/stocks/nike-stock-price-is-going-through-a-massive-transformation-to-keep-pace-with-the-competition-2017-10-1005709887

Which strategy are they using?

Blue Ocean Thinking Marketers create new value for customers to

stimulate demand, offering innovative

benefits that competitors don’t have

“like an unexplored deep blue ocean”

Segmentation Strategy

Marketers identify potential customers who share similar

preferences, behaviours and

values etc

Red Ocean Thinking

A company competes with another on a head to head basis

“the ocean turns red with the blood of the competitors”

• Prada Group, repositioned its brand and evolved perceptions of the company.

• Prada Group wanted to highlight the achievements and purpose of the company outside of fashion shows and luxury goods.

• The New Perspectives campaign showed the various projects the company had been involved in on a website platform, www.csrpradagroup.com

• Utilising a launch, engagement events, social media and newsletters

• Prada aimed to show their passion for culture, beauty and social commitment, to let people discover and experience, Prada Group with new eyes.

• In the context of global economic crisis where uncertainty and fear affects everyone

• Prada aimed to talk about fashion as a world where good can be done and happiness can be spread as a gift for people around the world.

• To change perceptions in an emotional beneficial way

The main objectives:

• Create a world-wide new perspective on the Prada Group

• Unveil and communicate the social impact historical commitment of the Group

• Extend the Prada Group's positioning beyond luxury and fashion

• Evolve existing perception of Prada Group and its brand

• A multichannel integrated campaign

• Where people are invited to experience areas they have been involved in for 30 years:

• culture

• talent promoting

• the arts

• monuments restoration, landscape reconstitution, re-outfitting existing

• Buildings

• tributes to the artistic heritage

• local community support http://csr.pradagroup.com

http://csr.pradagroup.com/

• The communication plan was to be implemented both on local and international level – off and online , to gain visibility in all the phases in all touch points. This plan included:

• Launch event

• Engagement events

• PR Campaign

• Dedicated publication

• Social media campaign

• Newsletter program

幻灯片 1: Case Studies
幻灯片 2: This Week
幻灯片 3: Learning Outcomes
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幻灯片 6: Zalando
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幻灯片 9: The show must go on
幻灯片 10: M&S
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幻灯片 18: Outcome of the Market Research
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幻灯片 21: Findings
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幻灯片 28: Case Study Channel Strategy Pop up shop Betsy the van
幻灯片 29: Extra Case Studies
幻灯片 30: Strategic change
幻灯片 31: When you think of Clarks….
幻灯片 32: Manufacturing in the UK
幻灯片 33: Manufacturing in the UK
幻灯片 34
幻灯片 35: Segmentation Strategy
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幻灯片 37: clarks
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幻灯片 39: Design and Innovation
幻灯片 40: M&S – Promotion Strategy
幻灯片 41: Turnaround plan
幻灯片 42: Utilising new Channels
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幻灯片 44: Expanding internationally
幻灯片 45: Positive sales
幻灯片 46: Case Study
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幻灯片 49: Case Study
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幻灯片 62: A Line
幻灯片 63
幻灯片 64: Can anyone think of similar campaigns to this in the past?
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WEEK 2 THE MACRO MARKETING ENVIRONMENT (EXTERNAL)1.pdf

THE MARKETING ENVIRONMENT

The Macro Environment

Week 2 (lecture 2)

LEARNING OUTCOMES

 To understand an internal and external audit

 To be able to analyse internal and external factors in

the marketing environment to understand how it

affects marketing planning

• To be able to understand the PESTLE and SWOT

business models to allow you to apply it to your

assessment

ADAPTING TO THE ENVIRONMENT

• Retailers/Brands are subject to both

internal (micro) & external (macro)

environmental forces.

• Micro-controllable by the company

• Macro-beyond the company’s control

IMAGE REFERENCE http://i.imgur.com/KOdJT.png

http://i.imgur.com/KOdJT.png

Sociological/

Environment

Legal

PESTLE

• • Analysing the external environment

• (PESTLE plus competition: political, economic,

• social/cultural/ethical, technological, legal,

ecological and competitive factors)

External audit examines

• Competitive factors

• Differentiation, cost and marketing advantages

• Barriers to entry, power of buyers and suppliers

• Availability of product substitutes

• What makes competitors successful or unsuccessful

• Future changes to competitive situation

• What customers value and what company values

Trends affecting marketing plans today

• Dynamic business environment

• Focus on customer relationships

• Interest in brand reputation

• Intense competition

• Social media interactions

• Increased focus on price

• Social responsibility

MACRO-ENVIRONMENT

• The Macro-environment are forces that shape opportunities and

pose threats to businesses

• These forces can affect business and Marketing plans:

• Political

• Economic

• Sociological/Cultural

• Technological

• Legal

• Environmental/Natural

• Demographic

Can you think of other factors that should be considered not featured

in the PESTLE

MACRO-ENVIRONMENT

• PESTLE ANALYSIS

• Read further about other models:

• DEEPLIST

(Finlay, P. Strategic management: an

introduction to business and corporate

strategy. Harlow, Essex: Financial Times

Prentice Hall. 2000)

DEMOGRAPHIC

• Looks at age, gender, race, occupation etc

of the population

• These pose opportunities and challenges

• E.g in China 25 years ago there was a

rapidly growing population

• Regulations were passed by the

government only allowing 1 child per

household

• Marketers keep a close eye on the changes in demographics to

cater to the right audience.

• Marketers also look at the generations of consumers,

geographic shifts and diversity of consumers

IMAGE REFERENCE http://www.istockphoto.com/gb/photo/chinese-family-in-the-park-gm513272415-47808810?esource=SEO_GIS_CDN_Redirect

http://www.istockphoto.com/gb/photo/chinese-family-in-the-park-gm513272415-47808810?esource=SEO_GIS_CDN_Redirect

POLITICAL ENVIRONMENT

• Marketing decisions are strongly affected by developments in

politics, consisting of:

• The EU implemented the single European act which established

the free movement of goods, services, people and money along

with the Maastricht treaty with countries signing up to the single

currency

• Terrorist threats

• Political unrest

• BREXIT

• Not just UK but International

• COVID-19

• War in Ukraine

IMAGE REFERENCE https://www.dailyrecord.co.uk/news/politics/boris-johnson-braced-

ministerial-resignations-18658011

https://www.dailyrecord.co.uk/news/politics/boris-johnson-braced-ministerial-resignations-18658011

ECONOMIC ENVIRONMENT

• The economic environment affects peoples spending

power and spending patterns

• Credit Crunch/Recession

• Changes in government

• Economy crashes

• Rising household costs

IMAGE REFERENCE https://i.ytimg.com/vi/IF9YsVpZnSE/hqdefault.jpg

https://i.ytimg.com/vi/IF9YsVpZnSE/hqdefault.jpg

BEHLINGS INTEGRATED THEORY MODEL (1985)

This explains the complexity of factors influencing fashion change

FASHION

CHANGE

MEDIAN AGE

POPULATION

ECONOMIC

HEALTH OF

THE COUNTRY

BAD

SLOW FASHION

CHANGE

GOOD FAST

FASHION

CHANGE

TRICKLE

DOWN

TRICKLE UP

OLD

YOUNG

SOCIAL AND CULTURAL ENVIRONMENT

• The different effects from society that

may shape your values and beliefs

• Socially we can be influenced by the

media and influences in the world

around us

Beliefs can be passed on from parents, reinforced by schools,

churches, businesses and governments

even celebrities, friends, communities and influencers

SOCIOLOGY – Is the study of;

Society

Patterns of social relationships

Social interaction

TECHNOLOGICAL ENVIRONMENT

• This is the most dramatic force

now shaping our destiny

• Technology has created good and

bad aspects to out lives:

•Good- Antibiotics, Organ transplants, mobile phones

and the internet

•Bad- Nuclear missiles, chemical weapons, assault rifles

•RFID technology, the Metaverse

•New technology kills off old technology, if companies

don’t keep up they will decline

IMAGE REFERENCE https://nerdssupport.com/wp-content/uploads/2015/12/New-Technology.jpg

https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiljYX75MLWAhUBmRQKHZ2BA00QjRwIBw&url=https://nerdssupport.com/blog/top-10-hottest-technology-inventions/&psig=AFQjCNEe6OyoJXxr35-6FmoDx895WYZlXw&ust=1506513131326685

https://nerdssupport.com/wp-content/uploads/2015/12/New-Technology.jpg

LEGAL ENVIRONMENT

• Laws and legislations, Government agencies, Pressure groups etc

• Competition laws – promote fair competition in markets

• Fair trade practices

• Environment protection

• Product standards

• Quotas

• Taxes

IMAGE REFERENCE https://ak6.picdn.net/shutterstock/videos/24234176/thumb/1.jpg

http://www.thefashionlaw.com/about

http://www.fashionlaw.co.uk/site/blog/

https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjtjObx5cLWAhXHQBQKHf6vDuIQjRwIBw&url=https://www.shutterstock.com/video/clip-12357074-stock-footage-law-justice-litigation-concept-with-gavel-and-hammer.html&psig=AFQjCNGltTtbb4PN6LA1qwBlZAJCY3woxA&ust=1506513351400220

https://ak6.picdn.net/shutterstock/videos/24234176/thumb/1.jpg

http://www.thefashionlaw.com/about

http://www.fashionlaw.co.uk/site/blog/

NATURAL ENVIRONMENT

• This involves natural resources that are needed for

industry and environmental issues in the world

• Air and water pollution, global warming

• Natural resources shortages

• Natural disasters

• Green taxes

IMAGE REFERENCE https://cdn.indiancountrymedianetwork.com/wp-content/uploads/Maine-North-Woods-iStock1.jpg

https://cdn.indiancountrymedianetwork.com/wp-content/uploads/Maine-North-Woods-iStock1.jpg

SELF DIRECTED STUDY TIME

• Between now and the next lecture go to the library and get a marketing

book that covers THE EXTERNAL ENVIRONMENT or THE MACRO

ENVIRONMENT or PESTLE (Most marketing books do – see the references

at the back)

• Then start to build up factors specific to the fashion industry for your PESTLE

• Write a proposal for your project then please fill one in ready for your

second seminar

SUMMARY • From the information given in the lecture today you will be able to

research and create a PESTLE analysis

• This is essential for the assignment

• The PESTLE is an important tool used to create a Marketing plan to

assess the marketing environment

WEEK 2 THE MICRO (INTERNAL) ENVIRONMENT WITH NOTES (1) (1)(1).pdf

THE MICRO ENVIRONMENT

WEEK 2 (1ST LECTURE)

LEARNING OUTCOMES

• To understand an internal and external audit

• To be able to analyse internal and external factors in the

marketing environment to understand how it affects

marketing planning

• To be able to understand the PESTLE and SWOT business

models to allow you to apply it to your assessment

MACRO/MICRO-ENVIRONMENT

Analyse the current situation

External audit

• PESTLE factors

• Political

• Economic

• Social–cultural

• Technological

• Legal

• Enviromental

Sociology’s subject matter is diverse, ranging from crime to religion, from the family to the state,

from the divisions of race and social class to the shared beliefs of a common culture, and from

social stability to radical change in whole societies.

Analyse the current situation

Internal audit

• Mission statement

• Resources

• Offerings

• Capabilities (technical, data, stream lining operations,

logistics)

• Business relationships

• Previous results

• Key issues

Based on the business rather than product specific

Internal strengths and weaknesses

Product (over all not product specific e.g sportswear, footwear)

Customer focus

Manufacturing strengths/weaknesses

AUDITING

Organisational strengths and weaknesses

Staff- When undertaking an audit you need to look at staffing.

Retain the good staff. Redundancies may need to be carried out.

Based on: Length of

service/performance

levels/skills/flexibility/creativity

Financial Strengths/weaknesses

Cash flow

Profitability – Products/Departments

need to be profitable.

Boston Matrix would be considered

AUDITING

Company Orientation

A companies attitude permeates outwards

Is the company product focussed or customer focussed?

Is it market research focussed?

IMAGE REFERENCE

http://static2.uk.businessinsider.com/image/547f3366dd08953

60f8b4665-1200-858/agm.jpg

IMAGE REFERENCE

http://res.cloudinary.com/www-virgin-com/virgin-com-

prod/sites/virgin.com/files/Articles/Richard%20Branson/quotes/Quot

e44_look_after_staff_1238x920_0.jpg

http://static2.uk.businessinsider.com/image/547f3366dd0895360f8b4665-1200-858/agm.jpg

http://res.cloudinary.com/www-virgin-com/virgin-com-prod/sites/virgin.com/files/Articles/Richard%20Branson/quotes/Quote44_look_after_staff_1238x920_0.jpg

Applying SWOT analysis

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Stage 1 Goal Setting- Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary Overview of past sales history and the market situation (growth, stagnant or decline)

Stage 2 Situation Analysis

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis SWOT - Strengths and Weaknesses Opportunities and Threats

Stage 3 Determine the Market and Customer

Determine segmentation, targeting and positioning

Key Market Segments - segmentation Target Market/Customer Profile Positioning

CREATING A MARKETING PLAN

Internal audit examines

• Core competencies

• Resources: human, financial, informational and supply

• Current offerings

• Previous performance

• Business relationships

• Key issues

THE MICRO-ENVIRONMENT

• When creating a companies marketing plan, marketing success requires

building relationships with other parts of the company including:

• These are controllable

• Customers

• The internal companies departments

• Competitors

• Suppliers and manufacturers

• Marketing intermediaries (agents, distributors, wholesalers, franchises,

licensees

• Publics

CUSTOMERS

• All departments must, “think customer” and should work in

harmony to provide superior customer value and satisfaction

IMAGE REFERENCE http://arcadia.tmpcdn.net/media/1029/arcadia_homepage_onthepulse_v_40fc36.jpg

http://arcadia.tmpcdn.net/media/1029/arcadia_homepage_onthepulse_v_40fc36.jpg

THE MICRO-ENVIRONMENT

• When creating a companies marketing plan, marketing success requires building

relationships with other parts of the company including:

• These are controllable

• Customers

• The internal companies departments

• Competitors

• Suppliers and manufacturers

• Marketing intermediaries (agents, distributors, wholesalers, franchises, licensees

• Publics

THE COMPANIES DEPARTMENTS

• The company has to provide the best products and satisfy the

needs of the customer

IMAGE REFERENCE https://www.goalcast.com/wp-content/uploads/2017/07/company-culture-office-environment.jpg

https://www.goalcast.com/wp-content/uploads/2017/07/company-culture-office-environment.jpg

THE MICRO-ENVIRONMENT

• When creating a companies marketing plan, marketing success requires

building relationships with other parts of the company including:

• These are controllable

• Customers

• The internal companies departments

• Competitors

• Suppliers and manufacturers

• Marketing intermediaries (agents, distributors, wholesalers, franchises,

licensees

• Publics

COMPETITION

• An awareness of the competition is essential to compete

and stay ahead and remain innovative

•E.g Nokia v Iphone

•The strategy needs to be right for

the individual company. One

strategy for a large company may

not work for a smaller company.

IMAGE REFERENCE https://image.slidesharecdn.com/3310-smartphone-130622054017-phpapp01/95/nokia-3310-vs-iphone-1-638.jpg?cb=1371880200

https://image.slidesharecdn.com/3310-smartphone-130622054017-phpapp01/95/nokia-3310-vs-iphone-1-638.jpg?cb=1371880200

THE MICRO-ENVIRONMENT

• When creating a companies marketing plan, marketing success requires

building relationships with other parts of the company including:

• These are controllable

• Customers

• The internal companies departments

• Competitors

• Suppliers and manufacturers

• Marketing intermediaries (agents, distributors, wholesalers, franchises,

licensees

• Publics

SUPPLIERS

• The suppliers provide the resources needed by the company for its goods

and services.

• Goods need to be supplied on time

• Price fluctuations must be managed

• The suppliers values must match the retailer or reputation may be

tarnished

IMAGE REFERENCE https://www.channelnomics.eu/w-images/ce298423-2939-4132-b6a3-4744341e7698/0/handshakebusinessfamilysoutheastasia-580x358.jpg

https://www.channelnomics.eu/w-images/ce298423-2939-4132-b6a3-4744341e7698/0/handshakebusinessfamilysoutheastasia-580x358.jpg

THE MICRO-ENVIRONMENT

• When creating a companies marketing plan, marketing success requires

building relationships with other parts of the company including:

• These are controllable

• Customers

• The internal companies departments

• Competitors

• Suppliers and manufacturers

• Marketing intermediaries (agents, distributors, wholesalers, franchises,

licensees

• Publics

THE MARKETING INTERMEDIARIES

• The retailer must partner effectively with the intermediaries to optimise performance and

create value to the customer;

• This includes wholesalers, licensees, franchisees, partnerships etc

THE MICRO-ENVIRONMENT

• When creating a companies marketing plan, marketing success requires

building relationships with other parts of the company including:

• These are controllable

• Customers

• The internal companies departments

• Competitors

• Suppliers and manufacturers

• Marketing intermediaries (agents, distributors, wholesalers, franchises,

licensees

• Publics

PUBLICS

• Financial publics; influence the companies ability to obtain funds (banks, shareholders, investment houses)

• Media Publics; Press, radio, TV, websites, social media

• Government publics (lawyers)

• Citizen action publics (consumer organisations, environmental groups, minority groups)

• Local publics (local communities)

• General public

SUMMARY

• ANALYSING BOTH THE INTERNAL AND EXTERNAL ENVIRONMENT

HELPS ASSESS THE SITUATION ANALYSIS THOROUGHLY

• THERE ARE VARIOUS OTHER WAYS THAT WILL BE EXPLORED TO

ANALYSE THE BUSINESS FULLY

• THE PESTLE SHOULD BE DONE FIRST, AND THE SWOT SHOULD BE

DONE LAST ITH ALL THE OTHER RESEARCH IN BETWEEN

幻灯片 1: THE MICRO ENVIRONMENT
幻灯片 2: Learning outcomes
幻灯片 3: Macro/MICRO-environment
幻灯片 4
幻灯片 5
幻灯片 6: Auditing
幻灯片 7: Auditing
幻灯片 8: Auditing
幻灯片 9
幻灯片 10: Creating a marketing plan
幻灯片 11
幻灯片 12: The Micro-environment
幻灯片 13: Customers
幻灯片 15: The Micro-environment
幻灯片 16: The companies departments
幻灯片 17: The Micro-environment
幻灯片 18: Competition
幻灯片 19: The Micro-environment
幻灯片 20: Suppliers
幻灯片 21: The Micro-environment
幻灯片 22: The Marketing Intermediaries
幻灯片 23: The Micro-environment
幻灯片 24: Publics
幻灯片 25: SUMMARY

WEEK 3 MARKETING PLANNING STAGE 2 SITUATION ANALYSIS(2).pdf

Marketing Planning Situation Analysis

WEEK 3 (LECTURE)

Learning Outcomes

▪ To further understand stage 2 of Marketing Planning:

Looking at

Market Research

The Marketing Mix 7 p’s

Porters Five Forces (from the seminar)

Competitor analysis and retail trends

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Stage 1 Goal Setting

Stage 1 Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary How the business is doing Marketing spend

Stage 2 Situation Analysis

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis Social Media Analysis SWOT - Strengths and Weaknesses Opportunities and Threats

The Marketing Plan Process

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Stage 1 Goal Setting

Stage 1 Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary How the business is doing Marketing spend

Stage 2 Situation Analysis

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis Social Media Analysis (optional) Porters 5 forces (optional) SWOT - Strengths and Weaknesses Opportunities and Threats

Creating a Marketing Plan

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Stage 1 Goal Setting

Stage 1 Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary How the business is doing Marketing spend

Stage 2 Situation Analysis

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis Social Media Analysis optional

SWOT - Strengths and Weaknesses Opportunities and Threats

Creating a Marketing Plan

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Stage 1 Goal Setting

Stage 1 Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary How the business is doing Marketing spend

Stage 2 Situation Analysis

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis Social Media Analysis Porters 5 forces optional SWOT - Strengths and Weaknesses Opportunities and Threats

Creating a Marketing Plan

Stage 2: Research and analyse

markets and customers

▪ Research customer needs, perceptions and behaviour

▪ Understand the market and any changes

▪ Plan for marketing activities

Phase 2 - Situation Analysis Where are we now? What might be happening?

Changing buyer behaviour Must react to the changes

Understanding the market and customers

From the research carried out we need to ask

Who is doing the buying and Why?

How are buying habits changing and why?

What products and categories are in demand?

Establish peoples perception of the brand

Disruptor Brands

▪ There are two key forces driving disruption: younger consumers’ preference for novelty and advancements in both digital technology and social media. (BOF 2019)

One the UK’s top 100 private companies with the fastest-growing profits, with profit growth of 152%. (Drapers) https://www.byrotation.com/h

ow-it-works

By Rotation – disrupting companies (rent the runway and girl meets dress) in the rental trend

https://www.byrotation.com/how-it-works

Digital Disruptors

https://www.trouva.com/?utm_source=google&utm_medium=cpc&utm_campaign=brandedcampaign&gclid=CjwKCAjw_Y_8BRBiE iwA5MCBJoKR4qfojFuIm5RH4nrTxTHGJhd7PFt-L2mZWwgrZ3CKiLluR9SwJBoCS5YQAvD_BwE

https://www.youtube.com/watch?v=-k3NrQAii9c&feature=emb_title

https://www.trouva.com/?utm_source=google&utm_medium=cpc&utm_campaign=brandedcampaign&gclid=CjwKCAjw_Y_8BRBiEiwA5MCBJoKR4qfojFuIm5RH4nrTxTHGJhd7PFt-L2mZWwgrZ3CKiLluR9SwJBoCS5YQAvD_BwE

https://www.youtube.com/watch?v=-k3NrQAii9c&feature=emb_title

The Marketing Process

Target customer/market

USP

Marketing Research

Targeting

Marketing Segmentation

Market Positioning

Product Price Place Promotion

Process Physical

Evidence People

Research to Establish

Implement strategies considering 7p’s

Marketing mix

The Marketing mix 7 P’s

Product/Price/Place /Promotion

Newer thinking believes the consumer should be at the heart of the matter

Bringing in 3 extra P’s

• Physical Evidence

• Process

• People

Defining the Marketing Mix

“The term ‘Marketing Mix’ became popularised after Neil H.Borden published his 1964 article

The Concept of the Marketing Mix. He began using the term in his teaching in the late 1940’s after James Culliton had described the marketing professor as a “mixer of ingredients” (www.netmba.com)

The marketing mix can be described as “getting the right product to the chosen market segment at the correct time in the right place and for

the right price”

Easey, 1995

DEFINING THE MARKETING MIX

Levels of product (Kotler et al. 1996)

Core Benefit

Product Features

Fashion attitude

QualityStyling

Brand Name

Stock availability

Store ambience

Store card facility

Convenience of service

Staff product

knowledge

After sales policy

Actual Product

Augmented Product

Perceived product

Image

Brand Image

Value

Core Benefit

PRODUCT

Rogers Diffusion of Innovation

Price

▪ Retail Selling price

▪ Price Architecture

▪ Pricing strategys

▪ Contempary forces affecting prices

Retail Selling Price

▪ Pricing is the only part of the marketing mix, which generates a turnover for an organisation.

Retail Selling Price (R.S.P) is the price paid by consumer

o Cost and margin

o Competition

o Price sensitivity

Pricing architecture

▪ Ensuring sensible pricing across your product ranges. E.g. a top is not more expensive than a coat

▪ Product ranges will have several versions of products within the same category i.e. Denim Jeans

▪ These may be categorised by fit and wash, but also by price and value

▪ Price Architecture refers to the pricing structure of the whole range

Pricing architecture

▪ This can be called:

Pricing structure / Pricing architecture / Good, better, best / Pricing mix

Best

Better

Good

Good Better Best

The pricing strategy will be based on corporate objectives.

Pricing Strategies

Penetration Pricing

▪ The company sets a low price to increase sales and market share. Once market share has been captured, the company increase their price.

EXAMPLE

▪ A television satellite/ Mobile phone company sets a low price to get subscribers then increases the price as their customer base increases.

Optional Pricing

▪ The organisation sells optional extras along with the product to maximise its turnover.

EXAMPLE

– This strategy is used commonly within the car industry

– Selling shoe care products with shoes at Clarks

Premium Pricing

▪ The price set is high to reflect the exclusiveness of the product.

– High end department stores such as Harrods and all luxury designer brands

Competition Pricing

▪ Setting a price in comparison with competitors.

▪ A firm has three options and these are to

1. price lower

2. price the same

3. price higher

▪ Some firms offer a price matching service to match what their competitors are offering.

▪ Then there are price wars between businesses

Psychological Pricing

▪ The seller here will consider the psychology of price.

▪ The positioning of price within the market place.

▪ 99p instead £1 - £199.99 : £200.00

– The buyers will still say they purchased their product under £200

Bundle Pricing

▪ The organisation bundles a group of products at a reduced price.

▪ Buy one and get one free promotions or BOGOF's.

http://www.bitterwallet.com/bogofs-could-be-told-to-bog-off/16668/prostar-offer-0407-bogof

Skimming Pricing

▪ The organisation sets an initial high price and then slowly lowers the price to make the product available to a wider market. The objective is to skim profits off the market layer by layer.

GIVE EXAMPLES

▪ games console company reduces the price of their console over 5 years, charging a premium at launch and lowest price near the end of its life cycle.

PLACE

▪ What is involved with PLACE

– Routes to market – Distribution

– Sales channels

– Different types of stores and their locations

Place; the right product, to the right place, at the right time,

in the right quantities.

▪ Logisics - the methods of transporting, storing and distributing merchandise.

▪ Routes to market - the means at which products reach their target market relating to distribution and sales channels.

▪ Geographical locations of stores

Sales Channels

▪ Its normal for fashion brands to use a

combination of different

distribution channels such as:

▪ Retailing bricks and mortar

▪ online

▪ Franchising

▪ Wholesaling

▪ Licensing

▪ Discount Outlets

RETAIL

▪ The channel where the product is sold to the customer

▪ The store is not owned by the retailer, but have been sold by the retailer to the franchisee.

▪ It buys the right to own and operate a shop in a closely specified format

▪ Retailers are able to expand more quickly without risk. E.g. Benetton and the Body Shop

Franchising

Wholesale

▪ A business buys in bulk and then sells on to smaller fashion businesses at a profit – Think of cash and carry’s, market stalls etc

▪ Or the Brand that sells to independants, department stores, or stores/pureplays that sell brands

LICENCING

▪ Licensing – When a brand, manufacturer, retailer or wholesaler legally agrees for another party to trade its products (or brand name) for a set fee or royalty.

Stores types and locations

ANCHOR STORES – shopping centres

▪ No clocks– to remind you of other things to do.

▪ No views of outside

▪ Light & Airy – to simulate being outside.

▪ New conceptual, highly designed shopping centres can be at the detriment of the existing shopping centres.

▪ Great for car users

Shopping Centres

Prada New York

▪ The distribution channel will depend on the market level of the retailer

▪ Designed by world famous architect

▪ Rem Koolhaas

Flagship Stores

Luxury Stores

▪ Luxury – customers expect a superb shopping experience and personal service.

Out of town shopping

Discount Outlets

Concessions

▪ Normally branded departments operating within larger stores on a concession basis.

▪ An area of the store is merchandised in accordance with the brands store guidelines often with the fixtures and graphics supplied

▪ The stock is owned by the brand and not the retailer, with sales staff employed and trained by the brand

Supermarket

▪ With supermarket fashion ranges growing and becoming more on trend at low prices.

▪ As people become time poor, buying supermarket clothes is seen as a great time and money saver.

▪ These also affect the high street and out of town shopping outlets

Physical Evidence

What the customer demands in Value

• What is value?

• What can retailers do to add value?

The little extras make the difference. They are all persuasive factors that add value

Customer Value

Proposition

Promotion – The Promotional Mix

Methods of promotion:

• Personal selling • Public relations PR • Events and experiences • Sales Promotions • Advertising • Direct Marketing • Digital Marketing • Word of Mouth (viral)

Marketing Communication

▪ Promotion - The mix of marketing communication activities that retailers use to influence consumers.

▪ The A.I.D.A Model is used in advertising:

▪ Attention

▪ Inspire

▪ Desire

▪ Aquire

Communicating to customers

The question is not whether to communicate, but:

• HOW

• WHEN

• WHERE

• WHO

• HOW OFTEN

Effective communication

Effective communications should accomplish one or more of these four things:

• Establish a connection

• Promise a reward

• Inspire action

• Stick in the memory

Technology Technology has profoundly changed the ways customers process information and whether they choose to engage in it.

There are so many ways we can block adverts, that marketers have to get clever

Fragmented Audiences

Target audiences are now so fragmented, that traditional methods are no longer as affective as they were in the past.

Broader offerings We now have so much choice in fashion and media.

• There are hundreds of satellite and cable TV channels, Streaming services

• There are thousands of radio stations

• A broad selection of magazines and webzines

• Infinite websites

• Blogs

• Social Media

• Apps

• Video games

Advertising Over Exposure

The average city dweller is now exposed to between 3000-5000 advertising messages a day.

Advertising is everywhere:

• Bus tickets

• Parking vouchers

• Carrier bags

• Logos on clothes

• And many, many more

So how do companies promote their product effectively?

The Promotional Mix

Methods of promotion:

• Personal selling • Public relations PR • Events and experiences • Sales Promotions • Advertising • Direct Marketing • Digital Marketing • Word of Mouth (viral)

Process

• What is the process the customer goes through?

Its essential to get the process right to gain loyalty and customer retention and good recommendations

The Customer is King

• Also

• The process of getting the product to market and the customer

• Supply chain

• Speed to market

• Logistics

• Delivery and service

People

• In this not only are the customers considered, but all involved in the whole process

• Employees

• Partners

• Stakeholders

• Manufacturers

• Suppliers

• Ethics

• CSR (corporate social responsibility)

All considered vital to the marketing mix

Competitors

▪ Its important to constantly be aware what your competitors are doing. Thorough research and analysis is needed

▪ You must also know the forthcoming marketing/retail trends to stay ahead of your competition

Retail and Online trends

▪ Smaller stores -Well curated collection

▪ Showrooming

▪ Rental

▪ Experiential Marketing

▪ Aftercare – repairs, Laundry washing

▪ Test and play –Gamification

▪ The Intelligent store

▪ Store Navigation

▪ Sustainability

▪ Social Shopping

▪ The Metaverse: AI Artificial Intelligence

AR Augmented Reality

Virtual Reality

NFT’s (Non fungible Tokens)

Marketing Planning Situation Analysis

WEEK 3 (PART 2)

Competitive Analysis

Areas of potential competition *

Your retailer Competitor A Competitor B Competitor C

Product

Price

Place

Promotion

Physical Evidence

Process

People

TOTAL SCORE

• This is a simple way to start looking at how your retailer compares to competitors and can be done alongside the differentiation chart

1=weak

2=average

3= above average

Competitive Analysis

Areas of potential competition *

Your retailer Competitor A Competitor B Competitor C

Product 2 3 1 3

Price 2 2 3 3

Place 2 3 1 3

Promotion 2 2 1 2

Physical Evidence

1 3 1 2

Process 2 2 2 2

People 2 2 2 2

TOTAL SCORE 13 18 11 17

• This is a simple way to start looking at how your retailer compares to competitors and can be done alongside the differentiation chart

1=weak

2=average

3= above average

COLLECTING AND ANALYSING YOUR FINDINGS

▪ Once you have carried out primary and secondary research

▪ Market research (surveys, focus groups, ethnographic, industry interviews)

▪ Marketing mix analysis (7p’s)

▪ Competitor analysis (including their 7p’s )

▪ Define potential areas of differentiation

▪ You can then synthesise this information into a concise SWOT analysis

SWOT analysis

▪ Identify key strengths and weaknesses

▪ Consider effect on opportunities and threats

▪ Understand implications for marketing plan

▪ Consider competitive context

▪ Be flexible as situation changes

▪ Be guided by goals, values and social responsibility

STRENGTHS

(CARRY ON DOING BUT FURTHER IMPROVE AND INNOVATE)

WEAKNESSES

(TURN THE NEGATIVES INTO POSSITIVE TURNAROUND

STRATEGIES

OPPORTUNITIES

(BECOME STRATEGIES)

THREATS

(PORTERS FIVE FORCES)

SWOT ANALYSIS

Strengths

Internal capabilities/factors that may help in – Achieving objectives;

– Addressing opportunities;

– Deflecting competition or other threats.

Weaknesses

Internal capabilities/factors that may prevent firm from – Achieving objectives;

– Making the most of opportunities;

– Addressing competition or other threats.

Opportunities

▪ External circumstances/factors

▪ Exploit for higher performance

Threats

▪ External circumstances/factors

▪ May inhibit performance if not addressed

▪ Porters 5 Forces can be used as a model to help with this

Competitive Advantage over the Competition

A Retailer aims to

• A Good Product USP

• Good Shopping location/Ease of use on website

• Positive Consumer psychology – Loyalty and trust (their perception)

Stay focused by constant marketing research and reviews of marketing strategies

Homework

▪ Start planning your primary research questionnaire

▪ ANALYSE THE COMPANIES 7P’S

▪ RESEARCH INTO YOUR COMPANIES COMPETITORS

▪ The above will help you compile your MARKET RESEARCH QUESTIONS if you are doing one

Summary

▪ Carrying out research into all the areas that we have covered allow a business to thoroughly assess at the situation analysis (where we are now)

▪ The capability to then assess the situation is then needed to allow a business to find methods to move it forward

NEXT WEEK

▪ Segmentation

▪ Targeting

▪ Positioning

幻灯片 1: Marketing Planning Situation Analysis
幻灯片 2: Learning Outcomes
幻灯片 3: The Marketing Plan Process
幻灯片 4: Creating a Marketing Plan
幻灯片 5: Creating a Marketing Plan
幻灯片 6: Creating a Marketing Plan
幻灯片 7
幻灯片 8: Phase 2 - Situation Analysis Where are we now? What might be happening?
幻灯片 9
幻灯片 10: Disruptor Brands
幻灯片 11: Digital Disruptors
幻灯片 12
幻灯片 13: Marketing mix
幻灯片 14: The Marketing mix 7 P’s
幻灯片 15: Defining the Marketing Mix
幻灯片 16
幻灯片 17
幻灯片 18: Rogers Diffusion of Innovation
幻灯片 19: Price
幻灯片 20: Retail Selling Price
幻灯片 22: Pricing architecture
幻灯片 23: Pricing architecture
幻灯片 24: Good Better Best
幻灯片 25: Pricing Strategies
幻灯片 26: Penetration Pricing
幻灯片 27: Optional Pricing
幻灯片 28: Premium Pricing
幻灯片 29: Competition Pricing
幻灯片 30: Psychological Pricing
幻灯片 31: Bundle Pricing
幻灯片 32: Skimming Pricing
幻灯片 33: PLACE
幻灯片 34: Place; the right product, to the right place, at the right time, in the right quantities.
幻灯片 35: Sales Channels
幻灯片 36: RETAIL
幻灯片 37: Franchising
幻灯片 38: Wholesale
幻灯片 39: LICENCING
幻灯片 40: Stores types and locations
幻灯片 41: Shopping Centres
幻灯片 42: Prada New York
幻灯片 43: Flagship Stores
幻灯片 44: Luxury Stores
幻灯片 45: Out of town shopping
幻灯片 46: Discount Outlets
幻灯片 47: Concessions
幻灯片 48: Supermarket
幻灯片 49: Physical Evidence
幻灯片 51: Promotion – The Promotional Mix
幻灯片 52: Marketing Communication
幻灯片 53: Communicating to customers
幻灯片 54: Effective communication
幻灯片 55: Technology
幻灯片 56: Fragmented Audiences
幻灯片 57: Broader offerings
幻灯片 58: Advertising Over Exposure
幻灯片 59: The Promotional Mix
幻灯片 60: Process
幻灯片 61: People
幻灯片 62: Competitors
幻灯片 63: Retail and Online trends
幻灯片 64: Marketing Planning Situation Analysis
幻灯片 65: Competitive Analysis
幻灯片 66: Competitive Analysis
幻灯片 67: COLLECTING AND ANALYSING YOUR FINDINGS
幻灯片 68
幻灯片 69
幻灯片 70
幻灯片 71
幻灯片 72
幻灯片 73
幻灯片 74
幻灯片 75: Competitive Advantage over the Competition
幻灯片 76: Homework
幻灯片 77: Summary
幻灯片 78: NEXT WEEK

WEEK 3 THE 7P'S OF MARKETING SEMINAR(2).pdf

THE 7P’S OF THE MARKETING MIX

PART 1

FMAN3001

Learning Outcomes

■ To Understand the Marketing process

■ To be able to define the marketing mix

■ To understand the importance of the elements to the 7 p’s of the

marketing mix (Week 1 Product, Price, Place, PROMOTION, PEOPLE,

PHYSICAL EVIDENCE PROCESS)

■ To be able to assess the reasons businesses have failed or succeeded

during the pandemic

Todays 2 hour session ■ 5 minutes Introduction to the marketing process

■ 20 minutes Product

■ 20 minutes Price

■ 20 Minutes Place

■ 20 minutes Promotion

■ 20 minutes Physical Evidence

■ 7.5 minutes People

■ 7.5 minutes Process

Market Research

Segmentation

Targeting

Positioning and Differentiation

Create Marketing Plan

Plan promotional

Calendar

Create the marketing/Branding

content

Launch

Analyse results

The Marketing

Cycle

The Marketing Process

Target customer/market

USP

Marketing Research

Targeting

Marketing Segmentation

Market Positioning

Product Price Place Promotion

Process Physical

Evidence People

Research to

Establish

Implement strategies considering 7p’s

MARKETING MIX

7 P’S MARKETING MIX ANALYSIS

• In groups of 3 or 4 Create a powerpoint which analyses each aspect of the 7 p’s

• Present back to the group in the next seminar session

PRODUCT

Product There are three levels of a product;

■ The core product-This is the most basic reason

why the product would be needed. Satisfying

a need.

■ The actual product- This is the tangible item

people purchase and is defined by it’s

features; the colour, style, branding, fashion

stance.

– The augmented product- This refers to add-

ons. These may include warranties and

guarantees, customer service excellence,

finance options, delivery options, installation

services and post sale customer care.

PRODUCT

• Select a cross section of product from the same category e.g. (jeans, tops, dresses)

• Analyse their features (style, fabric, price, details etc)

PRICE

Pricing architecture

■ This can be called:

Pricing structure / Pricing architecture / Good, better, best / Pricing mix

Best

Better

Good

Good Better Best

PRICE

• Select a cross section of product from the same category e.g. (jeans, tops, dresses)

• Analyse the pricing architecture (good, better, best)

PLACE

■ What is involved with PLACE

– Sales channels

PLACE • Analyse the channels in which the brand

sells its products from (Online, Instore, social commerce, re-sale, subscription, rental, repair, live stream, wholesale, markets, events)

PROMOTION

The Promotional Mix

Methods of promotion:

• Personal selling • Public relations PR • Events and experiences • Sales Promotions • Advertising • Direct Marketing • Digital Marketing • Word of Mouth (viral)

PROMOTION

• Analyse the brands marketing methods both digital and traditional

PHYSICAL EVIDENCE

■ It is the store and online experience that the customer sees, experiences and comes into contact with that conveys a message of the retailer to the customer

■ Both Instore and Online

What is Physical evidence

PHYSICAL EVIDENCE

• Analyse the brands instore environment and website

PROCESS

• The process the customer goes through when shopping (the customer journey)

• The process to get the product to market

(the supply chain)

Process

process

• Establish the brands customer journey • And their supply chain

PEOPLE

Not only is it your Target customer that is considered, but all involved in the process, who add value to the development and delivery of a product or service

– Employees

– Partners

– Stakeholders (people who have an interest in the business internally or externally)

– Collaborators (2 businesses joining and working together)

– Manufacturers

– Suppliers

People

PEOPLE

• Establish information about internal work place and the staff policies and corporate social responsibilities CSR policy

PEOPLE SEMINAR TASK

5 MINUTES Research into what you can find out about the people that work at the company (including suppliers and manufacturers)

See if they have a corporate website

https://www.google.com/search?q=countdown+timer&rlz=1C1GCEA_enGB820G

B826&oq=COUNTDOWN+TIMER&aqs=chrome.0.0l7j69i60.4175j0j4&sourceid=

chrome&ie=UTF-8

https://www.google.com/search?q=countdown+timer&rlz=1C1GCEA_enGB820GB826&oq=COUNTDOWN+TIMER&aqs=chrome.0.0l7j69i60.4175j0j4&sourceid=chrome&ie=UTF-8

PEOPLE SEMINAR TASK

■ I will now put you into groups of 4 for 10 minutes Take a picture or screen shot of this page

■ On the whiteboard – Split the board into 4 sections

■ Each of you has a section to write down keys aspects of both of your brands process of the customer journey

■ Take it in turns to discuss with your group members. Then the group can share there opinions

■ Then take a screen shot of the whiteboard and save and upload to the share files area

PEOPLE TASK AFTER THE SEMINAR

Look at their corporate websites if they have one to research further into:

Find information about their workers and their Corporate Social Responsibility (CSR) policy

Also you can download their current financial statement on FAME (I will share a video on how to use this)

https://www.google.com/search?q=countdown+tim

er&rlz=1C1GCEA_enGB820GB826&oq=COUNTDOW

N+TIMER&aqs=chrome.0.0l7j69i60.4175j0j4&sour

https://www.google.com/search?q=countdown+timer&rlz=1C1GCEA_enGB820GB826&oq=COUNTDOWN+TIMER&aqs=chrome.0.0l7j69i60.4175j0j4&sourceid=chrome&ie=UTF-8

PEOPLE SEMINAR TASK

5 MINUTES Research into what you can find out about the people that work at the company (including suppliers and manufacturers)

See if they have a corporate website

https://www.google.com/search?q=countdown+timer&rlz=1C1GCEA_enGB820G

B826&oq=COUNTDOWN+TIMER&aqs=chrome.0.0l7j69i60.4175j0j4&sourceid=

chrome&ie=UTF-8

https://www.google.com/search?q=countdown+timer&rlz=1C1GCEA_enGB820GB826&oq=COUNTDOWN+TIMER&aqs=chrome.0.0l7j69i60.4175j0j4&sourceid=chrome&ie=UTF-8

For your project.. Considerations; ■ Product

– Core

– Actual – design/ style/ fit/ quality/ fashion level/ function/ fabric/ price

– Augmented (add ons warrantee)

■ Price

– Price arch (GBB)

– Price strategies – penetration, skimming, competition, bundle, psychological, premium

– Price sensitivity

■ Place

– Types of store/location

– Omnichannel experience

■ Promotion

– Methods

■ Physical evidence

– Customer experience

■ Process

– The customer Journey

– Delivery and returns and other services

– The supply chain

■ People

– All involved in the business and their policies and benefits

– CSR policies

References

■ Dillon, S. (2012). The Fundamentals of Fashion Management. Ava Publishing Ltd.

London.

■ Easey, M. (2009) Fashion Marketing 3rd ed. Wiley- Blackwell. United Kingdom.

■ Jackson, T, Shaw, D (2009) Mastering Fashion Marketing. Palgrave Master Series.

■ Kotler, P., Armstrong, G., Harris, L. and Piercy, N. (2016). Principles of marketing.

Harlow, England: Pearson

■ Masterson, R. and Pickton, D. (2014). Marketing an introduction. London: Sage

Publications.

■ Postner, H. (2011) Marketing Fashion

References

■ Dillon, S. (2012). The Fundamentals of Fashion Management. Ava Publishing Ltd.

London.

■ Easey, M. (2009) Fashion Marketing 3rd ed. Wiley- Blackwell. United Kingdom.

■ Jackson, T, Shaw, D (2009) Mastering Fashion Marketing. Palgrave Master Series.

■ Kotler, P., Armstrong, G., Harris, L. and Piercy, N. (2016). Principles of marketing.

Harlow, England: Pearson

■ Masterson, R. and Pickton, D. (2014). Marketing an introduction. London: Sage

Publications.

■ Postner, H. (2011) Marketing Fashion

幻灯片 1: The 7P’s of THE Marketing MIX Part 1
幻灯片 2: Learning Outcomes
幻灯片 3: Todays 2 hour session
幻灯片 4
幻灯片 5
幻灯片 6: Marketing mix
幻灯片 7
幻灯片 8
幻灯片 9: Product
幻灯片 10: Product
幻灯片 11
幻灯片 12: Price
幻灯片 13: Pricing architecture
幻灯片 14: Good Better Best
幻灯片 15
幻灯片 16: Place
幻灯片 17: PLACE
幻灯片 18
幻灯片 19: Promotion
幻灯片 20: The Promotional Mix
幻灯片 21
幻灯片 22: Physical evidence
幻灯片 23: What is Physical evidence
幻灯片 24
幻灯片 25: Process
幻灯片 26
幻灯片 27
幻灯片 28: People
幻灯片 29: People
幻灯片 30
幻灯片 31
幻灯片 32: PEOPLE SEMINAR TASK
幻灯片 33
幻灯片 34
幻灯片 35: For your project.. Considerations;
幻灯片 36: References
幻灯片 37: References

WEEK 4 MARKETING PLANNING STAGE 3 DETERMINING THE CUSTOMER(1) (1)(2).pdf

Marketing Planning – Situation Analysis Determining the Market and Customer

Segmentation, Targeting and Positioning

WEEK 4

Learning Outcomes

• To understand segmentation, targeting and positioning and to be able to apply this to a marketing plan

The Stages The flow of a marketing plan

Considerations and Analysis Methods that can be Used

Stage 1 Goal Setting- Corporate Goals

Executive Summary Aims- Background and context of current position of the company

Mission Statement Sums up the companies goals

Financial Summary Overview of past sales history and the market situation (growth, stagnant or decline)

Stage 2 Situation Analysis

Research and analyse markets and customers

Marketing Audit - Internal and External Environment (PESTLE) Market Research Marketing mix Competitor analysis Porters 5 forces SWOT - Strengths and Weaknesses Opportunities and Threats

Stage 3 Determine the Market and Customer

Determine segmentation, targeting and positioning

Key Market Segments - segmentation Target Market/Customer Profile Positioning

Creating a marketing plan

Market Segmentation

• Grouping consumers within a market into smaller segments based on similarities in needs, attitudes or behaviour that marketing can then address

Gender

Women’s

Men’s

Children’s

Product type

Casual

Formal

Shoes

Accessories

Market level

Couture

Luxury

Mid Market

High street

Mass discounter

Customer Segmentation

Demographic

Geographic

Psychographic

Behavioural

How can we Segment markets?

Segmentation types

Geographic Demographic Psychographic Behavioural

Postcode

City

Country

Population density

Distance from a

certain location

(e.g store to

home)

Climate

Time Zone

Dominant

Language

Age

Gender

Income

Occupation

Family Size

Life Stage

Religion

Marital Status

Education

Ethnicity

Values

Goals

Needs

Pain Points

Hobbies

Personality Traits

Interests

Political Party

Affiliation

Sexual Orientation

Purchasing Habits

Brand Interactions

Spending Habits

Customer Loyalty

Actions taken on a

website

Fahy, J, & Jobber, F. (2019)

Market Segmentation

Choose a market

Apply segmentation variables

Select and rank segments for marketing attention

Benefits

Eliminates inaccessible /inappropriate markets

Creates customer segments with similar needs or behavior with different responses to marketing

Improves marketing efficiency

Identifies opportunities, threats and marketing priorities

What does a customer persona look like

Or a type of

customer

e.g.

Frivolous

Fashionistas

(Herriott, 2021)

(Krow Media, 2022)

https://www.experian.co.uk/blogs/latest-

thinking/marketing-solutions/customer-segments/ (Experian.co.uk, 2022)

https://www.experian.co.uk/blogs/latest-thinking/marketing-solutions/customer-segments/

• https://acorn.caci.co.uk/

• https://youtu.be/Wn9Sa4GR8C8?list=PLx89hu- VTORGG-p3RD_g1LKPd_M7XiriX

https://acorn.caci.co.uk/

https://youtu.be/Wn9Sa4GR8C8?list=PLx89hu-VTORGG-p3RD_g1LKPd_M7XiriX

Segmenting and Targeting

• Sophisticated technology now used to segment the market

• Data can be bought based on chosen segmentation methods (systems such as Prism, ConneXions, P$ycle, Experian Mosaic, iBM analytics, Cisco data centre etc)

1 segment (concentrated market segmenting)

Several (differentiated market segmenting)

All segments (undifferentiated market segmenting)

This then allows decisions to be made on targeting and find new opportunities for products, customers and marketing communications

Nike - Example

• Nike segments its markets on the basis of interests, attitiudes, behaviour and other factors

High end Premium

Market Influencers Fashion Mass Market

Mass Market

Value sector

Understanding the market and customer segments

The marketing tools need to be used to assess

Changing customer demographics or attitudes

Product demand

Buying habits

Needs and wants

Customer attitudes

Customer satisfaction

(Rogers Diffusion of Innovation)

(Product lifecycle Fad, Fashion, Classic)

1. Get in contact with someone from the company (Linked in)

2. Send out questionnaires to existing customers (not friends, the higher the number the more accurate the data)

3. Speak to the store managers in several stores across different locations

4. Observe customers instore (with the permission from the manager)

So How can you establish the segments and Target

audience???

• Look at the clothes, what age are they suited to, what is there end use.

• What age models do they use in their marketing imagery.

• What are the price points

So How can you establish the segments and Target

audience???

Targeting

Determine target market coverage

Create personas for targeting

Benefits

Guides the development of appropriate marketing activity

Ads a human dimension and helps marketers visualize each segments customers

Who do you think Levis target? Are these their core customer?

Used to have Autograph Collection Per Una Indigo

Positioning/Perceptual Mapping

• This is done when you have chosen your segment market and defined your target customer

• The brand retailer then needs to create a distinctive place (position) to spot gaps in the market

Positioning

Decide on points of difference

Communicate positioning through marketing touchpoints

Benefits

Highlights attributes that customers find meaningful in the competitive context

Reinforces differentiation and enhances consistency of marketing

BRAND

WEBSITE

ADVERTISING

PROMOTION

PR, PRESS, MEDIA

SALES PERSON

STORE EXPERIENCE

WINDOWS AND

DISPLAYS

PACKAGING, SHOPPING

BAGS

GARMENT FIT, QUALITY,

STYLE

GARMENT PERFORMANCE, CLEANING CARE

RETURNS POLICY

LOYALTY PROGRAM

Each touchpoint offers the potential for a

customer to be converted either for or

against

the brand

Brand Touchpoints

Pre Purchase

Purchase

Post Purchase

(Davis and Dunn 2002)

Positioning/Perceptual Mapping • This is done when you have chosen your segment market and

defined your target customer

• The brand retailer then needs to create a distinctive place (position) to spot gaps in the market

Brand A Brand D

Brand C

Brand CBrand B

Low

Price

High

Price

High

Fashionability

Low

Fashionability Could also use quality, customer

service, store experience,

Discounting, Ethical, fast fashion

Positioning/Perceptual Mapping • This is done when you have chosen your segment market and

defined your target customer

• The brand retailer then needs to create a distinctive place (position) to spot gaps in the market

Brand A Brand D

Brand C

Brand CBrand B

Low

Price

High

Price

High

Fashionability

Low

Fashionability Could also use quality, customer

service, store experience,

Discounting, Ethical, fast fashion

Positioning/Perceptual Mapping • This is done when you have chosen your segment market and

defined your target customer

• The brand retailer then needs to create a distinctive place (position) to spot gaps in the market

Brand A Brand D

Brand C

Brand CBrand B

Low

Price

High

Price

High

Fashionability

Low

Fashionability Could also use quality, customer

service, store experience,

Discounting, Ethical, fast fashion

If Topshop created a range where the average price was £1000, would their customer be prepared to buy it?

If Gucci charges £1000 for their products, would the customer be prepared to pay for it?

A business has to position itself in the right market and market the goods and services to the customers expectations

• The product must be set apart from competitors product in a way that is meaningful to customers such as

• Price, Fashionability, Quality, Customer Service, Store experience, Discounting, Ethical, fast fashion

• Products need to be differentiated to create a competitive advantage and a strong USP (Unique selling point)

So How can you establish the Positioning and Target audience???

Summary

The Process of:

• Segmentation

• Targeting

• Positioning

Is important to ensure the business gains

COMPETITIVE ADVANTAGE

幻灯片 1: Marketing Planning – Situation Analysis Determining the Market and Customer Segmentation, Targeting and Positioning
幻灯片 2: Learning Outcomes
幻灯片 3: Creating a marketing plan
幻灯片 4: Market Segmentation
幻灯片 5: How can we Segment markets?
幻灯片 6: Segmentation types
幻灯片 8
幻灯片 9: What does a customer persona look like
幻灯片 10
幻灯片 11
幻灯片 12
幻灯片 13
幻灯片 14
幻灯片 15
幻灯片 16
幻灯片 17
幻灯片 18
幻灯片 19: Nike - Example
幻灯片 20
幻灯片 22
幻灯片 23
幻灯片 24
幻灯片 25
幻灯片 26: Who do you think Levis target? Are these their core customer?
幻灯片 27
幻灯片 28
幻灯片 29
幻灯片 30: Brand Touchpoints
幻灯片 31
幻灯片 32
幻灯片 33
幻灯片 34: If Topshop created a range where the average price was £1000, would their customer be prepared to buy it?
幻灯片 35
幻灯片 36: Summary

WEEK 5 SOCIAL MEDIA ANALYSIS (2)1(1).pdf

WEEK 5 LECTURE

SOCIAL MEDIA ANALYSIS

FIRST UP CONSULTANTS

LEARNING OUTCOMES

TO LEARN CURRENT ONLINE STATISTICS

TO UNDERSTAND THE USE OF THE RACE

FRAMEWORK

TO UNDERSTAND THE DIFFERENCES BETWEEN

SOCIAL MEDIA PLATFORMS

TO CARRY OUT SOCIAL MEDIA ANALYSIS

FIRST UP CONSULTANTS

SOCIAL MEDIA TODAY

For modern brands with an online presence, strong social media engagement is a sign that they make an impact in the market.

It’s not just about looking popular: it’s about making meaningful connections with current and future customers, which will serve to boost our brand (and ROI) both on and offline.

Activity and engagement is crucial for every social platform to build a positive brand experience, and develop meaningful relationships with new and potential future customers

FIRST UP CONSULTANTS

KEY STATISITCS 4

Look in more detail by downloading the

file:

https://hootsuite.widen.net/s/xf2mbffsbq

/digital-2022-top-takeaways

https://hootsuite.widen.net/s/gqprmtzq6

g/digital-2022-global-overview-report

https://hootsuite.widen.net/s/xf2mbffsbq/digital-2022-top-takeaways

https://hootsuite.widen.net/s/gqprmtzq6g/digital-2022-global-overview-report

FIRST UP CONSULTANTS

• Which relates to social media?

FIRST UP CONSULTANTS

INBOUND MARKETING

• Inbound marketing is powerful, as advertising wastage is reduced.

• Content and search marketing can be used to target prospects with a defined

need – they are proactive and self-selecting.

• But this is a weakness since marketers may have less control than in traditional

communications where the message is pushed out to a defined audience and

can.

• The consumer is proactive in seeking out information for their needs, and

interactions with brands, are attracted through content, search and social

media marketing.

• (Chaffey & Ellis-Chadwick, 2019)

FIRST UP CONSULTANTS

SOCIAL MEDIA COMMUNICATION MODELS

8(Chaffey & Ellis-Chadwick, 2019)

FIRST UP CONSULTANTS 9

SOCIAL MEDIA COMMUNICATION MODELS

(Chaffey & Ellis-Chadwick, 2019)

FIRST UP CONSULTANTS 10

RACE FRAMEWORK

(Chaffey & Ellis-Chadwick, 2019)

FIRST UP CONSULTANTS

ABOUT US

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Etiam aliquet eu mi quis lacinia.

Ut fermentum a magna ut.

Lorem ipsum dolor sit amet, consectetur adipiscing elit.

• Ut fermentum a magna ut eleifend.

• Integer convallis suscipit ante eu varius.

• Morbi a purus dolor.

FIRST UP CONSULTANTS

WHAT IS SOCIAL LISTENING

• Social listening is tracking social media platforms for mentions and conversations

related to your brand, then an

• analysing them for insights to discover opportunities to act. (Hootesuite, 2021)

SOCIAL LISTENING TOOLS

https://blog.hootsuite.com/social-listening-

business/?gclid=Cj0KCQjwwfiaBhC7ARIsAGvcPe6Mm_0UN_pbv_4t2iaqT6cMyTzsWzKN

e-Uyw6ANiJonVV0s3XRmPNQaAg23EALw_wcB#10_social_listening_tools

https://blog.hootsuite.com/social-listening-business/?gclid=Cj0KCQjwwfiaBhC7ARIsAGvcPe6Mm_0UN_pbv_4t2iaqT6cMyTzsWzKNe-Uyw6ANiJonVV0s3XRmPNQaAg23EALw_wcB#10_social_listening_tools

FIRST UP CONSULTANTS

WHAT IS SENITMENT ANALYSIS

• Social media sentiment analysis gives brands an opportunity to track online

conversations about themselves and their competitors in real time. At the same time,

they gain quantifiable insights about how positively or negatively they are viewed.

(Hootesuite, 2021)

FIRST UP CONSULTANTS

WHY SOCIAL LISTENING • Earned media amplifies brand messages but only if you are producing remarkable content and

mastering the social conversation

• Essential inputs to strategy

– Find and understand your target audiences

– Discover your customers feel about your brand / products (and the competition)

– Identify the conversations that matter most to your audience

– Measure and optimise campaign performance

FIRST UP CONSULTANTS 15

FIRST UP CONSULTANTS 16

FIRST UP CONSULTANTS

KEY STATISITCS 17

https://blog.hubspot.com/marketing/whi

ch-social-networks-should-you-focus-on

https://blog.hubspot.com/marketing/which-social-networks-should-you-focus-on

FIRST UP CONSULTANTS

LETS LOOK AT AN EXAMPLE OF

SOCIAL MEDIA ANALYSIS

REFERENCES Chaffey, Dave, and Fiona Ellis-Chadwick. Digital Marketing, Pearson Education, Limited, 2019. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/dmu/detail.action?docID=5672727. Created from dmu on 2022-10-30 20:12:45.

Hubspot, 2021

Hootesuite, 2022

FIRST UP CONSULTANTS

幻灯片 1: SOCIAL MEDIA ANALYSIS
幻灯片 2: LEARNING OUTCOMES
幻灯片 3: Social Media Today
幻灯片 4: KEY STATISITCS
幻灯片 5
幻灯片 6
幻灯片 7: INBOUND MArketing
幻灯片 8: SOCIAL MEDIA COMMUNICATION MODELS
幻灯片 9: Slide Title
幻灯片 10: RACE FRAMEWORK
幻灯片 11: About Us
幻灯片 12: WhAT IS Social Listening
幻灯片 13: WHAT IS SENITMENT ANALYSIS
幻灯片 14: Why Social Listening
幻灯片 15
幻灯片 16
幻灯片 17: KEY STATISITCS
幻灯片 18: LETS LOOK AT AN EXAMPLE OF SOCIAL MEDIA ANALYSIS
幻灯片 19: REFERENCES

WEEK 7 DEVELOPING A STRATEGY WITH NOTES L1 (2)(1) (2).pdf

Developing a Strategy

Week 7

IMAGE LINK https://i.pinimg.com/236x/8d/01/4a/8d014abffa76aed272398178537f5081--dress-form-mannequins.jpg

https://i.pinimg.com/236x/8d/01/4a/8d014abffa76aed272398178537f5081--dress-form-mannequins.jpg

The Stages The flow of a marketing plan Considerations and Analysis Methods that can be Used

Set Marketing Objectives Marketing Objectives How the company aims to grow

Strategy Formulation Marketing Strategies Tactics of marketing activities to help you achieve the objectives and mission

Implementation Implement Timeline of activities Budgets Monitoring - challenges, risks and benefits

Evaluate and Control Evaluate and Control Measuring success What are the KPI's How will the process be controlled Contingency plan

Creating a marketing plan

Todays lecture 1

• Look at the theoretical part of Strategic planning

• Review different types of strategies relevant to the fashion industry

Learning Outcomes

• To understand different types of strategies in the fashion industry and which are the most relevant in a given situation

• To be able to determine the best strategic direction for a company

What is Strategy? • “ Strategy is about competitive position, about

differentiating yourself in the eye of the customer, and about adding value through a mix of activities different from those used by competitors”.

(Professor. Michael Porter)

IMAGE LINK http://media.istockphoto.com/photos/business-woman-playing-chess-picture- id498956509?k=6&m=498956509&s=612x612&w=0&h=VDAX7fwHjxhXhyv6mXQqKYMnbuKC0z_0a7spVVppsCA=

http://media.istockphoto.com/photos/business-woman-playing-chess-picture-id498956509?k=6&m=498956509&s=612x612&w=0&h=VDAX7fwHjxhXhyv6mXQqKYMnbuKC0z_0a7spVVppsCA

Strategy Pyramid

Bark Wood, M (2003)

Strategic planning Timescales Strategic (3-5 years or longer)

Functional (tactical) (1 year)

Operational (6 months)

Contingency

Senior management make decisions to set long range goals across multiple departments

Middle managers in key business areas develop and monitor short term plans

Supervisors or front line managers create short range action plans and make them happen

A back up plan is prepared for any of these strategies in case a problem arises

e.g. a variety of activities designed to increase market share by 12 % through domestic expansion across 5 years

Strategic planning Timescales Strategic (3-5 years or longer)

Functional (tactical) (1 year)

Operational (6 months)

Contingency

Senior management make decisions to set long range goals across multiple departments

Middle managers in key business areas develop and monitor short term plans

Supervisors or front line managers create short range action plans and make them happen

A back up plan is prepared for any of these strategies in case a problem arises

E.G a buying manager might develop a plan for attracting more childrenswear customers, in order to increase sales in that department or grow market share

Strategic planning Timescales Strategic (3-5 years or longer)

Functional (tactical) (1 year)

Operational (6 months)

Contingency

Senior management make decisions to set long range goals across multiple departments

Middle managers in key business areas develop and monitor short term plans

Supervisors or front line managers create short range action plans and make them happen

A back up plan is prepared for any of these strategies in case a problem arises

Targets that need to be met on a daily/weekly basis. e.g. Replenishing stock, Re-acting quickly to issues that arise etc

Strategic planning Timescales Strategic (3-5 years or longer)

Functional (tactical) (1 year)

Operational (6 months)

Contingency

Senior management make decisions to set long range goals across multiple departments

Middle managers in key business areas develop and monitor short term plans

Supervisors or front line managers create short range action plans and make them happen

A back up plan is prepared for any of these strategies in case a problem arises

Stock isn’t selling well and there is opportunity to put some good selling short lead time product variations into the range

Choices of strategic planning

Choice of Strategic Direction

Pursue Growth

Market Penetration

Market Development

Product Development

Diversification

Sustain Current Level

Re-Trench

Re-Trenching

Choice of Strategic Direction

Pursue Growth

Sustain Current Level

Re-Trench

• Where an organization reduces costs or spending in response to economic difficulty.

• Growth is not always desirable or possible

• Rising costs, slower sales or lower profits (or all) call for re-trenching

• Different goals and tactics are required

Choices of strategic planning

Choice of Strategic Direction

Pursue Growth

Market Penetration

Market Development

Product Development

Diversification

Sustain Current Level

Re-Trench

Marketing mix strategies • Product/Price/distribution/promotion Strategy

Types Of Strategies

Here are some common strategies used in the fashion industry: Turnaround Strategy Differentiation Strategy Exit Strategy Expansion Strategy Ocean Strategy Segmentation Strategy Competitive Marketing Strategy

There are many many more…

Differentiation Strategy

A company clearly communicates to its customer a solution for their needs and wants.

How a product is different from another brands

Take …

Tiffany and co

Cartier

Both fine jewellers made from precious gems and metals

Both have over 150 year history

Differentiation Strategy

American

The film

Signature colour

Exclusive designer collectionsAccessible to

different segments

IMAGE LINK https://www.gemkonnect.com/sites/default /files/Tiffany_Blue_Box.jpg

IMAGE LINK http://www.cpp-luxury.com/wp- content/uploads/2012/11/Tiffany-store-in-Soho-New-York.jpg

IMAGE LINK http://www.doctormacro.com/Images/H epburn,%20Audrey/Annex/Annex%20- %20Hepburn,%20Audrey%20(Breakfast% 20at%20Tiffany%27s)_04.jpg

https://www.gemkonnect.com/sites/default/files/Tiffany_Blue_Box.jpg

http://www.cpp-luxury.com/wp-content/uploads/2012/11/Tiffany-store-in-Soho-New-York.jpg

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCM2Im5Wii8kCFcfWFAodj6ED-A&url=http://www.destinationcentreville.com/en/shopping/tiffany-co&bvm=bv.107406026,d.d2s&psig=AFQjCNHrTWr--v_eGs1umCJUkRmMN2IjCg&ust=1447430802049321

http://www.doctormacro.com/Images/Hepburn,%20Audrey/Annex/Annex%20-%20Hepburn,%20Audrey%20(Breakfast%20at%20Tiffany's)_04.jpg

Differentiation Strategy

French Worlds most popular time pieces

Create gem masterpieces for Russian and Indian royalty

Invented the wristwatch

IMAGE LINK http://watchesbysjx.com/wp- content/uploads/2016/03/Rotond e-de-Cartier-Calendar-aperture- and-power-reserve-2.jpg

IMAGE LINK https://www.ablogtowatch.com/wp- content/uploads/2012/05/Cartier-2012- craft-and-jewelry-watches-5.jpg

www.cartier.co.uk

http://watchesbysjx.com/wp-content/uploads/2016/03/Rotonde-de-Cartier-Calendar-aperture-and-power-reserve-2.jpg

https://www.ablogtowatch.com/wp-content/uploads/2012/05/Cartier-2012-craft-and-jewelry-watches-5.jpg

http://www.cartier.co.uk/

Exit Strategy

Where a company no longer provides a product that it previously had or it sells it to another company

Image link http://makeitbritish.co.uk/wp- content/uploads/2012/10/Sir-Philip-Green.jpg

Image link https://static.independent.co.uk/s3fs- public/thumbnails/image/2016/03/23/20/55Biz-BHS.jpg

http://makeitbritish.co.uk/wp-content/uploads/2012/10/Sir-Philip-Green.jpg

https://static.independent.co.uk/s3fs-public/thumbnails/image/2016/03/23/20/55Biz-BHS.jpg

Turnaround Strategy

Where a company finds methods of improving a failing business, by using other strategies to fulfil this

Expansion Strategy

Where a company seeks ways to extend its business beyond its current status

Market Penetration

Increasing sales through selling more of the same product to the

same market Market

Opportunity

Market Development Taking existing products into a

new market

Product Development Creating new products or

ranges in the same market

Diversification Trading in new areas with

new products

Existing products New products

N ew

M ar

ke ts

Ex is

ti n

g M

ar ke

Ocean Strategy

This strategy looks at marketplace competition

2 types

Red Ocean Thinking and

Blue Ocean Thinking

Red Ocean Thinking

A company competes with another on a head to head basis

“the ocean turns red with the blood of the competitors”

Ocean Strategy Blue Ocean Thinking

Marketers create new value for customers to stimulate demand, offering innovative benefits that competitors don’t have

“like an unexplored deep blue ocean”

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCJ_Kkt2yi8kCFUTZGgodTiEOYQ&url=http://olistor.com/blue-ocean-water-wallpaper-photo/&bvm=bv.107406026,d.d2s&psig=AFQjCNHSPrbl__g1H6ztRK8-_bo_1mfFyQ&ust=1447435257798710

Segmentation Strategy Marketers identify potential customers who share similar preferences, behaviours and values etc

Customers who share lifestyle patterns tend to share buyer patterns

Other strategies

Customer relationship management

CSR – Corporate social responsibility

P r

o m

o t

io n

st r

a t

e g

ie s

Pricing

Strategies

Strategic relationships

D ig

ita l

S tr

a te

g ie

s Global Strategy

C h an n el

Strategy

P R

O D

U C

T S

T R

A T

E G

Y Competitive Strategy

Homework for your seminar

Have a look on any of the following databases:

• WARC

• DRAPERS

• MINTEL

• To find an article or case study of a fashion businesses new strategy

Summary

• Its important use all of the situation analysis research, to established the best strategies to move the business forward.

• Once the strategy has been decided upon, the process of how it will be developed needs to be decided and worked on

WEEK 7 MARKETING OBJECTIVES(2).pdf

Marketing Objectives

Week 7

IMAGE LINK https://i.pinimg.com/236x/8d/01/4a/8d014abffa76aed272398178537f5081--dress-form-mannequins.jpg

https://i.pinimg.com/236x/8d/01/4a/8d014abffa76aed272398178537f5081--dress-form-mannequins.jpg

THIS WEEKS SESSIONS

Lecture 1

Look at Marketing Objectives

Seminar 1

Ansoffs Matrix

How to write SMART objectives

Lecture 2

Social Media

Seminar 2

Social Media analysis

Learning Outcomes

• To understand Marketing objectives and how to apply them

• To be able to use Ansoff’s Matrix model to analyse business growth opportunities

The Stages The flow of a marketing plan Considerations and Analysis Methods that can be Used

Set Marketing Objectives Marketing Objectives Consider Ansoffs Matrix

Strategy Formulation Marketing Strategies The Marketing Mix 7 p’s Differentiation and Competitive advantage

Implementation Implement Time-line of activities Budgets Monitoring – challenges, risks and benefits

Evaluate and Control Evaluate and Control Measuring success What are the KPI’s How will the process be controlled Contingency Plan

Creating a marketing plan

Review of the situation analysis

• Review your situation analysis and SWOT

• Consider the companies mission and vision for the future

• Does this need to be re-assessed

Objectives

• Strategic Objectives show the companies desired directions and positions.

• Example

• “We want to become the market leader in the luxury fashion sector”

• (Alsem, A J 2019)

Objectives

• Objectives need to cover Financial goals, Innovation (through product, marketing and technology), customer satisfaction and internal company goals.

• Financial Objectives

• Marketing Objectives

• Societal Objectives

➢ To improve customer satisfaction by 3% in the next 6 months by integrating live chat to address customer queries on the company’s website in a more cost effective and efficient way.

➢ To improve customer retention by 30% of by converting existing customers to sign up of a newly established loyalty programme by the end of next financial year.

➢ To grow customers by increasing the number of customers on a bundle plan (mobile and broadband) by 15% by the end of 2022 by offering a 3- month free trial.

➢ To increase customer engagement by 20% by the end of December 2023 by inviting followers to enter a competition by liking, sharing or commenting on certain posts on the organisation’s Instagram profile.

Some Examples

Financial Objectives

• An overview of the targets can be added into the Executive summary at the end

• Taking into account current external situations

• How we want to drive sales

E.g. “We aim to increase sales by 10% on last year and unit volume sales by 15% as a result of new lower prices increasing market share from 3-4%”

(Jackson and Shaw 2009 p312)

Objectives

• The focus needs to be on

• Financial Objectives

• Marketing Objectives

• Societal Objectives

Objectives are about “Where do we want to be in the future?” (such as “in 2 years time”)?

You are asked to formulate SMART objectives.

1. Customer satisfaction

2. Customer experience

3. Customer loyalty

4. Customer acquisition

5. Customer retention

6. Customer growth/development targets

What to achieve, how much increment and until when?

Provide justification for each objective.

• Organisation • Competitors • Market trends • Literature

Objectives need to be set

Targets for managing customer relationships which are critical to company success

Objectives may include;

• Customer acquisition

• Customer retention

• Loyalty

• Satisfaction

• Unit sales

• Market share

• Channel relationships

• Financial objectives

• Order fulfilment IMAGE LINK https://i0.wp.com/princeosisiomafoundation.org/wp- content/uploads/2016/12/Year-End-Review.jpg?resize=960%2C664&ssl=1

https://i0.wp.com/princeosisiomafoundation.org/wp-content/uploads/2016/12/Year-End-Review.jpg?resize=960,664&ssl=1

Organisations use a number of metrics to evaluate the success of their customer service. Most commonly used metrics are:

• Net Promoter Score (NPS) measures customer experience and predicts business growth.

• Customer Acquisition Cost (CAC) (Customer Acquisition Cost, or CAC, measures how much an organization spends to acquire new customers)

• Customer Lifetime Value (CLV) how valuable a customer is to your company, not just on a purchase-by-purchase basis but across the whole relationship.

• CAC-to-CLV

• Customer Satisfaction Score (CSAT)

• Customer Effort Score (CES)

• Customer Retention Rate

• Revenue Churn (lost or gained revenue)

• First Contact Resolution

Marketing Objectives

External objectives • Targets can be set to manage relations with customers such

as: • Building brand image, awareness, preference • Stimulating product trial • Acquiring new customers • Retaining existing customers • Increasing customer satisfaction and loyalty • Actively engaging customers • Acquiring or defending market share • Deliver Value proposition • Others

Marketing Objectives

Internal objectives • Targets can be set to manage marketing activities such

as: • Increasing output / speed of product development • Improving quality of goods • Streamlining order fulfilment • Managing resources to enter new markets • Conducting market research • Increasing staff knowledge od customers and products • Others

Societal Objectives

• Targets can be set to manage marketing relating to ecological protection and sustainability such as:

• Reducing carbon footprint

• Doing business with green suppliers

• Reducing waste, redesigning products and processes for recycling and other efficiences

• Conserving natural resources

Societal Objectives

• Targets can be set to manage marketing relating to social responsibility such as:

• Building strong corporate social responsibility

• Supporting charities, community projects, human rights groups with money and marketing

• Encourage staff to volunteer

The Aim (Marketing Objectives)

Competitive Advantage

IMAGE LINK https://i1.wp.com/telecomreseller.com/wp- content/uploads/2011/04/Fotolia_13229798_M.jpg?ssl=1

Attract Customers (old and new)

Build and expand customer relationships

Utilise appropriate communications

Deliver Value proposition

https://i1.wp.com/telecomreseller.com/wp-content/uploads/2011/04/Fotolia_13229798_M.jpg?ssl=1

Objectives need to be set

• Objectives need to be realistic but challenging

• Consistent with the mission and company goals

• Appropriate for the current climate

IMAGE LINK https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0ahUKEwj_0YGoyfjWAhUDJlAKHUsADA4QjBwIBA&url=http%3A%2F%2Fwww.j 6design.com.au%2Fwp-content%2Fuploads%2F2015%2F03%2FSMART-goals.png&psig=AOvVaw3d1NiC3d0goNU1noNzNnqI&ust=1508361151337056

Ansoff’s Matrix for Market Opportunity (Growth Strategies Grid)

Market Penetration Market Development

Product Development Diversification

Market Opportunity

Market Penetration

(Current products in current markets)

Ansoff’s Matrix for Market Opportunity

• Selling existing products in the same market, yet improving profitability of the current market proposition

• How can we do this?

Market Development

Current products in new markets

Ansoff’s Matrix for Market Opportunity

• Taking existing products into a new market

Pursuing new customers

• What other types of customers might be relevant?

– Online and in store, or other new

channels

– New geographical markets? Etc.

Product Development

New products in current markets

Ansoff’s Matrix for Market Opportunity

• Creating new products or ranges

Diversification

New products in new markets

Ansoff’s Matrix for Market Opportunity

• A new product for a new market

• Brand extensions

(Alsem 2019)

Summary

• Its important use all of the situation analysis research, to established the best strategies to move the business forward.

• Once the strategy has been decided upon, the process of how it will be developed needs to be decided and worked on

WEEK 8 DEVELOPING A STRATEGY WITH NOTES L1 (2)(1) (3)(2).pdf

Developing a Strategy

Week 8

IMAGE LINK https://i.pinimg.com/236x/8d/01/4a/8d014abffa76aed272398178537f5081--dress-form-mannequins.jpg

https://i.pinimg.com/236x/8d/01/4a/8d014abffa76aed272398178537f5081--dress-form-mannequins.jpg

The Stages The flow of a marketing plan Considerations and Analysis Methods that can be Used

Set Marketing Objectives Marketing Objectives How the company aims to grow

Strategy Formulation Marketing Strategies Tactics of marketing activities to help you achieve the objectives and mission

Implementation Implement Timeline of activities Budgets Monitoring - challenges, risks and benefits

Evaluate and Control Evaluate and Control Measuring success What are the KPI's How will the process be controlled Contingency plan

Creating a marketing plan

Todays lecture 1

• Look at the theoretical part of Strategic planning

• Review different types of strategies relevant to the fashion industry

Learning Outcomes

• To understand different types of strategies in the fashion industry and which are the most relevant in a given situation

• To be able to determine the best strategic direction for a company

What is Strategy? • “ Strategy is about competitive position, about

differentiating yourself in the eye of the customer, and about adding value through a mix of activities different from those used by competitors”.

(Professor. Michael Porter)

IMAGE LINK http://media.istockphoto.com/photos/business-woman-playing-chess-picture- id498956509?k=6&m=498956509&s=612x612&w=0&h=VDAX7fwHjxhXhyv6mXQqKYMnbuKC0z_0a7spVVppsCA=

http://media.istockphoto.com/photos/business-woman-playing-chess-picture-id498956509?k=6&m=498956509&s=612x612&w=0&h=VDAX7fwHjxhXhyv6mXQqKYMnbuKC0z_0a7spVVppsCA

Strategy Pyramid

Bark Wood, M (2003)

Strategic planning Timescales Strategic (3-5 years or longer)

Functional (tactical) (1 year)

Operational (6 months)

Contingency

Senior management make decisions to set long range goals across multiple departments

Middle managers in key business areas develop and monitor short term plans

Supervisors or front line managers create short range action plans and make them happen

A back up plan is prepared for any of these strategies in case a problem arises

e.g. a variety of activities designed to increase market share by 12 % through domestic expansion across 5 years

Strategic planning Timescales Strategic (3-5 years or longer)

Functional (tactical) (1 year)

Operational (6 months)

Contingency

Senior management make decisions to set long range goals across multiple departments

Middle managers in key business areas develop and monitor short term plans

Supervisors or front line managers create short range action plans and make them happen

A back up plan is prepared for any of these strategies in case a problem arises

E.G a buying manager might develop a plan for attracting more childrenswear customers, in order to increase sales in that department or grow market share

Strategic planning Timescales Strategic (3-5 years or longer)

Functional (tactical) (1 year)

Operational (6 months)

Contingency

Senior management make decisions to set long range goals across multiple departments

Middle managers in key business areas develop and monitor short term plans

Supervisors or front line managers create short range action plans and make them happen

A back up plan is prepared for any of these strategies in case a problem arises

Targets that need to be met on a daily/weekly basis. e.g. Replenishing stock, Re-acting quickly to issues that arise etc

Strategic planning Timescales Strategic (3-5 years or longer)

Functional (tactical) (1 year)

Operational (6 months)

Contingency

Senior management make decisions to set long range goals across multiple departments

Middle managers in key business areas develop and monitor short term plans

Supervisors or front line managers create short range action plans and make them happen

A back up plan is prepared for any of these strategies in case a problem arises

Stock isn’t selling well and there is opportunity to put some good selling short lead time product variations into the range

Choices of strategic planning

Choice of Strategic Direction

Pursue Growth

Market Penetration

Market Development

Product Development

Diversification

Sustain Current Level

Re-Trench

Re-Trenching

Choice of Strategic Direction

Pursue Growth

Sustain Current Level

Re-Trench

• Where an organization reduces costs or spending in response to economic difficulty.

• Growth is not always desirable or possible

• Rising costs, slower sales or lower profits (or all) call for re-trenching

• Different goals and tactics are required

Choices of strategic planning

Choice of Strategic Direction

Pursue Growth

Market Penetration

Market Development

Product Development

Diversification

Sustain Current Level

Re-Trench

Marketing mix strategies • Product/Price/distribution/promotion Strategy

Types Of Strategies

There are many many more…

Differentiation Strategy

A company clearly communicates to its customer a solution for their needs and wants.

How a product is different from another brands

Take …

Tiffany and co

Cartier

Both fine jewellers made from precious gems and metals

Both have over 150 year history

Differentiation Strategy

American

The film

Signature colour

Exclusive designer collectionsAccessible to

different segments

IMAGE LINK https://www.gemkonnect.com/sites/default /files/Tiffany_Blue_Box.jpg

IMAGE LINK http://www.cpp-luxury.com/wp- content/uploads/2012/11/Tiffany-store-in-Soho-New-York.jpg

IMAGE LINK http://www.doctormacro.com/Images/H epburn,%20Audrey/Annex/Annex%20- %20Hepburn,%20Audrey%20(Breakfast% 20at%20Tiffany%27s)_04.jpg

https://www.gemkonnect.com/sites/default/files/Tiffany_Blue_Box.jpg

http://www.cpp-luxury.com/wp-content/uploads/2012/11/Tiffany-store-in-Soho-New-York.jpg

http://www.doctormacro.com/Images/Hepburn,%20Audrey/Annex/Annex%20-%20Hepburn,%20Audrey%20(Breakfast%20at%20Tiffany's)_04.jpg

Differentiation Strategy

French Worlds most popular time pieces

Create gem masterpieces for Russian and Indian royalty

Invented the wristwatch

IMAGE LINK http://watchesbysjx.com/wp- content/uploads/2016/03/Rotond e-de-Cartier-Calendar-aperture- and-power-reserve-2.jpg

IMAGE LINK https://www.ablogtowatch.com/wp- content/uploads/2012/05/Cartier-2012- craft-and-jewelry-watches-5.jpg

www.cartier.co.uk

http://watchesbysjx.com/wp-content/uploads/2016/03/Rotonde-de-Cartier-Calendar-aperture-and-power-reserve-2.jpg

https://www.ablogtowatch.com/wp-content/uploads/2012/05/Cartier-2012-craft-and-jewelry-watches-5.jpg

http://www.cartier.co.uk/

Exit Strategy

Where a company no longer provides a product that it previously had or it sells it to another company

Image link http://makeitbritish.co.uk/wp- content/uploads/2012/10/Sir-Philip-Green.jpg

Image link https://static.independent.co.uk/s3fs- public/thumbnails/image/2016/03/23/20/55Biz-BHS.jpg

http://makeitbritish.co.uk/wp-content/uploads/2012/10/Sir-Philip-Green.jpg

https://static.independent.co.uk/s3fs-public/thumbnails/image/2016/03/23/20/55Biz-BHS.jpg

Turnaround Strategy

Where a company finds methods of improving a failing business, by using other strategies to fulfil this

Expansion Strategy

Where a company seeks ways to extend its business beyond its current status

Market Penetration

Increasing sales through selling more of the same product to the

same market Market

Opportunity

Market Development Taking existing products into a

new market

Product Development Creating new products or

ranges in the same market

Diversification Trading in new areas with

new products

Existing products New products

N ew

M ar

ke ts

Ex is

ti n

g M

ar ke

Ocean Strategy

This strategy looks at marketplace competition

2 types

Red Ocean Thinking and

Blue Ocean Thinking

Red Ocean Thinking

A company competes with another on a head to head basis

“the ocean turns red with the blood of the competitors”

Ocean Strategy Blue Ocean Thinking

Marketers create new value for customers to stimulate demand, offering innovative benefits that competitors don’t have

“like an unexplored deep blue ocean”

Segmentation Strategy Marketers identify potential customers who share similar preferences, behaviours and values etc

Customers who share lifestyle patterns tend to share buyer patterns

Other strategies

Customer relationship management

CSR – Corporate social responsibility

P r

o m

o t

io n

st r

a t

e g

ie s

Pricing

Strategies

Strategic relationships

D ig

ita l

S tr

a te

g ie

s Global Strategy

C h an n el

Strategy

P R

O D

U C

T S

T R

A T

E G

Y Competitive Strategy

Homework for your seminar

Have a look on any of the following databases:

• WARC

• DRAPERS

• MINTEL

• To find an article or case study of a fashion businesses new strategy

Summary

• Its important use all of the situation analysis research, to established the best strategies to move the business forward.

• Once the strategy has been decided upon, the process of how it will be developed needs to be decided and worked on

WEEK 8 STRATEGY IMPLEMENTATION EVALUATION CONTROL AND MEASURE (3)(2).pdf

• MARKETING WEEK

• https://www.marketingweek.com/pepsico-budgets-asos-5-things-that-mattered-this-week-and-why/

https://www.marketingweek.com/2019/01/04/five-trends-media-2019/?cmpid=em~newsletter~weekly_news~n~n&utm_medium=em&utm_source=newsletter&utm_campaign=weekly_news&eid=7066151&sid=MW0001&adg=E29ED7C4-D928-448C-9DB3-453895783496

https://www.marketingweek.com/pepsico-budgets-asos-5-things-that-mattered-this-week-and-why/

The Stages The flow of a marketing plan Considerations and Analysis Methods that can be Used

Set Marketing Objectives Marketing Objectives Consider Ansoffs Matrix

Strategy Formulation Marketing Strategies Tactics of marketing activities to help you achieve the objectives and mission

Implementation Implement Timeline of activities Budgets Monitoring - challenges, risks and benefits

Evaluate and Control Evaluate and Control Measuring success What are the KPI's How will the process be controlled ,Contingency plan

Creating a marketing plan

IMPLEMENTATION OF STRATEGIES

• Once your objectives have been set and the strategies have been decided upon

the process has to be thoroughly thought through

• The whole process has to be planned in detail

• The strategy cannot be set in stone – need to be constantly monitored

- AREAS TO CONSIDER

• Where has the idea come from, who is doing it currently that is doing a good job of it. How can you differentiate from these retailers if they are competitors.

With justification

AREAS TO CONSIDER

• Clear responsibility should be allocated

• Look at the time frame of implementation The number of changes being implemented at one time should be limited and carefully planned

• How will the strategies be evaluated, controlled and measured. Progress measurement points should be established to map against expectations

• Recognise the challenges and risks in implementing your strategies

• What is your contingency plan if it goes wrong

The Stages The flow of a marketing plan Considerations and Analysis Methods that can be Used

Set Marketing Objectives Marketing Objectives Consider Ansoffs Matrix

Strategy Formulation Marketing Strategies Tactics of marketing activities to help you achieve the objectives and mission

Implementation Implement Timeline of activities Budgets Monitoring - challenges, risks and benefits

Evaluate and Control Evaluate and Control Measuring success What are the KPI's How will the process be controlled ,Contingency plan

Creating a marketing plan

(Chaffey and Ellis-Chadwick 2019)

You must be mindful of the 7p’s when proposing strategies

MARKETING BUDGETS

Companies budgets are set in 3 different ways

• Percentage of last years sales (if poor performance this could worsen the

situation)

• Competitor Matching (if information available)

• What can be afforded (little reference to marketing objectives or the

competitions activities)

(Marketing; Planning

Blythe J, Megicks P.

2018)

Method Explanation Advantages Disadvantages

Objective and task

method

Identify the objectives to be achieved,

then determine the costs and effort

required to achieve those objectives

This is logical and links to the

firms strategic goals

The marketing research

needed for this method is

expensive and outcomes are

hard to predict

Percentage of sales

method

The planner allows a fixed percentage

of the company’s sales to be used for

promotion. This is a common method

of budgeting

Simple to calculate and also

ensures that, if sales drop off,

costs also drop

This is based on the false

premise that sales cause

promotion rather than

promotion causing sales. It

would be more logical to

increase expenditure if sales

fall

All you can afford

method

The marketer spends whatever

money can be spared from other

activities. Often used by small

businesses when starting out

Company cannot become

over committed or run into

trouble by relying on sales

which do not in the end

materialise

Expenditure bears no

relationship to the state of the

market. Marketers have to

fight for budgets

Competition matching

method

The marketer matches expenditure

to that of competitors. The firm does

not lose ground if a competing firm

increases budget

This method should maintain

the firms position relative to

competitors, reducing wasted

expenditure

The method is not customer

orientated and also means

that competitors are setting

the firms budgets

MARKETING BUDGETS

Method Explanation Advantages Disadvantages

Percentage of sales

method

The planner allows a fixed percentage

of the company’s sales to be used for

promotion. This is a common method

of budgeting

Simple to calculate and also

ensures that, if sales drop off,

costs also drop

This is based on the false

premise that sales cause

promotion rather than

promotion causing sales. It

would be more logical to

increase expenditure if sales

fall

MARKETING BUDGETS

If the profit for the year was 1 million

And you want to apply 2% of the sales

to the marketing budget

£1000,000x 0.2 = £200,000

PROGRAMMATIC

• Programmatic is buying digital advertising space automatically, with computers

using data to decide which ads to buy and how much to pay for them.

• Kenneth Kulbok, LinkedIn Programmatic

MARKETING COMMUNICATIONS • Once your objectives are set and marketing methods are analysed to fulfil the

objectives. Most marketing plans use more than one communication method

to achieve their objectives

The choice depends on:

• The target audience

• The Objectives

• The Budget

• Legal / Regulatory

• Social/ Ethical

considerations

• Other Marketing Mix

Decisions

MARKETING COMMUNICATION DECISIONS • Marketing communication decisions need to be

carefully considered

• Mass market TV advertising more expensive than print

advertising

• If you have a small budget TV is best avoided where

digital may be more appropriate

• If you want to give demonstration the radio not

suitable

• Luxury products still tend to be advertised in Glossy

magazines reaching fashion minded buyers

PLANNING • Its important to gauge the target

audience’s response to a strategy

(such as a campaign)

• To allow you to make changes

• Pre testing

• To then rolled out fully or

gradually implement a strategy

(e.g store re-fits, large campaign)

• Consider how campaigns will be

scheduled

SCHEDULING

• Does a promotional calendar need to be created?

• Does a strategy need to have parts implemented at different times?

E.g.

A new product launch may have an advert launched to reach a wide audience

Then a promotion of the product after 1 month (once sales dip)

Then there may be ways of gaining an insight into customer opinion to feed into

new ideas going forward

AIDA AND AIDAR MODEL

• Awareness: How do we make buyers aware of our products or services? Which tools or platforms do we use? What should the messages be?

• Interest: How will we gain their interest? What is our content strategy? How do we make this information available and where ? ie. on website, via videos, customer ratings.

• Desire: What makes our product or service desirable? How do we interact personally to make an emotional connection? Online chat? Immediate response to Twitter feed? Share tips and advice?

• Action: CTA - Move the buyer to interact with your company and taking the next step ie. downloading a brochure, making the phone call, joining your newsletter, or engaging in live chat, etc.

Retention: What is the proposition to retain loyalty? At

what stage do we encourage this on-line and off-line, and

how?

CAMPAIGN TEST • Pre tests are conducted to:

• Measure recognition (does the sample of

respondents recognise what is being

promoted)

• Recall (does the samples remember the

message)

• Affective reaction (do they provoke the

required reactions)

• Behavioural intentions (are people likely to

buy the product)

SETTING KPI’S Metrics

What method will be used to measure the outcome

of the strategy e.g Social media number of likes

Forecasts

A forecast of how successful the strategy will be e.g. Aim to gain 1 million likes in

a specific time frame (e.g. 2 weeks)

Budgets

What budget will be allocated to the strategy. At the end evaluate if the

spending is above/below the budget. What ROI is there (return on investment)

Schedules

Anticipated timing against which to measure the success. From beginning to end

of launch

MEASURE PERFORMANCE

• Its good to measurements of performance before, during and after

implementation which can then allow you to make amendments to improve

KPI’S – KEY PERFORMANCE INDICATORS

Each business will have various types of KPI’S

important to them and their customers such

as;

• Increases in Profitability, Market share,

product quality, customer satisfaction, speed

to market etc

MEASURING SUCCESS • Footfall

• Sales spikes

• Increased market share

• Discount codes

• Mention ads for a discount

• Impressions (online)

• Open rate / Click through rate (email ads)

• Cost per thousand (TV Radio advertising)

• Readers per copy (newspapers and magazines)

• Surveys/ Focus groups

• Neuromarketing (measure emotion)

• Customer feedback

Mailing Name Sent Date Sent Received Bounces Opens Open % Clicks CTR Trans Amount

Pence per

send

AW13 - 290813 - Adhoc - CrossSell Dresses -

Mobile - A13CROSS 29/08/2017 146,350 143,493 2,857 36,354 25% 8,814 24% 1599

147,347

1.01

AW13 - 290813 - Adhoc - Superdry Womens -

A13SDRYW 29/08/2017 9,854 9,625 229 2,959 30% 831 28% 144

18,183

1.85

AW13 - 290813 - Adhoc - Superdry Mens -

A13SDRYM 29/08/2017 9,865 9,679 186 2,740 28% 528 19% 78

9,945

1.01

AW13 - 300813 - Adhoc - CrossSell Dresses -

Mobile - A13SEN1 30/08/2017 2,784,800 2,745,264 39,536 459,660 17% 76,669 17% 4784

385,163

0.14

How to track the success of an email

Ad stage

COSTS

• Think commercially, does it require heavy investment. If so touch

on this. You could attempt estimate costs.

• https://www.warc.com/content/article/Media_allocation_report/110231

https://www.warc.com/content/article/Media_allocation_report/110231

SUMMARY

• Its vital that all strategic decisions are;

• Carefully planned

• Budgeted

• Evaluated

• Controlled

• Measured

• A contingency plan is key as things don’t always go to plan

FURTHER RESEARCH • https://www.sendible.com/insights/fashion-marketing-campaigns

• IPA | The Institute of Practitioners in Advertising

• https://www.adstage.io/resources/adstage-benchmark-reports/

REFERENCES Burk Wood, M. (2017). Essential guide to marketing planning. New Jersey: Pearson Education.

Blythe, J. Megicks, P (2010) Marketing planning; Strategy, environment and context. FT Prentice Hall

https://www.sendible.com/insights/fashion-marketing-campaigns

https://ipa.co.uk/

https://www.adstage.io/resources/adstage-benchmark-reports/

SEMINAR – TEMPL ATES FOR STRATEGY CONSIDERATIONS

• Example of an objective

• To increase market share by 3%

• Strategy/or strategies

• These will aim to fulfil the above objective. List some ideas of what these

could be

• Specific Detail

• Give thorough detail of the ideas along with justification and how it will fulfil

the objective You can attempt to discuss budget also

• Timeframe

• The timeframe of implementing the strategy from start to finish

FILL IN AND BRING BACK NEXT WEEK – TAKE A PICTURE ON YOUR PHONE SO YOU DON’T FORGET IT

• Benefits of the strategy

• Challenges and risks

• KPI’S Key Performance Indicators

• How you will measure the success of the strategy

• Contingency Plan

• What could go wrong. Then if it does go wrong what contingency plan will be

put in place to alleviate those issues

SEMINAR – TEMPL ATES FOR STRATEGY CONSIDERATIONS

幻灯片 1
幻灯片 2: 5 things that mattered this week and why
幻灯片 3
幻灯片 4: IMPLEMENTATION OF STRATEGIES
幻灯片 5
幻灯片 6: AREAS TO CONSIDER
幻灯片 7
幻灯片 8
幻灯片 9
幻灯片 10
幻灯片 11: Marketing budgets
幻灯片 12: Marketing budgets
幻灯片 13: Marketing budgets
幻灯片 14: programmatic
幻灯片 15: MARKETING COMMUNICATIONS
幻灯片 16: Marketing communication decisions
幻灯片 17: Planning
幻灯片 18: scheduling
幻灯片 19: AIDA AND AIDAR MODEL
幻灯片 20: Campaign test
幻灯片 21: SETTING KPI’S
幻灯片 22: MEASURE PERFORMANCE
幻灯片 23: KPI’S – KEy PERFORMANCE INDICATORS
幻灯片 24: Measuring success
幻灯片 25
幻灯片 26
幻灯片 27: costs
幻灯片 28: SUMMARY
幻灯片 29: FURTHER RESEARCH
幻灯片 30: SEMINAR – TEMPLATES FOR STRATEGY CONSIDERATIONS
幻灯片 31: FILL IN AND BRING BACK NEXT WEEK – TAKE A PICTURE ON YOUR PHONE SO YOU DON’T FORGET IT

WEEK 9DIGITAL MARKETING TERMINOLOGY AND KPIs (2)(1).pdf

Digital Marketing Terminology and KPI’S

• To understand terminology commonly used in the

digital marketing industry

• To establish different methods of KPI’s and how and

when they are applied

Learning Outcomes

QUESTION

• What works for one business will work for another

business

• True or False???

Digital Marketing

Strategy

False

Its important to understand your Businesses and customers needs And your tailor your marketing to your target customer

Its important to understand the best ways to market to your customer whether that be through traditional or digital marketing and this will be different to every other business

A business has to justify and be able to measure the success of their marketing campaigns

Here is some digital marketing terminology used along with the methods of measuring KPI’S

Terminology used in Digital Marketing

Impression

Where an advert or any

digital media is shown on a

persons screen (any type of

screen)

Reach

This is the number of people

who may have seen an ad or

content

Impressions and reach can

get confused 7

You can reach 100 people but have 200 impressions – Why?

Because they may see the ad twice

Frequency

The number of times

someone may have seen the

same ad

If this gets above 4 then you run the risk of ad fatigue – when the ad isn’t seen any more seen it so much that they are blind to it

Device

What you are using to carry

out your digital activity

PC I Laptop I Tablet I Mobile I Wearable

Conversion

A conversion is when a

person achieves the desired

goal;

A Purchase, Filled in a form,

subscribed etc These conversions will be tracked to measure the success

Re-Marketing

Showing ads to previous

people that have looked at

your website or app or social

media

Assumes you are more interested in the product and website as you have already visited the site

Metrics

Measurable values that show

the effectiveness of

marketing efforts

Segmentation

Grouping audiences

together based on different

criteria aiming to target

them with relevant content

Life Time Value

The projected revenue that a

customer will generate

during their lifetime

(LTV)

Media Buying Options

Where a company will pay

for their digital advertising

measured in different ways

CPC

CPM CPV

• CPC Cost Per Click – Clicking on an ad

• CPM Cost per 1000 impressions (m stands for the

latin mil

• CPV Cost Per view – Every time a video is watched

Other Digital ad

methods

You will hear this

terminology lots in digital

marketing

SEO

SEM SMM

SEO – search engine optimisation

SEM –search engine marketing like PPC

SMM – social media marketing

Reminder Question

How can you have a reach of

200 with 300 impressions

A The ad can be shown to someone more than

once

B The results come from different channels

Answer

The ad can be shown to someone more than once

Some ads you can control how many time the ad can be shown on the same device, but not all are capable of this

Digital Marketing Sales Funnel

Traditional Marketing Sales Funnel (stages to a

sale) 20

Digital Marketing Sales Funnel

Where we look Search with keywords to see what options come up Initially might look for reviews

How we look for it Where search and social media Website ask friends, traditional marketing

Information we look for Info might be pricing, style

Digital Objectives and KPI’s

Objectives

So to remind you

They are the goals a business

sets which should be

achieved in a specified

timeframe

The timeframe is essential for it to be achieved

Key Performance

Indicator

A measurable value that

shows a how a business is

achieving their objectives

Indicators

E.G

Objective

A business needs scale up

their digital marketing

capability

KPI’s Impressions – the number times that people that have viewed the ad Reach – the number of people that you have targeted or reached Traffic - the number of visits on your site Engagement – if on social – likes, comments or shares, if its newsletters it would be open rates or link clicks, Organic – people searching a brand name

Awareness

E.G

Objective

Getting your product or

marketing seen by more

people

KPI’S Ad recall – how likely someone is to recall your ad (Facebook, cinema more likely) Frequency -The number of times someone may have seen the same ad Impressions – the number times that people that have viewed the ad Engagement – if on social – likes, comments or shares, if its newsletters it would be open rates or link clicks,

Sales and profit

E.G

Objective

To grow sales by 3% YOY

(Year on year)

KPI’S ROI – Return on investment ROAS – Return on Ad spend Conversion rate – number of people that have made a purchase divided by the number of people that have visited the site – need to work on increasing this Keywords – you can bid on key word in PPC but might find that the cost per click is too high and need to find a similar keyword or look for a cheaper one Bounce rate – the number of people that have clicked to go onto a website, but left straight away

Retention

E.G

Objective

Improve customer loyalty to

existing customers)

KPI’S Conversion rate – number of people that have made a purchase divided by the number of people that have visited the site – need to work on increasing this Life time value -total spend over their lifetime Frequency – How regular a customer shops with a business Engagement – How engaged a customer is with online content Segments – Targeting the most loyal customer segments

Performance Marketing

Advertising on different channels and paying only when an actions is completed.

The measurable action might be a click, lead or sale)

Clicks – you only pay for the clicks not the impressions

Google Ads Google Trends

https://ads.google.com/intl/en_uk/ho me/

https://trends.google.co.uk/trends/?ge o=GB

https://ads.google.com/intl/en_uk/home/

https://trends.google.co.uk/trends/?geo=GB

Today we have…

• Looked at terminology within digital

marketing

• We have looked at Sales funnels

• We have looked at objectives and KPI’s

Summary

Default Section

幻灯片 1: Digital Marketing Terminology and KPI’S
幻灯片 2: Learning Outcomes
幻灯片 3: Digital Marketing Strategy
幻灯片 4: False
幻灯片 5: Terminology used in Digital Marketing
幻灯片 6: Impression
幻灯片 7: Reach
幻灯片 8: Frequency
幻灯片 9: Device
幻灯片 10: Conversion
幻灯片 11: Re-Marketing
幻灯片 12: Metrics
幻灯片 13: Segmentation
幻灯片 14: Life Time Value
幻灯片 15: Media Buying Options
幻灯片 16: Other Digital ad methods
幻灯片 17: Reminder Question
幻灯片 18: Answer
幻灯片 19: Digital Marketing Sales Funnel
幻灯片 20: Traditional Marketing Sales Funnel (stages to a sale)
幻灯片 21
幻灯片 22
幻灯片 23: Digital Objectives and KPI’s
幻灯片 24: Objectives
幻灯片 25: Key Performance Indicator
幻灯片 26: Indicators
幻灯片 27: Awareness
幻灯片 28: Sales and profit
幻灯片 29: Retention
幻灯片 30: Performance Marketing
幻灯片 31: Google Ads Google Trends
幻灯片 32: Summary