Report ii by Aimee

FIG 4 / MENSWEAR BY LIBERTY, 2008 FIG 3 / MOROCCO BOUND BY K. GREENWOOD, 2014

18 — 25 LOYALTY

4—9

INTRO & LIBERTY OF LONDON 2 COVER FIG 1 / SS CLOSE UP BY J. JAN, 2013 FIG 2 / LOYALTY BY LIBERTY BY K. HOOPER, 2014

FIG 5 / STARBUCKS AMSTERDAM BY R. MEULMAN, 2012

INSIDE FASH20032 / PROMOTION AND CONTEXT ML / MICHELLE HUGHES RETAIL EXPERIENCE LOYALTY BRIEF LIBERTY OF LONDON

26 — 31

FIG 6 / APPLE STORE SHANGHAI BY APPLE, 2011

SMARTPHONE TECHNOLOGY

10 — 17

THE CONSUMER

FIG 7 / 21ST CENTURY RETAIL BY LN-CC, 2011 FIG 8 / LIBERTY APP MOCK-UP BY A. JOUGHIN, 2014

32 — 37

RETAIL EXPERIENCES

38 — 45

APP PROPOSAL & CONCLUSION 3

LIBERTY LONDON FIG 9 / AS FIG 3

BY GEORGIA BENNEY WORD COUNT 951

Y N

'THE MOST UNIQUE STORE THAT I HAVE EVER COME ACROSS'

ED BURSTELL, MANAGING DIRECTOR

Renowned for their heritage and unique range of products, Liberty is one of the last remaining independent department stores. Established in 1875, it is synonymous with luxury and great design. Originally collecting products from the East, Arthur Liberty sourced items to inspire and excite his discerning clientele. His wish was to influence the public’s taste by giving them the opportunity to buy beautiful and affordable objects. Liberty prides themselves on integrity, value, quality and above all beautifully designed products. To this day the importance of the product is integral to avoid shoppers looking elsewhere and tracking down a lower price point. As mentioned by Ed Burstell, the Liberty store is rare and their unique products are hard to come by in the UK. Our objective is to continue Libertys’ association as a destination for high quality goods. Through our retail idea and use of mobile technology we aim to maintain this exotic haven alive by keeping customer’s loyalty at an all-time high. After speaking to multiple members of staff in Liberty, we found that they had a mixed view

of their consumer base. This was dependant on the department; in menswear the average age is 35, however, in womenswear the age is 45+ (see appendix 2.1). To adapt to the various ages of loyal consumers, Liberty needs to introduce a retail idea that caters for all whether that be through technology, promotions or customer service. We want to entice consumers to interact more with the brand to create a 360 degree conversation between the retailer and customer. However, we will be adapting this technology to encompass the full range of loyal customers that Liberty currently have to avoid estranging their older, existing consumer. Using our primary research from visits to Liberty and other major luxury retailers, as well as our personal experiences of technology, exhibitions and loyalty; we will draw on our secondary research to create a well-rounded, cohesive concept. Alongside this research we will look at case studies of current brands and technology being used across all areas of the spectrum to help us create a retail idea that is tailored specifically to the brand and will have the maximum effect.

CUSTOME R SE RVICE As proclaimed by Sarah Taylor, of the Guardian ‘retail cannot exist without service’, yet so many retailers fail at this first step. Customer service ‘remains the most important element of the shopping experience’ and is key to any retailer who is competing with its peers. Taylor also spoke of customers expecting a more sophisticated and flexible set of components within retail, that meet their individual demands, when and where it is convenient for them (Taylor, 2013: Online). This means retailers constantly have to adapt to the needs and wants of customers on an individual basis. The use of big data and tracking could be the solution to the constant battle against other brands undercutting on price and customers changing from one retailer to another after every purchase. Throughout this report we will be taking a close look at customer service and the effect it has on consumer experience in store.

FIG 10 / LEVI’S X LIBERTY, 2013

LIBE RT Y IS 'CL ASSY AN D ESTABLISH E D WITH AN E XPE RT E YE FO R SE LEC TING BE AUTIFU L PRO DU C TS . A FRIE N D LY B R AN D THAT WANT YO U TO FE E L PART O F TH E IR BUSINESS '

DANIE L D E NIZE , LI BE RT Y CUSTO ME R

With more and more information in the hands of the shopper through the internet, sales assistants are frequently at risk of disappointing the customer with their lack of knowledge. Sales assistants with poor knowledge of both products and the consumer are one of the highest contributors to a negative experience in-store (Taylor, 2013: Online). This is an area of retail we are going to discuss to create the ultimate customer experience online and offline.

FIG 11 / LEVI’S X LIBERTY, 2013

With increasing demand from consumers for retailers to go that bit further and offer more, customers expect brands to ‘learn from their activities and provide them with personalised offers and communications’ (Butler, 2014: Online). This isn’t a simple task when you have a 289 foot store front with customers entering from multiple entrances, as well as a continuous stream of consumers using the online website. However, through the use of technology and big data we hope this can be monitored and resolved in an effective and appropriate manner.

FIG 12 / SPRING AND SUMMER BY J. JAN, 2013

FIG 13 / LIBERTY HOME SEWING BY QUADRILLE, 2012

AIMS & OBJECTIVES After visiting Liberty and other major luxury department stores it was suggested that Liberty need to progress in order to continue its success and maintain its loyal customers. With consumers constantly changing their wants and needs, Liberty needs to capture its customer from their first experience with the brand and give them a reason to return. We spoke to both Liberty consumers and customers of other major luxury department stores to gain an idea of how they shop, what they believe are the best qualities in their chosen store and how we can adapt these to suit the Liberty customer. This enhanced our view of luxury department stores and how they provide for their customers. Our app aims to enhance the shopping experience rather than hinder and encourage the use of a loyalty scheme by making it more accessible to account holders. The app is there to remind customers of the store and the service it can offer them. The following are the aims and objectives of our retail idea. •

Enhance the consumers experience with the brand whether this be in store, before entering or after leaving the store

•

Giving the consumers an incentive to buy from Liberty through a simple loyalty scheme

•

Offering the best possible customer service in order to place Liberty above other luxury retailers

•

Offering tailored rewards/offers to loyal customers to show that the store sees its loyal them as individuals, not a database

•

Making the loyalty scheme easier to navigate and access both in-store and at home

•

Offering helpful added services to loyal customers to make their experience with the brand as smooth as possible

•

Make loyal customers of all ages and backgrounds welcome, without alienating any customer bracket

•

Preparing sales assistant with information about products and consumers in order to offer a unique service to each consumer

‘In order to capture and entice people’s interest then lead them to the right product at the right price, retailers are learning to adapt to shoppers using personal devices before, during and after purchases’ (Ryan, 2014: Online).

FIG 14 / AS FIG 4

CON

N S U ME R

FIG 15 / SHEER BY J. JAN, 2013

BY DAISY ROGERS WORD COUNT 867 Consumers are now faced with innumerable choices and communications, making it imperative that Liberty offer a strong brand identity and a streamlined experience. This will ensure market recognition and an organisation that becomes part of the consumers’ evoked store (Romieu, 2013: Online). Marketing has always sought those moments, or touch points, when consumers are open to influence, so reaching the consumer at the time when their decisions are most influenced is key to the success of a brand (Court, 2009: Online). If a brand is able to successfully manage the entire customer experience, the brand will receive enhanced customer satisfaction and loyalty, increased revenue, and greater employee satisfaction.

It is of strong importance that the shopping experience created is addictive and irresistible, from preshopping anticipation, to after sales service. With it being proven that shopping can produce a surge of excitement generated by the brain, as it releases dopamine (Posner, 2011), and with 90% of all purchases continuing to be made in brick-and-mortar space, this is a key hot state to target the consumer and engage with them to complete the final stage in the consumer decision journey (Char in McKinsey & Company, 2013: Online). With Liberty already having a strong brand identity, which is recognised by the consumer, they will be a prominent choice in the initial stages in the consumer’s decision journey, with consumers being up to three times more likely to purchase from

an initial brand than ones that are not in the starting consideration (Court, 2009: Online). With consumers holding off their final purchase decision until they’re instore, retail experience, merchandising and packaging have become key components in the ‘evaluating to buying’ section of the consumer decision journey. As well as this, 40% of customers change their mind because of something they see or learn instore (Court, 2009: Online). Therefore packaging, placement, atmosphere and interactions with salespeople are key to a successful Liberty consumer journey, providing an after-sales experience that inspires loyalty and therefore repeat purchases (Court, 2009: Online).

FIG 16 / LOYALTY LOOP BY D. ROGERS, 2014

THE CONSUMER THE CONSUMER THE CONSUMER THE CONSUMER

CUSTOMER DECISION JOURNEY

SHANNE BOYD / 52

Consumers are telling us all about themselves, each day, every day. We now create as much information every 48 hours as we did from the dawn of civilization (McKinsey & Company, 2013: Online). We are spending more time on our smartphones, with research revealing that the vast majority of usage, as much as 76%, is on mobile apps, a fact which supports our proposed idea (Patel, 2013: Online). Expanding on this, 91% of customers in loyalty programmes are likely to download a loyalty app and loyalty consumers spent six times more time on retailer’s apps in December 2012 compared with the previous year (Patel, 2013: Online). Understanding this behaviour as well as the key points in the consumer decision journey, is as important as understanding the consumer themselves. With Liberty’s unique, heritage focused aesthetic; the brand’s target demographic spans all age ranges. This highlights the need to understand the consumer and what really matters to them. We have decided to focus on three target demographics. BABY BOOMERS Aged between 50-65 years, with the name alluding to the birth rate explosion after the economic stability following the Second World War, this generation is successful and wealthy. They still feel young and want to look current and fashionable. This group looks for good service, better quality and stylish clothing (Posner, 2011), reflected by our consumer Shanne Boyd (see consumer profile, fig 17). This is something Liberty offers with their traditional, back to basics approach to retail experience with customer service and good quality products being the key to loyalty. Although not always tech savvy, the new loyalty scheme hopes not to alienate this consumer, but to allow them to stay involved and benefit from the new scheme, through a more traditional approach.

FIG 17 / SB BY K. HOOPER, 2014

FIG 18 / DD BY K. HOOPER, 2014

DANIEL DENIZE / 35 GENERATION X Aged between 30-40 years, this generation was surrounded by escalating rates of divorce, fear of Aids, a recession and job insecurities. After throwing off the ‘slackers’ nickname, this generation has grown into ‘yupsters’, creative, urban professionals who endeavour to balance the personal with wider social concerns of family, community and work (Posner, 2011). This is reflected with our Liberty consumer (see consumer profile, fig 18). Aged 35, and being a Liberty loyalty card member for over five years, Daniel is the prime target consumer. Well educated, working as a partnership-marketing manager, he has an individual style, a business mind and independent and entrepreneurial spirits. With him enjoying eating out, live gigs, fitness training and going to see performing arts in his spare time, this reflects his sound self-image and his love of the finer things in life, as well as his strong-minded philosophical and creative approach. Visiting the store 15-20 times a year he finds the loyalty scheme invaluable, ‘I save money and it’s a nice gold card to have in my wallet’. He enjoys ‘the strong selection of products, the in-store experience with staff and the way the brand embodies elegance without being overly snobby. The store itself is a pleasure to be in’ (see appendix 2.2). GENERATION I Looking to the future of the Liberty consumer, we have also included Generation I. Born in the mid to late 90’s, this generation will take the internet for granted and have no knowledge of a time before the world-wide-web (Posner, 2011). Highlighting how brands understand the importance of the future consumer and the various consumer generations is the McDonald’s case study for Generation I (see appendix 3.1). Instead of the happy meal offering a toy customers receive a free download of an Enid Blyton Secret Seven series eBook. As Alistair Macrow, the chief marketing officer at McDonald’s UK explained ‘kids today have come to know and expect content in digital form and introducing free eBooks to the happy meal is another way in which we’re creating choice and keeping in step with our customers’ (Pincus, 2014: Online). This emphasizes how brands are already taking into account and targeting the needs of its future consumer, with this being something Liberty needs to adopt and we will address in our proposed idea.

FIG 19 / AS FIG 5

LOY

YA LT Y

FIG 20 / PRINT BY J. JAN, 2013

Loyalty schemes are becoming a crucial part of marketing within most competitive institutions. With its aim to engage customers in regular conversation, the loyalty scheme has proved beneficial in most cases. Customers will demonstrate their loyalty to a company in several ways in response to loyal attributes displayed by the supplier; only when both parties can provide special value to each other. Customers can declare themselves loyal to a supplier through â&#x20AC;&#x2DC;feelings and perceptions of high satisfaction, meaning that customers will be willing to repurchase from this supplierâ&#x20AC;&#x2122; (Hennig-Thurau et al, 2000). Developing relationships between the company and its customers is an important factor in securing consistent and reliable trading each season. The more loyal a customer is to the store the more likely they are to visit on a regular basis and spread a positive word to their friends and family about the business. A personal, friendly and efficient sale experience will encourage the customer to shop again and have a positive impression of the company as a whole. By building trust between a business and its consumers, a company is able to find out personal information about each consumer as an individual. This allows them to target and market to each customer on a personal level. Loyalty programmes are one of the best methods companies have for collecting information about their customers and, if executed, for enhancing customer satisfaction and generating new purchases (Hilton et al, 2013). So what drives customer loyalty? Surveys conducted by Oracle have shown that customers judge their shopping experience on factors such as the friendly employees or customer service representatives, the ability to easily find information or request help and to have had a personalised experience (Oracle, 2012: Online).

BY AIMEE JOUGHIN WORD COUNT 1190

THE BRA CONSUM

AND AND MER RELATIONSHIP CUSTOMER SERVICE INFLUENCING LOYALTY Liberty pride themselves on their deep rooted brand attributes of providing excellent customer service. ‘The aim is to be well aware of the client’s needs and aim to enhance and or exceed their expectations’ (Liberty of London, 2013). It is compulsory for each member of staff to undergo the company’s customer service seminar. The training programme entails three stages of building a relationship with the consumer. ‘Capturing’ the customer is the first stage of the relationship. This involves gaining trust between the sales assistant and the consumer to find out their details and how they would like to be contacted. Following this stage is the ‘reconnection’ with the customer. This is where staff start to encourage the relationship and the client’s communication preferences. Finally ‘grooming the relationship’ requires following up and getting comfortable with the customer to the point where they can begin asking clients for feedback. This is due to the fact that ‘with regular contact you are FIG 21 / CARRIE BY LIBERTY, 2014 influencing them and may find they will shop more frequently’ (Liberty of London, 2013). The relationships that are built between the staff members and clients continue to become a lasting bond that, in time, develops customer loyalty. This is very much linked with the loyalty loop which concerns the relationship a company builds with its consumers and how they are engaging in an experience around the brand (see page 13).

LOYALTY

22 FIG 22 / SUMMER BY J. JAN, 2013

FIG 23 / NESTE DANTE BY LIBERTY, 2014

CURRENT LOYALTY SCHEME ‘In some cases loyal customers may be less sensitive to price and will be prepared to accept higher prices’ (Diller, 1997 in Hennig-Thurau et al, 2000). This is due to the trust built between the clients and the staff; and in turn the company, to offer them excellent service and high quality products on every visit. ‘However, loyal customers might also demand better prices as a reward for their loyalty’ (Hennig-Thurau et al, 2000), this is where the company must consider rewarding customers for their service. Liberty currently offer simple loyalty cards to their consumers. The loyalty scheme has been broken down into categories, these include; Press and employee, Bespoke, VIP and Regular. The loyalty scheme system operates on a points for pounds basis, offering the customer 1 point for every £1 they spend in-store. The benefits of being involved with Liberty’s loyalty scheme include the ability to collect points which equate to a store voucher, storing a back log of receipts within a computerised system and having access to events through alerts via email (see appendix 2.3). CUSTOMER RETENTION AND ATTRACTING NEW CONSUMERS While loyalty scheme activities are centred around retaining existing customers, there is still a potential for growth by inducing these existing customers to recommend the supplier to others. ‘Recommendations and positive word of mouth are the best kind of advertising’ (Arndt, 1967). However, the risk of inviting everyone into their loyalty scheme poses the issue of having quantity over quality. Liberty staff must ensure that they are building relationships and trust with customers, that they believe will retaliate with the same loyal qualities towards the company. By encouraging customers to gain loyalty points through spending in store, brands are essentially creating a promise with them to solely purchase within their company over other department stores. By tracking points and setting targets to reach a spending goal consumers are influenced to shop, with the aim of gaining tangible benefits in the long run.

FIG 24 / STARBUCKS AMSTERDAM BY R. MEULMAN, 2012

BONUS PROGRAMMES Several loyalty schemes offer benefits to their users including points collecting and discount offers (see appendix 2.3). Starbucks is a prime example of how a loyalty scheme can attract and reward the customer for spending in store. Their system is categorised within a tiered loyalty ladder for their treasured customers. Successful loyalty schemes encourage shoppers to get involved and set goals to reach spending targets in order to receive bonuses. Tracking the consumers spending can also benefit the company as they become familiar with their consumer spending habits to target individuals with offers to suit them personally. Some loyalty schemes aren’t so successful, ‘most loyalty cards never actually get used at all, American households are active in less than 50 percent of the programmes they have signed up for’ (Hilton et al, 2013). This is why having an app with push notifications to prompt the user to engage with the store and remind them to track their loyalty points will encourage them to get involved. TARGETING SPECIFIC CUSTOMERS Most loyalty schemes are created to provide both the consumer with benefits but also supplies the company with information about that customer. Loyalty programmes are one of the best means companies have for collecting information about their customers and, if done right, for enhancing customer satisfaction and generating new purchases. (Hilton et al, 2013). This is considered ‘big data’ which concerns collecting, analysing and using data gathered about the consumer. Carlson Marketing Worldwide considers the fact that through the use of a loyalty tracking system the customers’ transaction information can be used to determine what people might be enticed to buy next and craft one-to-one

communications to get that sale. This enables companies to specifically target each individual customer through crafting offers based on the information gathered from the customers buying behaviour. SOCIAL RECOGNITION Loyalty can be generated through symbols showing membership in a customer club or a VIP group and are a good opportunity for emphasising the customer’s links to a company (Hennig-Thurau et al, 2000). One technique for rewarding loyal customers is ‘badging’, this is essentially a mark of public recognition. This method provides valuable social acknowledgment. This is done through highlighting a customer’s loyalty and importance to the company in front of their friends and family. The aim is to create a multiplier effect whereby their peers will be attracted to the idea of being a part of the social loyalty group. This will expectantly increase customer engagement, building a larger body of loyal consumers. In order to gain a loyal customer base, Liberty must perform to a high standard in all aspects of the business and provide their customers with a high level of service. Building relationships and gaining trust between both parties is an important factor in attaining consumer loyalty. This can be enhanced by the use of a loyalty app which can reward loyal customers for the money they spend in store. The app aims to provide a useful and fast service for the consumer with access to immediate information. As customers still expect and require human interaction with staff members (see appendix 2.1), the app’s intention is not to take away from this aspect of the brand, but to improve service and effeciency.

FIG 25 / AS FIG 6

T E

C H -

BY CHARLOTTE WILLIAMS WORD COUNT 993

SMARTPHONES IN THE RETAIL ENVIRONMENT

FIG 27 / GENES@CO-OP BY M. ROCK, 2014

FIG 26 / ALMA’S BIRD BY ACNE X LIBERTY, 2014

As the world shifts into the digital realm, retailers strive to integrate technology to bridge the gap between online and offline retail and to keep the physical store a vital platform. With the population of smartphone users in the UK rising to 59% (George, 2014: Online), retailers are conscious of societies evolving dependence on technology. The future of retail relies on technology to redefine the traditional in-store environment and to ‘offer immersive brand experiences while also seamlessly integrating digital retail elements’ (Fitch, 2014: Online) in which to engage and guide the customer through the consumer decision journey. A survey undertaken by Google revealed that 96% of smartphone owners research products and 73% rely on product reviews, which are read on their devices before they commit to the purchase - whilst users of store-specific apps are 21% more likely to execute a sale after browsing (Fitch, 2014: Online). A report by Interone discusses how consumers are relying on the information readily available on their smart devices to make better purchase decisions (Interone, 2014: Online). Technology is considered to be supporting the purchase process, rather than diverting the consumer’s attention away from being present in-store.

CRM Connected Relationship Management (CRM), is a retail trend which allows store assistants access to a wealth of information surrounding their consumer client-base. ‘At key points along the shopping journey, a forward thinking retailer or brand can effectively employ data, connected technologies and human services to meet the shopper where they are and anticipate where they will go next’ (PSFK Labs, 2013: Online), customer service is still a highly valued in-store attribute – particularly in Liberty. Consumers are expecting retailers to meet their ever-changing demands of a retail experience with a personalised engagement, which is achievable if customer service and technology work hand-in-hand. DELTA AIRLINES & BARNEY’S Delta Airlines have invested into CRM to create holistic documentations of their passenger’s flight experiences. Each flight attendant is connected via Wi-Fi on Nokia Lumia smartphones, which primarily act as digital ‘black books’. Whilst the attendant communicates with the passengers, a profile of preferences can be updated for future reference. The device serves as a payment platform for onboard transactions and provides instant notifications of changes to flight schedules. The airline has nearfuture plans to develop this personalised service further by linking mileage memberships to track past flight details. The brand can then target the consumer with personalised promotions drawn from this data whilst they are in their hot state aboard the flight. Retailer Boston Proper opened their first physical store with the option to reserve items for viewing, on an online wishlist. Stylists can browse wishlists and buying histories to suggest further trends to the consumer when in-store, with the use of touch screen enabled tabletops which act as a digital catalogue to visually engage the consumer and add to their bank of preferences. Similar tabletop advancements were installed at Barney’s Genes@ Co-Op launch in New York. Here the consumer sits at an interactive banquet table to dine, browse and purchase products at the touch of a 30 foot interactive screen which was aimed to ‘fully immerse shoppers in the world of Barney’s New York’ (Rock, 2014: Online).

FIG 28 / INTERACTIVE BLACK BOOKS BY BOSTON PROPER BOUTIQUES, 2013

As the reliance on technology develops, consumers grow tedious of collecting and providing data - they are increasingly demanding of specific information to be presented readily when they seek it (Interone, 2014: Online). With these integrated technology versus customer service strategies, the brands can successfully engage the consumer in their hot state - based on personal data previously recorded – and offer the most relevant promotions to encourage sales and leave the consumer with instant gratification. This ‘black book’ technique creates a valuable connection between the consumer and the brand on a personal level, which can be essential to creating long lasting relationships which lead to consumer loyalty.

29 FIG 29 / AS FIG 26

FIG 30 / ATRIUM BY LIBERTY, 2014 FIG 31 / iBEACON BY CLICK-LABS, 2013

MRM Mobile Relationship Management (MRM), supports the concept that a brand can use the constantly connected presence of a mobile device (Wise et al, 2014) to maintain a close bond with their consumer. Push notifications send personalised benefits directly to the consumer’s smart device as means of promotion. A report on mobile engagement discusses how today consumers want to be in control of the information they receive (Husson, 2013), and so are likely to change their device settings to only allow notifications which meet their information and time preferences. In order for a brand to participate in the MRM strategy successfully, they must have a firm understanding of what information their consumer wants to receive and at what time. SHOPKICK US store Target teamed with ‘Shopkick’ an interactive loyalty scheme. Entering the store earned 60 ‘kicks’ and simultaneously app users were notified with the daily promotions – the consumer is thus encouraged to scan items around the store to earn more ‘kicks’, which are later transferrable to redeem as gift cards. This concept aids the consumer’s decision journey, whilst being rewarded for shopping instore. It builds a positive relationship and motivates the consumer to become loyal to the brand, since the app provides only the necessary information the consumer needs - working in line with the notion that MRM means ‘invitation, not interruption’ (Wise et al, 2014).

FIG 32 / PUSH NOTIFICATION BY B. LOVEJOY, 2013

PUSH NOTIFICATIONS

FIG 33/ SHOPKICK APP BY L.GOODE, 2013

Push notifications are becoming more pertinent with Apple’s ‘micro-location’ technology the iBeacon (Hallissey, 2014: Online). With a range of 50 metres, the iBeacon connects with smartphones within the proximity via Bluetooth, to offer personalised promotions - based on the smartphone owners buying history (Stocker, 2014). Working closely with iBeacon is ‘Pouch’ (see appendix 3.3), a loyalty concept based ona collaboration between Vodafone, EE and O2, which uses the proximity aspect and contactless communication to eradicate the physical loyalty card and provide a digital equivalent on smart devices (Chapman, 2014: Online). Location targeting technology is expected to become an essential part of the future of retail. Whilst previous near field communication (NFC) methods, such as QR codes, have required the consumer to activate and seek the information for themselves (Davies, 2014: Online), the iBeacon revolution caters for the tech-savvy consumer. This consumer are expectant of the information that they require to be delivered directly to them, at exactly the time that they require it.

As the in-store environment unites with the digital world, it is vital for brands to deliver a seamless retail experience which meets the consumer’s demanding and everchanging expectations. With integration between technology and customer service, alongside a detailed understanding of the key information that the consumer requires – brands can turn browsers into active purchasers (Fitch, 2014: Online). Personalised promotional channels are created to engage the consumer enough to generate a motivation for them to award the brand their loyalty.

FIG 34 / AS FIG 7

R E

T A I L

EXPERIENTIAL RETAIL

LN-CC/LN CC/LN-CC LN-CC/LN FIG 36 / ANOOSHA BY LIBERTY X NIKE, 2014

FIG 35 / THE TUNNEL BY LN-CC, 2013

The pace at which the world is changing with the aid of technology has significantly accelerated over recent years, and the retail industry is not exempt from this. Shopping trips are no longer just about the browsing, trying and buying of a product but also about the experiences the consumer has in-store and the relationship the brand establishes, and maintains, with the shopper. Retailers are able to add a new dimension to their stores through incorporating elements such as augmented reality and interactive devices (Lam, 2013). To ensure that Liberty is not lagging behind their competitors, their in-store environment needs to become more engaging and interactive as branding expert Martin Lindstrom predicted that â&#x20AC;&#x2DC;over the next decade we will witness seismic shifts in the way we perceive brandsâ&#x20AC;&#x2122; (2005).

BY KELLIE HOOPER WORD COUNT 1009

FIG 39 / THE WARMTH SPACE BY LN-CC, 2013 FIG 40 / AS FIG 36

FIG 37 / THE BAR BY LN-CC, 2013

FIG 38 / AS FIG 36

NC/ N-

PRADA 2002 Although the whole idea of this is becoming more and more popular, it is nothing new. In 2002, Prada realised that more could be done to entice potential customers into their stores and came up with the idea of smart closets – changing rooms equipped with touch screen mirrors. These would automatically scan clothing using radio-frequency identification tags, providing the costumer with information about the product, the ability to virtually find other matching pieces in-store or call for different sizes and styles (see appendix 3.4). Through this, Prada successfully merged ‘the best of the online world with the best of the real world, making both better’ (Bloomberg Businessweek, 2002). Following this, experiential retail spaces have become increasingly creative to enable consumers to have the most exciting, yet convenient shopping experience possible. LN-CC 2013 A previous visit to London lead to the discovery of the Late Night Chameleon Café (LN-CC), a ‘progressive retail concept store’ (Gkiouzelis, 2013), in the London district of Dalston. This space combined menswear, womenswear, books and music, covering the best international designers, as well as the most exciting new fashion talents. The store was split into four product rooms, a library, a record store, a gallery and a club and located in an old, inconspicuous office block, making the interior of the space upon entering even more impressive.

LN-CC played on exclusivity as you had to make an appointment to visit and be buzzed in through an intercom. Once inside, the customer was greeted by an octagonal, wooden structure, cast in lights fitted behind acrylic panels – a juxtaposition of natural versus modern design. This opposition was repeated throughout a number of the themed rooms, such as the wooden retro library and the space-age concrete shoe room, which also featured a bar and a set of turntables. Acclaimed set designer and illustrator Gary Card designed the otherworldly design, materialising the creative vision of John Skelton. In an interview with Dazed Digital, Skelton revealed that ‘the concept is not just focused around a store, it’s more an overall feeling and lifestyle that we live and wanted to share with anyone who might be interested’ (2011). Stores are no longer just stores, and brands have to create more interesting experiences to keep up with the current market. Not just the products will interest consumers, but also the spaces the products are presented within. Liberty already have a steady customer base, however, the aim is for the consumer to visit more frequently, which will be achieved through loyalty promotions on an accessible mobile platform. Liberty need to use technology to enhance their customer’s in-store experience, by enhacing the level of customer service through digital technology.

SENSORY BRANDING

FIG 41 / CHECK-IN BY HUFTON+CROW, 2014

Furthermore, the idea of sensory branding – marketing which engages all of the user’s senses – is not a new concept either. However, it is becoming more common, sometimes without the consumer even noticing. Starbucks, for instance, pay a great amount of attention to, not only the way their coffee tastes but also the way their stores look, feel, sound and smell. They are thereby controlling how your body perceives their brand. According to brand specialist Mike Hodge ‘the line between encouragement and manipulation is getting blurred’, and he goes on to suggest that more brands will start to include sensory branding within their marketing strategies and some will even trademark sounds and smells that are associated with them (2006). THE FRAGRANCE LAB 2014 A brand that has recently tapped into sensory branding in an innovative and creative way is Selfridge’s, who have launched The Fragrance Lab. The London department store collaborated with Campaign, the creative company behind Burberry’s interactive store designs, and future consultancy, The Future Laboratory. Together they built a creative space, which enables customers to be matched with

FIG 43 / SMOKE BY HUFTON+CROW, 2014

FIG 42 / CROWN BY LIBERTY X NIKE, 2014

FIG 45 / THE LAB BY HUFTON+CROW, 2014

a fragrance that is said to represent their character. When they first enter the white laboratory-like environment, assistants wearing lab coats invite them to check-in at the suitably futuristic reception desk. The shopper is then lead to the first area where they use iPads to answer a series of questions, examining their shopping habits and perfume tastes. They are also asked to select their preferred images from a selection, determining more aspects of their personality, for example whether they are shy or outgoing and whether they follow trends or set them. The next tasks equips customers with iPhones used as audio-guides to direct them around

THE FRAGRANCE LAB

FIG 46 / LAB COATS BY HUFTON+CROW, 2014

FIG 44 / AS FIG 42

a series of interactive, sensorial chambers, each of which offers a different set of objects, creating a different sensory experience such as the connection between scent and memory (Steven, 2014). Creative director of Campaign, Philip Handford, says that the ‘engagement with space is intuitive’ – the customer is making choices as they walk around the space and what they interact with ultimately impacts what fragrance they are given (Howarth, 2014). Finally, the shopper is met by a staff member who asks a series of follow-up questions and presents them with their individual fragrance and a ‘prescription’ giving details of their character and listing key ingredients of their perfume. Through this pop-up installation, Selfridge’s have managed to create an experience that challenges our senses by combining scent, visuals and sound, defining the future of the retail experience (Steven, 2014). Furthermore, they are providing the shopper with a personalised experience, establishing a relationship between the brand and the consumer as they get to know one another. THE FUTURE OF LIBERTY As mentioned in the primary research, it is the personalized customer service of Liberty that ensures the return of loyal customers. Sales assistants are trained to build relationships with customers so that they are able to identify the likes and dislikes of their regulars. It is essential that the Liberty brand retain this within their loyalty scheme – even as shops become more engaging and increasingly about interaction with technology, rather than human beings.

FIG 47 / LIBERTY APP NAVIGATION PAGE BY A. JOUGHIN, 2014

E APP

FIG 48 / CARD SWIPING STATION WITH HOME PAGE BY A. JOUGHIN, 2014

ASSIST / ENGAGE / INTERACT

BY GRACE COTTER WORD COUNT 906

Through carrying out detailed research into the Liberty store, their consumer, a series of loyalty schemes, smart phone technology and retail experiences, we have combined our research and ideas to create a new retail experience and loyalty scheme for Liberty. We aspired to redefine the consumerâ&#x20AC;&#x2122;s retail experience and to encourage more consumer to join the new loyalty scheme. Research led us to the conclusion that our suggested idea needs to add to Libertyâ&#x20AC;&#x2122;s renowned customer service, rather than detract from their face to face approach something which is highly valued by their customers. Our proposed idea is to create a new Liberty loyalty app. The app acts as a way of connecting with consumers and their ever-increasing busy lives, anywhere and at any time. It stores their personal preferences, purchase history, points earned and points needed until their next reward. The experience is enhanced by adding iPads throughout the store, as well as equipping all staff with hand-held devices to further assist customers. Overall, our proposed idea encompasses these three key words: Engage, Assist and Interact. In order to create an engaging retail experience, with a focus on customer service, we divided our idea to aid the customer before, during and after a sale. This enables Liberty to provide both new and existing customers with an omni-channel experience in which every aspect of the consumer decision journey is considered.

FIG 51 / ITEM RESERVATION PAGE WITH DROP DOWN MENU BY A. JOUGHIN, 2014

FIG 50 / ITEM RESERVATION PAGE BY A. JOUGHIN, 2014

DURING Once a customer enters the store, the app notifies them of their points via a push notification, where they are able to see how close they are to their next reward (see fig 52). To involve and engage the Baby Boomers generation, who are unlikely to download the app (Posner, 2011), touch points enabling customers to check their loyalty accounts are located at every entrance. These touch points will have an iPad card swipe system so they can easily access their data (see fig 48). Both the mobile app and the iPads will provide the customer with information including their points and next available reward, as well as informing them of in-store offers which may appeal to them (see figs 53 and 55). FIG 53 / POINTS SCREEN WITH TRACKING BAR AND LINK TO PERSONALISED OFFERS BY A. JOUGHIN, 2014

FIG 52 / POINTS NOTIFCATION BY A. JOUGHIN, 2014

FIG 49 / LEMON AND LILAC LIBERTY PRINT BY SIR PLUS

BEFORE Customers who have downloaded the app and accepted its push notifications receive a promotional alert once a week. This alert is triggered by iBeacons when a customer is in the vicinity and includes personalised offers (Butler, 2014: Online). These promotions are based on their browsing activities and purchase history on the app. Customers are able to reserve items in-store, requesting to have them ready at the till or the fitting rooms, where they will be held for two working days (see figs 50 and 51). With consumers delaying their final purchase decision until they are in-store (Court, 2009: Online), this service motivates the customer to re-enter the store and encourage sales, whilst introducing them to other in-store products. This is an element that is beneficial to the consumer: â&#x20AC;&#x2DC;this I love, I would definitely use this serviceâ&#x20AC;&#x2122; (see appendix 2.2).

FIG 56 / IPAD POINTS PAGE BY A. JOUGHIN, 2014

FIG 55 / RECEIPT HISTORY SHOWING DROP DOWN MENU BY A. JOUGHIN, 2014

FIG 54 / RECEIPT HISTORY WITH OPTION BUTTONS PAGE BY A. JOUGHIN, 2014

DURING iPads are located by the lifts as a method of connecting and engaging customers with the brand, as this is an area where customers are often waiting. Liberty are thus able to capture and entice people’s interest and lead them to the right products whilst in their hot state (Ryan, 2014: Online). They are also able to access the website, see new products and offers and securely order online, with the option for their items to be collected in-store or delivered to their home. When a customer purchases items in-store, their smartphone or card is scanned and all purchase data will automatically be stored on their loyalty account. This data is used to generate offers and items which appeal to the consumer via future notifications, which, if executed correctly, enhance customer satisfaction and encourage repeat purchases (Hilton et al, 2013). Digital receipts from all transactions are also stored on their loyalty account, keeping all information digitally combined (see figs 54 and 55).

DURING All members of staff have access to an iPhone or iPad which they use to assist with customer’s enquiries and create a personalised experience (Oracle, 2012: Online). Digitalising Liberty’s ‘black book’ - as seen on the Channel 4 documentary: Liberty of London – staff are provided with much easier admission to their most valued clients. Through the digital ‘black book’ and the use of iBeacons, staff are notified when their VIP customers enter the store (see appendix 3.3). Purchase data is also gathered on these iPads, allowing staff to access the consumer’s purchase history immediately. This enables them to advise and suggest items which the shopper might be interested in, thereby enhancing customer service (see fig 58).

FIG 57 / LILAC LIBERTY PRINT BY SIR PLUS

AFTER The app includes a search engine where the customer can enter a description of an item they are looking for. If not readily available, the search is saved in their wishlist so that when the item does become available, the app notifies the customer (see fig 59). They then have the option of purchasing via the app, or reserving for in-store collection. The app and in-store touch points offer an immersive retail experience with digital and personal customer service elements seamlessly integrated. This enhances and personalises the brand experience (Fitch, 2014: Online), thus boosting customer loyalty.

FIG 59 / RESERVATION COLLECTION NOTIFICATION BY A. JOUGHIN, 2014

FIG 58 / STAFF iPAD FEATURING F.A.Q, FLOORPLAN, SEARCH ENGINE, NOTIFICATIONS, STOCK CHECK & SETTINGS ICONS BY A. JOUGHIN, 2014

FOR ALL MOCK-UPS, SEE APPENDIX 4.0

LIBERTY LONDON FIG 60 / CLOSE UP II BY J. JAN, 2013

WORD COUNT OF DOC 6125

Y N

'THE MOST SUCCESSFUL RETAILERS WILL BE THE ONES WHO ARE ABLE TO MAKE THE DIGITAL AND PHYSICAL WORK TOGETHER'

‘The most successful retailers will be the ones who are able to make the digital and physical work together, elevating the customer experience as a result’ (Leiser, 2014: Online). The proposal set out to create a smartphone app which would enhance the brand experience through an incentivised loyalty scheme, with targeted promotions for each customer. This loyalty scheme aims to be simple and easy to navigate. It appeals to all ages, offering added services to both customers and staff, creating an omni-channel experience. We achieved our intentions of the Liberty loyalty scheme by creating an app which entices customers by regularly informing them of their points and customised offers, giving shoppers the personal experience which Liberty prides themselves on (see appendix 1.6). Liberty are now able to connect with their consumers, in-store and online by providing extra services and promotions which encourages loyalty and sales. When the consumer enters the store, staff have access to extensive consumer and product data via iPads and can offer customers a tailored retail experience. The loyalty system considers all of Liberty’s customers by encouraging and assisting both cardholders and app users alike.

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LAM, A., 2013. 13 Examples of Experiential Retail [online]. Trendhunter. Available at: http://www.trendhunter.com/slideshow/experiential-retail [Accessed 8 May 2014]. LEISER J., 2014. Jordy Leiser: How To Predict The Future Of Physical Retail In The Digital Age - PSFK [online]. PSFK. Available at: http://www.psfk.com/2014/05/jordy-leiser-digital-physical-retail.html#!R3GxF [Accessed 29 May 2014].

LIBERTY OF LONDON, 2013. [TV programme] 4: Channel 4. LIMITED B., 2014. Quotes about Liberty [online]. Liberty.co.uk. Available at: http://www.liberty.co.uk/quotes/article/fcp-content [Accessed 21 May 2014]. LIMITED B., 2014. The History of Liberty from the Liberty London archive [online]. Liberty.co.uk. Available at: http://www.liberty. co.uk/AboutLiberty/article/fcp-content [Accessed 21 May 2014]. LINDSTROM M., 2005. Sensory branding - using the five senses to build extraordinary brands [online]. AIPMM. Available at: http://www.aipmm.com/html/newsletter/archives/000164.php [Accessed 8 May 2014]. MCKINSEY & COMPANY, 2013. The data driven life [online]. Available at: www.mckinsey.com%2F~%2Fmedia%2Fmckinsey%2Fdotcom%2Fclient_service%2FMarketing%2520and%2520Sales%2FPDFs%2FData_driven_life_Key_takeaways_from_CMO_Summit_2013 [Accessed 12 May 2014]. ORACLE, 2012. The Secret of Customer Loyalty is Customer Experience [video]. Available at: http://www.youtube.com/ watch?v=m-0-9LmfAms [Accessed 18 May 2014]. PATEL D., 2013. Cracking the mobile advertising code [online]. Available at: http://blogs.hbr.org/2013/09/cracking-the-mobile-advertisin/ [Accessed 12 May 2014] PINCUS R., 2014. McDonalds happy meals now offer eBooks [online]. Available at: http://www.psfk.com/2014/05/mcdonalds-ebook-happy-meal.html#!O4NQ3 [Accessed 18 May 2014]. POSNER H., 2011. Marketing Fashion. London: Laurence King Publishing Ltd. PSFK LABS, 2013. Empowering Retail Associates To Deliver Experiences, Not Just Sales [Future of Retail] - PSFK [online]. PSFK. Available at: http://www.psfk.com/2013/11/connected-relationship-management-future-retail.html#!OOqEz [Accessed 19 May 2014]. ROCK M., 2014. 2 Ă&#x2014; 4: Project: Genes@co-op Cafe at Barneys New York [online]. 2x4.org. Available at: http://2x4.org/work/50/ genes-co-op-cafe-at-barneys-new-york/ [Accessed 19 May 2014]. ROMIEU T., 2013. What luxury customers really want from digital [online]. Available at: http://csi.mckinsey.com/knowledge_by_ topic/luxury_goods/digital_luxury_customers [Accessed 12 May 2014] RYAN T., 2014. How Tablets Are Optimizing The In And Out Of Store Experience With Retailers - PSFK [online]. PSFK. Available at: http://www.psfk.com/2014/03/tablet-optimized-retail-experience.html#!PkNiI [Accessed 21 May 2014]. STEVEN R., 2014. Selfridges launches interactive Fragrance Lab [online]. Creative Review. Available at: http://www.creativereview. co.uk/cr-blog/2014/may/selfridgesfragrancelab [Accessed 12 May 2014]. STOCKER K., 2014. Beacon App Signals Greater Interaction. Drapers, (MARCH), p.11. TAYLOR S., 2013. Putting the customer at the centre of your retail business [online]. the Guardian. Available at: http://www.theguardian.com/media-network/media-network-blog/2013/jul/10/retail-business-improve-customer-service [Accessed 21 May 2014].

FIGURE REFERENCES Fig 1 / JAN J., 2013. SS Close Up [digital photograph]. Available at: http://www.boymeetsfashion.com/2013/02/08/liberty-oflondon-spring-and-summer-2013-collection-ss13/ [Accessed 26 May 2014]. Fig 2 / HOOPER K., 2014. Loyalty by Liberty [own design]. Fig 3 / GREENWOOD K., 2014. Morocco Bound [digital photograph]. NZ Life And Leisure. Available at: http://nzlifeandleisure. co.nz/morocco-bound [Accessed 23 May 2014]. Fig 4 / LIBERTY, 2008. Menswear [digital photograph]. Available at: http://www.liberty.co.uk/blog/tag/menswear/page/4/ [Accessed 24 May 2014]. Fig 5 / MEULMAN R., 2012. Starbucks Amsterdam [digital photograph]. Fast Code Design. Available at: http://www. fastcodesign.com/1669192/starbucks-concept-store-is-a-lab-for-reinventing-the-brand#5 [Accessed 22 May 2014]. FIG 6 / APPLE, 2011. Apple Store Shanghai [digital photograph]. Mashable. Available at: http://mashable.com/2012/01/18/ apple-store-designs/ [Accessed 22 May 2014]. FIG 7 / LN-CC, 2011. 21st Century Retail [digitial photograph]. LUXE City Guides. Available at: http://www.luxecityguides.com/ luxetasy/2011/02/10/london-shopping-ln-cc-concept-store/ [Accessed 22 May 2014]. Fig 8 / JOUGHIN A., 2014. Liberty App Mock-Up [own design]. Original photograph by Kevin Smith, 2014. Available at: http:// www.businessinsider.com/11-important-iphone-apps-2014-3?op=1 [Accessed 30 May 2014]. Fig 9 / As Fig 3 Fig 10 / ANON., 2013. Levi’s X Liberty [digitial photograph]. ClosetBox. Available at: http://closetbox.wordpress. com/2013/04/16/levis-collaborate-with-liberty-london/ [Accessed 22 May 2014]. Fig 11 / ANON., 2013. Levi’s X Liberty [digital photograph]. ClosetBox. Available at: http://closetbox.wordpress. com/2013/04/16/levis-collaborate-with-liberty-london/ [Accessed 22 May 2014]. Fig 12 / JAN J., 2013. SPRING AND SUMMER [digital photograph]. Available at: http://www.boymeetsfashion.com/2013/02/08/ liberty-of-london-spring-and-summer-2013-collection-ss13/ [Accessed 24 May 2014]. Fig 13 / QUADRILLE, 2012. Liberty Home Sewing [digital photograph]. Available at: http://quadrillebooks.tumblr.com/ post/9873778484/the-liberty-book-of-home-sewing [Accessed 25 May 2014]. Fig 14 / As Fig 4 Fig 15 / JAN J., 2013. Sheer [digital photograph]. Available at: http://www.boymeetsfashion.com/2013/02/08/liberty-of-londonspring-and-summer-2013-collection-ss13/ [Accessed 24 May 2014]. Fig 16 / ROGERS D., 2014. Loyalty Loop. Own Illustration. Fig 17 / HOOPER K., 2014. SB [own moodboard]. Fig 18 / HOOPER K., 2014. DD [own moodboard].

Fig 19 / As Fig 5

Fig 20 / JAN J., 2013. Print [digital photograph]. Available at: http://www.boymeetsfashion.com/2013/02/08/liberty-of-londonspring-and-summer-2013-collection-ss13/ [Accessed 23 May 2014]. Fig 21 /

LIBERTY, 2014. Carrie [digital photograph]. Available at: https://www.facebook.com/photo. php?fbid=10151835072517471&set=a.10150570871402471.388183.52227762470&type=1&theater [Accessed 25 May 2014].

Fig 22 / JAN J., 2013. Summer [digital photograph]. Available at: http://www.boymeetsfashion.com/2013/02/08/liberty-oflondon-spring-and-summer-2013-collection-ss13/ [Accessed 23 May 2014]. Fig 23 /

LIBERTY, 2014. Neste Dante [digital photograph]. Available at: https://www.facebook.com/photo. php?fbid=10151908234922471&set=a.10150570871402471.388183.52227762470&type=1&theater [Accessed 25 May 2014].

Fig 24 / MEULMAN R., 2012. Starbucks Amsterdam [digital photograph]. Available at: http://www.businessinsider.com/checkout-starbucks-beautiful-new-concept-store-in-amsterdam-2012-3 [Accessed 25 May 2014]. FIG 25 / As Fig 6 Fig 26 /

ACNE X LIBERTY, 2014. Almaâ&#x20AC;&#x2122;s Bird [digital photograph]. Available at: http://www.liberty.co.uk/fcp/categorylist/dept/acneexclusives?utm_source=facebook&utm_medium=social&utm_campaign=acneliberty_180214 [Accessed 20 May 2014].

Fig 27 / 2X4: GENES@CO-OP, 2014. Barneys NY Genes@CO-OP [digital photograph]. Available at: http://2x4.org/work/50/ genes-co-op-cafe-at-barneys-new-york/ [Accessed 19 May 2014]. Fig 28 / BOSTON PROPER BOUTIQUES, 2013. Interactive Black Books [digital photograph]. Available at: http://www.pinterest. com/pin/25543922860023474/ [Accessed 20 May 2014]. Fig 29 / As Fig 26 Fig 30 / LIBERTY, 2014. Atrium [digital photograph]. Available at: http://www.alicecaroline.co.uk/product/liberty-fabric-tanalawn-atrium-b/ [Accessed 23 May 2014]. Fig 31 / CLICK-LABS, 2013. iBeacon [image]. Available at: http://click-labs.com/ibeacon-technology/ [Accessed 19 May 2014]. Fig 32 / LOVEJOY B., 2013. Push Notification [image]. Available at: http://9to5mac.com/2013/09/27/ibeacon-briefing-what-is-itand-what-can-we-expect-from-it/ [Accessed 19 May 2014]. Fig 33 / GOODE L., 2013. ShopKick App [digital photograph]. Available at: http://allthingsd.com/20130211/mobile-rewardsapps-that-lure-shoppers-back-to-stores/ [Accessed 19 May 2014]. Fig 34 / As Fig 7 Fig 35 / LN-CC, 2013. The Tunnel [digital photograph]. Vogue.co.uk. Available at: http://www.vogue.co.uk/news/2013/03/20/lncc-relaunched-and-ready [Accessed 22 May 2014]. Fig 36 / NIKE X LIBERTY, 2014. Anoosha [digitial photograph]. Available at: http://www.office.co.uk/blog/brands/nike/nike-xliberty-london-ss14-collection/ [Accessed 23 May 2014]. Fig 37 / LN-CC, 2013. The Bar [digital photograph]. Cool Hunting. Available at: http://www.coolhunting.com/culture/ln-ccadditions.php [Accessed 22 May 2014]. Fig 38 / As Fig 36

FIGURE REFERENCES Fig 39 / LN-CC, 2013. The Warmth Space [digital photograph]. Yatzer. Available at: http://www.yatzer.com/ln-cc [Accessed 22 May 2014]. Fig 40 / As Fig 36 Fig 41 / HUFTON+CROW, 2014. Check-in Desk [digital photograph]. Dezeen. Available at: http://www.dezeen.com/2014/05/02/ selfridges-fragrance-lab-distill-your-character-into-a-scent/ [Accessed 22 May 2014]. Fig 42 / NIKE X LIBERTY, 2014. Crown [digital photograph]. Available at: http://www.liberty.co.uk/blog/19805/ss14-nike-libertycollaboration-the-prints/ [Accessed 23 May 2014]. Fig 43 / HUFTON+CROW, 2014. Smoke [digital photograph]. Dezeen. Available at: http://www.dezeen.com/2014/05/02/ selfridges-fragrance-lab-distill-your-character-into-a-scent/ [Accessed 22 May 2014]. Fig 44 / As Fig 42 Fig 45 / HUFTON+CROW, 2014. The Lab [digital photograph]. Dezeen. Available at: http://www.dezeen.com/2014/05/02/ selfridges-fragrance-lab-distill-your-character-into-a-scent/ [Accessed 22 May 2014]. Fig 46 / HUFTON+CROW, 2014. Lab Coats [digital photograph]. Dezeen. Available at: http://www.dezeen.com/2014/05/02/ selfridges-fragrance-lab-distill-your-character-into-a-scent/ [Accessed 22 May 2014]. Fig 47 / As Fig 8 Fig 48 / JOUGHIN A., 2014. Card swiping station with home page [own design]. Fig 49 / SIR PLUS. Lemon and Purple Liberty Print [digital photography]. Available at: http://www.sirplus.co.uk/product/lemonand-lilac-liberty-print-pocket-square,95368594 [Accessed 30 May 2014]. Fig 50 / JOUGHIN A., 2014. Item reservation page [own design]. Fig 51 / JOUGHIN A., 2014. Item reservation page with drop down menu [own design]. Fig 52 / JOUGHIN A., 2014. Points notifcation [own design]. Fig 53 / JOUGHIN A., 2014. Points screen with tracking bar and link to personalised offers [own design]. Fig 54 / JOUGHIN A., 2014. Receipt history with option buttons page [own design]. Fig 55 / JOUGHIN A., 2014. Receipt history showing drop down menu [own design]. Fig 56 / JOUGHIN A., 2014. iPad points page [own design].

Fig 57 / SIR PLUS. Lilac Liberty Print [digital photograph]. Available at: http://www.sirplus.co.uk/product/lilac-liberty-print-pocketsquare,95267886 [Accessed 30 May 2014].

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VISUAL INSPIRATION

MAGAZINES & LOOKBOOKS WE USED FOR INSPIRATION IN TERMS OF LAYOUT, APP DESIGN AND PHOTOGRAPHY INCLUDE:

SHADE APP RICK OWENS AW12 LOOKBOOK IMPLOSION THE VISION PAPER SS14 DALE CÉLINE LOOKBOOK

FIG 61 / INSPIRATION BY K. HOOPER, 2014

FIG 62 / THE APARTTMENT BY SHIRALEE, 2013

APPE

ENDIX PROJECT OVERVIEW 1.0: Team Manifesto 1.1: Further Responsibilities 1.2: Project Plan 1.3: Critical Path 1.4: Team Minutes 1.5: Methodology 1.6: Execution Table PRIMARY RESEARCH 2.0: Pilot Interview 2.1: London Interviews 2.2: Consumer Interview 2.3: Existing Loyalty Schemes 2.4: Floor Plans CASE STUDIES 3.0: Exhibitions 3.1: McDonaldâ&#x20AC;&#x2122;s 3.2: Starbucks 3.3: Weve & EAT 3.4: Prada OTHER 4.0: Mock-Ups 4.1: Consent Forms

APPENDIX 1.0

TEAM MANIFESTO We will propose internal deadlines which we will strive to meet each time; this will ensure that we are working to an effective schedule to meet our final deadline.

We will communicate effectively with the team via a dedicated Facebook page and instant messaging group.

We will ensure that we try our best to attend all group meetings. We will notify the group if we will be late and in the case that we cannot attend we must review the minutes.

We will be honest with eachother in regards to our individual outlooks and opinions on the project.

We will offer constructive critisism to eachother to help the progression of the project. We will also be open to receiving constructive critisism on our own work and be willing to make changes to improve.

We will be willing to share our ideas and research with the rest of the group and support eachother in our individual sections.

We will recognise our own strengths and weaknesses. We must be willing to challenge ourselves as individuals.

We will be willing to work as a team throughout the entire project. We will share the work load equally and present our work to the best possible standard.

FIG 63 / AS FIG 30

APPENDIX 1.1

FURTHER RESPONSIBILITIES Visual Mock-Ups Aimee Joughin

Text Editing Georgia Benney+Grace Cotter

Research Collation Daisy Rogers

Editorial Design Kellie Hooper

References & Appendix Collation Charlotte Williams

TEAM BLOG LINK fcpliberty.blogspot.co.uk 62

SIGNED BY

APPENDIX 1.2

PROJECT PLAN EXECUTION Store Mock-Ups App Visuals Marketing Aesthetics Floorplans Device Visuals Statistic Infographics Visualise Ideas THE CREATIVE IDEA Exhibitions Magazine/Graphical Influences Moodboards Cartograms/Pinboards Brand Aesthetic Consumer Profiling THE BIG IDEA Mind Mapping Ideas Competitors Marketing Strategies Loyalty Loop Case Studies Visit Liberty of London GENERAL Exploring Loyalty + Retail Experience: Successes/Failures. Omnichannel Retailing. Liberty Existing/Past. The Rise of Technology/Smartphones, PSFK. Future Lab Trend Talk Hot vs. Cold States. Documentaries/Articles

APPENDIX 1.3

CRITICAL PATH WEEK COMMENCING 28.04 Project planning - Complete the triangle format to outline the entire project. Team contract - Create a detailed contract together, stating project guidelines and participant expectations. Sign to confirm. Individually undertake general research into Liberty of London (general, contextual).

WEEK COMMENCING 05.05 Segment research topics (loyalty, retail experience, smartphones/technology) to research for following week. Mind-map the big idea, establish themes to explore further in research. Visit London, in-store environment research.

WEEK COMMENCING12.05 Find appropriate consumers, conduct interviews and observational research. Decide on topics and distribute amongst team members. Gather case studies/quotes/statistics to prepare for writing. Establish the Big Marketing Idea & Big Creative Idea.

WEEK COMMENCING 19.05 Start writing individual sections, a draft to be completed by end of week. At end of week proof read together and make group changes. Over weekend edit and format each section.

WEEK COMMENCING 26.05 Final touches to writing. Individual layout designs in relation to visual inspiration. Visual mock-ups.

WEEK COMMENCiNG 02.06 Final touches to document and proof read. Send to print.

APPENDIX 1.4

TEAM MINUTES MINUTES 1 This was our first official meeting since we were briefed on the Retail projects. After consideration of both Retail Experience and Loyalty and Retail Experience and Wearable Technology, we decided that the section we wanted to write a report on was the Loyalty brief, which focuses on a loyalty scheme via smartphones for Liberty of London. Although we didn’t want to immediately dismiss the T2 Tea wearable technology brief for the reason of having researched into this brand before, we felt that it might be difficult to look past what we already know about the brand and elaborate on this further for the report. We were understanding of the fact that we had only looked very briefly into wearable technology and there is a lot more research and information available on such devices, but we look forward to researching up and coming technology for the Liberty brief which we can approach with fresh ideas. ATTENDING Kellie, Aimee, Georgia, Daisy, Grace, Charlotte. DISCUSSION - Mapped out important factors of the project using the triangle format which can be referred back to throughout. - Created a structured weekly timeline, with personal deadlines for research, writing and designing stages - which we aim to keep to throughout the project as closely as possible. - A fair distribution of initial research subjects throughout the group with a deadline of 02.05.14. - Arranged for Kellie to set up the Blogspot for our team minutes and to track our projects progress. ENTRY Charlotte Williams MINUTES 2 Following on from our first meeting on the 29th April we all split up and started to research the different areas we had been assigned (retail, loyalty and smart technology) as well as the history of Liberty. We met up today to discuss and share what we had all found and to start to pull together themes in our research. ATTENDING Kellie, Aimee, Georgia, Daisy, Grace, Charlotte. DISCUSSION Charlotte/Technology - Iphone 5 users consume the most data - ‘Shop it to Me’ - combining multiple products from multiple department stores online - Using storytelling to keep consumers engaged - Iphone batteries don’t last long - I-Beacons Grace/Technology - 15 year loyalty card anniversary at Liberty - Making loyalty more fun so people redeem rewards - Technology to aide consumers - Points for visiting as well as buying - Experience history of Liberty - Linking social media in store Daisy/Loyalty - Starbucks was the top loyalty scheme in 2013 - Personalised loyalty is more successful - Give helpful suggestions to consumers

Georgia/Loyalty - Look at customers generation ie Baby Boomers and what they want - Social/environmental factors are key - Tiered loyalty scheme to make consumers feel special Kellie/Retail - Use technology to keep consumers in shop for longer - 84% of smart phone users use their phones in stores

APPENDIX 1.4

TEAM MINUTES

- Incentives for app downloading - Appointments in store for advice and new products Aimee/Retail - Instore experience vs. brand experience - Cardless/paperless payment This is an overview of what the group bought to the table however many more points were covered. From this we made further plans: - Over the weekend individually make a brainstorm of ideas - Evaluate technologies and their appropriateness - Consider loyalty loop - Look at competitor loyalty schemes - Remember to cover before, during and after in brainstorms ENTRY Georgia Benney MINUTES 3 Following on from our second meeting on 02.05.14 we all individually brainstormed ideas for our “big idea” for the Liberty loyalty scheme. We met up to discuss everyones ideas, expanding on them and beginning to finalise the chosen, final idea. ATTENDING Daisy, Kellie, Charlotte, Georgia, Grace Aimee was unable to attend due to undertaking primary research for the project in London, due to knowing this absence she provided us with the due work before the meeting. TIME 4.5 hours DISCUSSION - Discussed and went through all ideas, talking them through, analysing and evaluating the positive and negative aspects. - Cut down ideas to arrive at one “big idea”. - Discussed the details of our chosen loyalty scheme. - Discussed tiered loyalty scheme, putting together the basic aspect of one and its given benefits. - Brainstormed questions for our primary research. From this we made further plans to complete for the 8.05.14: - Brainstorm names for the loyalty scheme/app - Brainstorm names for the loyalty scheme tiered system - Brainstorm events for loyalty scheme advantages ENTRY Daisy Rogers MINUTES 4 ATTENDING Charlotte, Georgia, Daisy, Grace, Aimee + Kellie TIME 2H DISCUSSED - Aimee’s research trip to Liberty’s and her interview findings - Interesting and experimental retail spaces that we could visit or have already visited - Related books that we can source from the library or already own - Planning of further retail and consumer research based in Nottingham - Planning Daisy’s trip to London and the locations she will research for us - Constructing questions that we will ask Charlotte and Georgia’s Liberty’s contacts - Events that could be part of our rewards scheme such as season previews - Aimee and Kellie’s respective trips to Leeds and Bristol and any interesting retail spaces they have there

APPENDIX 1.4

TEAM MINUTES

AIMS TO BE COMPLETED PRIOR TO NEXT MEETING - Reconsider how our initial ideas can be translated to the in-store environment of Liberty’s - Everyone to upload initial research onto blog - Georgia and Charlotte to e-mail contacts - Kellie to interview contact FURTHER PLANS 13/05/14 – Meet to discuss the work done over the weekend 14/05/14 – Meet to conduct further consumer interviews 15/05/14 – Meet to finalise idea ENTRY Kellie Hooper MINUTES 5 ATTENDING Charlotte, Georgia, Daisy, Grace, Aimee + Kellie TIME 2H DISCUSSED - Daisy’s research trip to Liberty’s and other experiential retail stores (Disney, M&M world, Nike town etc ) and her interview findings - Interesting topics from Michelle’s lecture to do with sensory branding - Splitting up the essay into 6 sections, 1000 words each, and which areas each of us are going to cover - Our big idea, and making it clear, more connected, and concise. - Further research we need to do AIMS TO BE COMPLETED PRIOR TO NEXT MEETING - Grace to upload spider diagrams from seminar onto blog & Facebook group - Everyone do research for their essay sections ready for Thursdays meeting - Daisy to email main contact she met in Liberty - Grace to conduct observational research to do with use of mobiles & digital tech in Urban Outfitters Nottingham FURTHER PLANS 15/05 - meet to discuss individual research for our sections & discuss observational research findings ENTRY Grace Cotter MINUTES 6 ATTENDING Charlotte, Georgia, Daisy, Grace, Aimee + Kellie TIME 3H DISCUSSED - Discussed our findings to develop the big idea - Further research we need to do - Named the app - LLL Liberty London Loyalty - Finalised the big idea BEFORE - staff black book is notified when a particularly loyal customer for their department enters the store - outside store, track customers in vicinity - sent push notification - personalised notification - 1 a week / weekly offers

DURING - points notification - welcome back - swipe card at point near entrance - shop assistants with iPhones, ipad, turn their black book digital, access for info to help customers with any enquiries - ipad kiosk in store for people to use to order, look online, see daily offers, stylists pick of the day etc

APPENDIX 1.4

TEAM MINUTES - digital receipt, when scan is swiped, scan , receipt stored on their account, also stored in black books AFTER - like ebay, customers can input items they want ie, black dress, and when one come available they’ll be notified -general app notifications about online & instore offers personalised to them AIMS TO BE COMPLETED PRIOR TO NEXT MEETING/ - Kellie to find case studies that back up our big idea and its practicality in store and research into sensory branding - Charlotte to research CRM, Contactless technology and Digital receipts - Grace to conduct observational research to do with use of mobiles & digital tech in Urban Outfitters Nottingham - Daisy How our idea will accommodate all customers - Aimee brief research into CRM - All make a general plan of our section (for Monday) - All do a rough draft of your section (for Wednesday) - All pin images onto the shared Pinterest board as references for the visual aesthetic of our app and push notifications FURTHER PLANS 19/05 - meet to discuss each-others plan for our sections & discuss observational research findings ENTRY Aimee Joughin MINUTES 7 After a recent meeting with Michelle, we were able to clarify our idea fully with the suggestions that she offered. Going into the meeting, we felt our idea was still disjointed but after running through the entire plan with Michelle – and breaking the body of text into smaller, more digestible sections – we created subheadings. These headings will signpost the essay to create more of an understandable flow. ATTENDING Kellie, Aimee, Georgia, Daisy, Grace, Charlotte. DISCUSSED - Since completing our writing drafts, editing was undertaken by Georgia and Grace to gain consistency with text flow and referencing throughout. - Kellie has created a moodboard on visual inspirations and a number of proposed layout designs. - We are all to begin our individual graphic design per section. - Enter the body of text under discussed subheadings. - Begin to create references, bibliography and collate information for the appendix. ENTRY Charlotte Williams MINUTES 8 ATTENDING Charlotte, Aimee, Kellie, Grace, Georgia + Daisy ACHIEVED - Collated all sections together, to make the text as one. - Finalised conclusion - Completed all layout designs in relation to Kellie’s design idea moodboard. - Aimee completed all mock up designs. - Charlotte finalised appendix. AIMS TO BE COMPLETED - Each person read through the whole report to make sure it is consistant and everything has been covered in relation to the brief. ENTRY Daisy Rogers

APPENDIX 1.5

METHODOLOGY WHAT

LN-CC Visit: Charlotte Williams

WHY

WHO

To see first hand a concept built store and how a visual branding aesthetic runs throughout the space to offer a strong retail experience.

Observational research.

Exhibition Visits: Grace Cotter

To understand what is currently happening on the social/cultural calendar, and which art trends will potentially influence retail.

1. United Visual Artists: Momentum 2. The Fashion World of Jean Paul Gaultier, From the Sidewalk to the Catwalk: The Barbican 3. Martin Creed: They Hayward 4. Glamour of the Italian Fashions 1945-2014: The V&A.

Liberty Visit: Aimee Joughin

To understand the current Liberty loyalty system and receive feedback on initial idea.

5 Liberty employee participants from womenswear, customer services, homewear, menswear and beauty.

Email Interviews on loyalty systems and retail environments: Georgia Benney

To understand consumers relationships with loyalty systems and in-store environments.

4 female department store consumers.

Observation of technology in a retail environment: Grace Cotter and Charlotte Williams

To understand how and where consumers are using and interacting with technology in retail environments.

Consumers in John Lewis and Urban Outfitters. Nottingham.

Retail experiences: Daisy Rogers

To understand what attracts people to specific retail experiences and what makes a good in-store experience.

15 consumers and employees in stores in London, including Selfridges, The Disney Store, Niketown, Liberty, Burberry, Fortnum and Mason and M&M World.

To have a detailed understanding of the consumer himself and what Email interview with Liberty consumer: makes him loyal to Liberty as well Daisy Rogers as feedback and response on our proposed idea.

BY DAISY ROGERS

Daniel Denize: Liberty consumer and loyalty card holder.

HOW

BENEFITS

WEAKNESSES

Through general observation and photographic evidence to use as inspiration and use as a case study.

A first hand insight into a functioning concept store, based around retail experience rather than the items instore. A clear understanding of brand aesthetic.

The team members are not readily available to talk to once inside. Since this visit the store has entered liquidation and is no longer open to visit.

Through visiting the various exhibitions whilst in London, taking photographic evidence for visual influence and inspiration - as well as notes.

1. Findings were easy to record and 1. It was one persons viewpoint gave a good starting point to the brief from the exhibition so it may be an and further research. opinionated response. 2. Visual inspiration.

1. Gained further understanding of the Liberty loyalty system from an Through visiting the Liberty Store and employee. asking a combination of questions on 2. Gained valuable feedback through the Liberty loyalty system and gaining staff insight. any feedback on the initial idea. 3. Face to face interviews allowed elaboration of answers.

1. Will have a biased opinion due to working for or being involved with the brand. 2. Only a small percentage of people were spoken to: limited response.

An email interview consisting of a variety of questions around department store loyalty systems and their retail environments.

1. The set questions are not face to face, there was not much room for elaboration on the topics.

1. Gained further understanding of consumers relationships with loyalty systems and retail environments.

1. Gained some insight on how and when consumers use technology in a Observed when and where consumers retail environment. used their phone in-store and how 2. Ethnographic research - those many people used the interactive observed were in their normal features over a set time. (1 hour). environment and not changing their behaviour as a result of observation.

1. Dependent on the time the store was visited and the duration of the visit. 2. Did not speak to those observed so they could have been behaving in a certain way for a reason.

Through visiting various stores and asking a combination of questions on what they believe made a particular store a good retail experience - and if there was any loyalty programmes or events currently in place.

1. Gained further understanding and insight of what makes a good retail environment and what loyalty systems and events are in place. 2. Face to face interviews allowed elaboration. 3. Found and interviewed a Liberty consumer who held a loyalty card.

1. Will have a biased view due to working for, shopping there and being part of the brand. 2. A small percentage of people were spoken to: limited response.

An email interview consisting of questions on him as a consumer, his relationship with Liberty and any feedback/opinions on the proposed idea.

1. Gained valuable insight on our consumer himself and his relationship with Liberty. 2. Gave helpful and positive feedback on our proposed idea, as well as suggestions.

1. The interview was not face to face meant there was not much elaboration on topics. 2. Will have a biased opinion being a loyal customer to the brand.

APPENDIX 1.6

EXECUTION TABLE AIMS

FOLLOW THROUGH

- Enhance the consumers experience with the brand whether this be in store, before entering or after leaving the store.

- Push notifications with engaging and appropriate offers or reminders without being pushy or intrusive - Use of the wish list

- Giving the consumers an incentive to buy from Liberty through a simple loyalty scheme

- Using the app to login easily to your loyalty account - Push notification with points as customer enters the store - Notifications when an item on their wish list is in stock - Reserve online/on app, try in store - Loyalty card touch points at store entrances to assist non-app users

- Offering the best possible customer service in order to place Liberty above other luxury retailers through staff/customer interaction

- Tracking of loyal customers when they enter the store - Putting black book on staff IPads to gain access to customer information quickly to assist customers

- Offering tailored rewards/offers to loyal cus- - Push notifications when customers are in the vicinity of the tomers to show that the store sees its loyal store, via IBeacons with offers suited to them. customers as individuals, not a database. - Push notifications of loyalty points when customer enters store to show them how far off their next reward they are in order to encourage them to buy products to reach the next reward - Making the loyalty scheme easier to navigate and access both in-store and at home.

- Use of the app and the convenience of being on a phone - Touch points in store

- Offering helpful added services to loyal customers to assist their experience with the brand and make it as smooth as possible.

- Reserve online/on app and try or buy instore - Taking customer information and black book online so staff are able to assist customers seamlessly

- Make loyal customers of all ages and backgrounds welcome, without alienating any customer bracket.

- Creating an app which runs in symbiosis with the touch points at the store entrances so loyalty scheme is easily accessible to both app and non-app users.

- Preparing sales assistant with information about products and consumers in order to offer a unique service to each consumer.

- Taking the black book online in order for sales staff to access information quickly - Tracking loyal customers in order for staff to be notified when their VIP customers enter the store to prepare them.

BY GRACE COTTER

APPENDIX 2.0

PILOT INTERVIEW ROSIE BLOMSQUIST Do you use a Harrods loyalty card? How does it benefit you? (i.e Do you get any rewards or special service?) I have a Harrods loyalty card (black card actually) I have triple points 3 x a year. I can have a sale preview early with an extra 20% discount. I get free Knightsbridge parking and free alteration service. I’m invited to any new product launch and drinks party hosted by Harrods. Rewards points are turned into cash whenever I choose to spend extra in Harrods. I can have a personal shopper at any time. I’m quite happy really. Do you shop at any other luxury department stores and do you hold loyalty cards for them? I am not loyal anywhere else. Why are you loyal to Harrods? (What makes you go back to buy from there, for example, service, products, ease/locality?) Harrods sells everything and I usually have some sort of discount, the girls have money vouchers for their birthday which is always nice. I like the fact the customer is always Right! Are there any experiences/displays in store that have grabbed you attention in the past? Experience in store... One Direction... Do you use any apps for luxury retailers? What’s an app? Remember I still have my Tesco phone...so the answer would be no.

CHARLOTTE LANE-FOX Do you have a loyalty card for any major department stores? How does it benefit you? (i.e Do you get any rewards or special service?) Harrods but as I rarely go, I never get benefits and also on the rare occasions I do go I forget to use it! I do have a John Lewis credit card which I also rarely use as can’t remember the pin number! Why are you loyal to Peter Jones? (What makes you go back to buy from them ie service, products, ease/locality) They have everything. Prices are good. Atmosphere is good and efficient. It’s local,though parking not always easy. I’m able to get so many things under one roof. Shop staff very helpful particularly on electricals and audio, TV etc. Are there any experiences/displays/promotional activities in store that have grabbed your attention in the past? No! Had shock in Marks and Spencers this afternoon – they have marketing over loud speakers – ghastly I thought. Oh actually Peter Jones have just livened up their escalators with brightly coloured panels of glass/perspex a different colour per floor – I like it! Do you use any apps for luxury retailers? If so is this for browsing products, checking account, buying through a mobile. No apps – still a blackberry girl.

SHANNE BOYD Did you have a loyalty card for any major department stores and how did it benefit you? (i.e Did you get any rewards or special service?) I had a few when I used to live in London, Harrods and John Lewis. I didn’t use them that often, I would always forget or couldn’t see the point. Why were you loyal to those particular stores? (What made you go back to buy from them ie service, products, ease/ locality? John Lewis was near where I lived and Harrods was vaguely in the area where I lived. John Lewis has everything under one roof and there is such a range of products in all price brackets. John Lewis has amazing customer service – all the staff are well informed without being pushy. Harrods was more for special occasions, sometimes I felt a little intimidated in there because everyone is so wealthy and ridiculous looking! Are there any experiences/displays/promotional activities in store that have grabbed your attention in the past? Not particularly, I’m more of an in and out as fast as I can kind of shopper! Do you use any apps for luxury retailers? If so is this for browsing products, checking account, buying through a mobile. I use them occasionally on my iPad at home just to have a browse through products and then if I see something I like then I will go and see it in store before buying – this is the case for all products not just clothes.

APPENDIX 2.0

PILOT INTERVIEW JANE BENNEY Which shop do you feel is best for customer service and why? I would go for John Lewis. Both their in-store and online service is fantastic. Staff are always extremely helpful and will bend over backwards to find out the information you require on a product. Whichever department you visit in store, the shop floor staff have an in-depth knowledge of products and will help you to weigh up the pros and cons of your purchase. The after sales service is excellent too. They are always willing to replace faulty items, take on repairs etc. Shop floor staff are never miserable, rude or unhelpful. The added bonus is that you are always paying the best price for a product as they are never knowingly undersold. John Lewis have definitely got their customer service right by always putting the customer first and having a uniformly helpful staff regardless of which store you visit. Which store is your favorite for retail experience and why? (e.g store windows, store aesthetic, interactive features) The White Company. Both the in-store and online experience make you want to buy in to a lifestyle. The store windows are always clean and fresh and regularly updated. The interiors are clean, calm, relaxing and crisp and make you want to live your life in that way - although, in my case, I do not succeed. Do you have/use a smartphone? If so do you use it when shopping/in-store? The only time I use my phone in store is to compare prices or to find discount codes. If yes to above, what do you use it for when in store? (e.g social media, emails, texts, apps) I would use an iPad in store, especially when clothes shopping if it could create a model to fit my measurements so I could virtually try on clothes. Then, if I felt the item was going to suit me I would go to the fitting rooms and try it on. If not, I would start browsing other items. It would be even better if the iPad could make suggestions as to what might suit or recommend coordinates that would go with the skirt/top I had chosen. If there were interactive elements to a store e.g ipad, would you be encouraged to use it? I would use an iPad if it meant I could see how a garment would fit before having to try it on in the changing rooms. Also if they don’t have something in my size it would be good if you could order it to home on an iPad – sometimes all the sales assistants are busy and I don’t have time to wait.

BY GEORGIA BENNEY

APPENDIX 2.1

LONDON INTERVIEWS 1. John Bowyer (Aesop Counter Selfridges) Good customer service is the most important factor that makes the experience for the consumer. Making the customer feel welcome and helped but without bombarding them. Do not currently have a loyalty scheme in place but hold two events a year for loyal customers in-store, producing their own personal wine. Gave cinema tickets to loyal customers for a private viewing of Grand Budapest hotel. 2. Roberto Powell (Selfridges) Do not currently have a loyalty scheme in place however do have clients. Its contemporary and young look as well as being on trend and targeting a range of customers across a variety of ages is what makes Selfridges retail experience. Its modern compared to its competitors e.g. Harrods. Been named the best department store in the world for the second year running. 3. Marco Shorey (Selfridges) The store is constantly changing round, making it a new experience each time you visit. Good customer service. The store takes on different themes and campaigns (currently the beauty project), promoting it throughout the store and window displays, with pioneering talks, interactive debates and beauty experiences, as well as advertising on billboards and London buses. 4. Chuck Lawson (Selfridges Customer) Good selection of high-end goods with good customer service. An iconic place to visit. 5. Anon (Selfridges Customer) An iconic store to visit, where everyone has heard of it. They visit stores more for the buildings, concepts and experiences, rather than to shop. 6. Heather (Disney Store) The customer is known as a guest, and itâ&#x20AC;&#x2122;s all about giving a good guest experience. Children need to have an experience every time they visit the store. The shops are known as imagination stores. With details including a pixie dust trail around the store, a sing-along screen and a dressing up area. Good customer service is key, with it being imperative that the staff has a passion for Disney and the store. Do not currently have a loyalty scheme in place however do hold in-store events. A child is picked to open and close the store in an opening and closing ceremony each day and they hold events including animation classes e.g. learn how to draw tinkerbell. 7. Anon (Disney Store) Went there specifically for their daughtersâ&#x20AC;&#x2122; birthday after she chose to go there herself. Favourite part was the sing along area. Wearing princess gloves, a tiara and had her face painted: to be a character and dress up. 8. Pres (Niketown) It is the biggest store with the most range in a central location. Good customer service and product knowledge is key. Have a customization service so customers can design a pair of trainers personal to them. The layout of the store changes every 6 months depending on current sporting events. Do not currently have a loyalty scheme, however they hold a scheme with footballers, athletes and their families that they get a set amount of money to spend in the store every few months. They have loyal customers and collectors. With them queuing up to 5 days before a new release of a trainer. 9. Daniel Denize (Liberty Customer) Good customer service with the staff holding a strong knowledge of the store and products. Lovely aesthetic, making it an experience each time you visit the store. If you buy a gift it comes perfectly packaged with the Liberty bag, making it a ready made, special gift. Go there for the strong menâ&#x20AC;&#x2122;s fashion and fragrance and beauty departments. Part of the Liberty loyalty scheme: good to have a discount for your loyalty. Loved the idea of the app. Love the idea of reserving items and knowing your points. Would like the ability to ask questions on the app. 10. Anon (Liberty) Strong atmosphere and aesthetic of the store and building, with a cosy feel, making it more personal. Sell unique items, unlike any other store. Hold a successful loyalty scheme with special loyalty promotions two times a year with 20% off. The mobile app would be very feasible for the young clientele. 11. Jake Smith (Burberry) Always thinking forward, with the store being where the website and reality come together.

APPENDIX 2.1

LONDON INTERVIEWS

The technology in the store is a strong element, enticing consumers to visit with RFID, interactive mirrors and in-store screens. Still preserve heritage, to not forget themselves as a brand: an old building with traditional features but with a modern aesthetic. All staff carries iPads, to further inform consumers, stock check and complete transactions. Strong hospitality, offering refreshments to customers and a new beauty service where you can have your make up touched up. All in place to make it a relaxed, non-rushed experience. Currently there is no loyalty scheme in place however they do have clients. Hold loyalty events, including looking at the collection before sales and in-store music events. 12. Tara Muncaster (Fortnum & Mason) It is quintessentially British, where consumers love the history, seeing it as a national treasure to the country. Excellent customer service and presentation. Long opening hours e.g. 10am-9pm making it appealing and accessible. Perfectly sized store, so it is not too over whelming for the customer. Do not currently have a loyalty scheme in place but can be an account customer, where you will be invited to events including tasting evenings. 13. Sabrina Fransisco (Fortnum & Mason) Do not need loyalty scheme as people always go back to it for its exclusivity, strong British heritage and aesthetic and good customer service. 14. Kahlil (M&M) Appealing to all ages, the stores worldwide name, bright colours, the M&M personalities and the sensory branding of the chocolate smell is what attracts customers to the store. Has interactive features including finding out your colour personality and personalizing your own M&M. Have celebrity endorsement, attracting customers to the store e.g. Little Mix opened new feature to the store. 15. S.R. Chrichton A good customer service is key, however you do not want to be bombarded and feel targeted, you want to be helped. Enjoys old fashioned and traditional customer service, aesthetic and approach.

BY DAISY ROGERS ALL LIBERTY 1. Taye Cooke – Womenswear Loyalty Cards Press and employee 20% off Bespoke VIP card Regular £15 off joining voucher Based on points collecting Every 150 points = £5 Beauty loyalty Insurance – Back up receipts Access to events – 20% off or double points You are able to join on the day and receive 20% off but not double points Alerts on presale – Email - Online before the store tells you Top 50 spenders 45+ years old Opinions on the app: Might not need it All information is saved on the system Marketing done through vouchers Taking away the brand ethos of priding themselves on personal customer service Technology vs personal service Customer interaction May vary in other departments

2. Melissa Cheung – Customer Services £1 = 1 point 2 Seasons (Sept – March) (March – Sept) End of the season points are added up = voucher 150 = £5 250 = £10 500 = £25 1000 = £50 5000 = VIP Customer VIP = 5% of the £ they have spent given back as a voucher 2x 10% off days per year of their choice

APPENDIX 2.1

LONDON INTERVIEWS

Gold card = top 50 spenders (handpicked = often in store and spending lots of money) Organised by marketing Gold card holder events discounts x4 per year According to which department they offer up to 20% off Double points £1 = 2 points Beauty scheme £1 = 1 point and 1 beauty point Opinions on the app: Good idea Customers currently check their points online Customers are very techy Beneficial and convenient in-store 3. Unknown – Homewear Opinions on the app: Good idea They have a variety of customers of different ages Most are very techy A lot of which she thinks would be interested in an app Appealing to a much younger audience/ market Exciting new ways of involving technology Unknown – Menswear Average spend = £200 Age 35 Various job titles Opinions on the app: Good idea Personally would enjoy it Trying to express and focus on younger customers Exciting customers Exciting concept Thinks it would make them spend more money Unknown – Beauty Varied age range Varied job titles Beauty point’s scheme awarded 1 point as well as a normal loyalty point per £1 spent Opinions on the app: Good idea Appeal to younger customers Personalised touch with having notifications to your phone Customers are very techy

BY AIMEE JOUGHIN 1. Michael Skelton - LN-CC (Unable to provide signature) What was the idea behind the concept store? What influences your interior design choices? We’re friends with Gary Card, the set designer. He’s the brain behind it all. It’s a blend between modernism and natural aspects. The whole place was constructed in 2 and a half months. Is there a big team involved behind LN-CC? There’s about 18 guys behind the scene, we’re all friends. We use the back rooms of the store as our studio, it’s a place to hang out really. The club at the back is used for social nights for us, we just get all our friends down, we know some DJ’s. LN-CC was built with us guys behind it and we want to just keep it as us. Is there a director behind it all? Not really, it’s really chilled out. We keep things pretty even here, we work as a solid team. Do you generate more sales in-store or online? Definitely online, like 90% of our sales are online. Visitors book appointments if they want to come in, we keep it low key I suppose - where we’re based. Those who visit are genuinely interested in the interior and architecture of the place.

BY CHARLOTTE WILLIAMS

APPENDIX 2.2

CONSUMER INTERVIEW

NAME: DANIEL DENIZE After giving a brief recap on the Liberty brief I asked Daniel some questions on him as a consumer, as well as his relationship with Liberty and any thoughts, opinions and feedback he could give us on our proposed idea. 1. Consumer What is your occupation? Partnership Marketing Manager How old are you? 35 Favourite book/magazine/film/band/musician? On the Road - Jack Kerouac, Monocle Magazine, Inglorious Basterds, Jay-Z What do you like to do in your spare time? Eating out, Live gigs, Fitness Training, going to see performing arts Apart from Liberty, what other stores offer you a good retail experience? John Lewis, YMC, B store, Sharps Barbers 2. Liberty How would you sum up liberty’s in a few words/sentences? Classy and established with an expert eye for selecting beautiful products. A friendly brand that want you to feel part of their business. What makes you choose Liberty’s over other stores? The selection of product, the in store experience with staff, the way the brand embodies elegance with out being overly snobby. The store itself is a pleasure to be in, the location. How often do you visit the store? 15-20 times a year How long have you held a Liberty’s loyalty card? Over 5 years Do you find the loyalty scheme valuable/personal and beneficial to yourself? I save money, and its a nice gold card to have in your wallet. Is there anything you feel that could be improved in-store? Maybe a coat check or bag check service 3.The App Idea Would you be interested in your Liberty loyalty combining with your phone to become a loyalty app, making it accessible on the go. Yes most definitely. Your points will be sent via push notification when entering the store allowing you to know how many points you have and how far away your next reward is. I would want this info on the app so I could check before i decide to visit... The push sounds good though. You will receive personalized promotional offers, based on your buying history. Again sounds good. Also good to be able to select what you would want to receive in addition You will be able to reserve items via the app in-store, so they are ready to look at/try on straight away. This I love - would definitely use this service. Receipts will come through digitally so you don’t have to worry about keeping/losing them. Alerts for when new collections come into store. You can input items you are looking for e.g grey knitted jumper, and you will be notified if any come into stock in-store/ online. Again cool - especially if I can select products/lines of interest. 4.In-store Shop assistants will have iPads, to offer further detail on products as well as being able to help with any enquiries. There will be iPad kiosk points for people to use to order online, look online, see any offers, stylists picks of the days, new products/collections etc Great way to enhance the shopper experience

5. Idea Feedback Is this something you would be interested in and use? Yes I would - have tried to indicate above on each key point my thoughts. Are there any further factors that you feel would be beneficial to the app/in-store? I do get a lot of emails from Liberty. Lots of them are for female beauty etc... would be good to be a bit more targeted on what interests me... the app should give opt in/opt out. I buy a lot of gifts from there... but don’t want to receive info only base on my previous buying behavior.

BY DAISY ROGERS

APPENDIX 2.3

EXISTING LOYALTY SCHEMES STORE

BENEFITS

CRITICISMS

HARRODS Green Tier 1

Green Tier 2

Gold Tier

Black Tier

- Tiered loyalty scheme - 1 point for every £1 spent - Exclusive discount days - Double points on selected days - Complimentary tea and coffee - Complimentary gift wrapping service - Free Rewards Magazine - 2 points for every £1 spent - 10% discount day twice a year at your choice - Free alteration service

- Have to spend £500 a year to get on the loyalty scheme - Only get free delivery if you spend over £250 - Rewards are accessible on certain days not year round. - Have to log on online to check account

- 3 points for every £1 spent - Redeem points any time - Priority service at By Appointment - 2 hours free parking

HARVEY NICHOLS

- 1 point for every £1 spent in Harvey Nichols - More of a Mastercard than - 1 point for every £2 spent outside Harvey Nichols loyalty card - Every 500 points adds up to a £5 voucher - Rewards at certain times of the - Rewards every 3 months year - Vouchers can be spent in Harvey Nichols, OXO - Have to spend £500 to earn Tower and Prism Resturants in London rewards - Have to log on online, no internet banking on phone.

LIBERTY

- First to hear about exclusive discount invites and new collection updates. - Receive loyalty vouchers and beauty loyalty vouchers - Receive a surprise birthday gift. - 1 point for ever £1 spent - Loyalty vouchers in March and October - £5 voucher when you spend £150 - £10 voucher when you spend £250 - £25 voucher when you spend £500 - Further £25 for every additional £500 you spend - Receive invitations to master classes and exclusive events, insider tips and expert insights, plus a special beauty gift for your birthday.

- Not easy to monitor points - Vouchers only twice a year - Not well advertised, people are unaware of scheme

JOHN LEWIS

- Previews and inside news - Vouchers for a monthly free hot drink and a cake when you visit a John Lewis shop - Invitations to exclusive local events - Entry into a regular prize draw every time you use your card - Exclusive rewards and offers that are right for you

- Points are not earnt when you spend - Seperate from the John Lewis Partnership card. - Very little in return for spending a lot at John Lewis

BOOTS

- 4 points for every £1 you spend - 1 point = 1p to spend in store - Check points in store - Points can be spent any time - Deals and money offs’ are sent in mail and can be redeemed in store.

- Takes a while for the points to mount up - Kiosks in store are slow and un attractive - Often Kiosks are hidden and you only see them after checking out rather than at the front of the store

BY GEORGIA BENNEY

APPENDIX 2.4

FLOOR PLANS

FIG 64 / JOHN LEWIS I BY G. COTTER, 2014

JOHN LEWIS In-store observation was undertaken in John Lewis to monitor consumers on the escalators and in the technology department, and Urban Outfitters for a period of 1 hour. The aim for this research was to monitor firsthand how consumers engage and interact with technology in-store.

ESCALATORS We also assessed the number of people who were using their mobile whilst they stood on the escalators in John Lewis. We found that most people were actively interacting with their smartphones, whether texting or browsing the internet, customers used the mobile to keep themselves entertained. This proved these are area where brandâ&#x20AC;&#x2122;s could capture their customerâ&#x20AC;&#x2122;s attention and connect with them when they are not directly looking at products in store.

APPENDIX 2.4

FIG 65 / JOHN LEWIS II BY C. WILLIAMS, 2014

FLOOR PLANS

JOHN LEWIS TECHNOLOGY DEPARTMENT Standing at the top of the escalator, with a clear view of the floor plan, activity within the department was tracked. There were three members of staff available during this time. - TV: 9 browsers. 3 interactions. 1 asked for more information. 0 sales. - iPad: 19 browsers. 14 interactions. 5 asked for more information. 2 sales. - Laptops: 12 browsers. 5 interactions. 1 asked for more information. 0 sales. The results from this observation show that consumers are most likely to interact with the tablets more so than TV’s and laptops. These results suggest that people are looking for a multi-channel device which is compact and easy to navigate with just a touch, since limited interaction is available in-store for the TV’s and laptops. The staff kiosk is located next to the iPad stand, encouraging discussion and the request for more information more so than any other device – this customer service connection could be linked to the result of sales in this sector.

APPENDIX 2.4

FIG 66 / URBAN OUTFITTERS BY G. COTTER, 2014

FLOOR PLANS

URBAN OUTFITTERS During the hour long observational research we undertook in Urban Outfitters, we found around one third of customers would actively use their mobile when walking up the stairs, waiting at the till point and entering the store. We concluded that these areas would be classed as the biggest hot spots within the store as they are areas where customers are not directly distracted by products. The store also has 2 iPads loaded with music albums available to listen to through connected head phone. Only 14 customers interacted with them but if these iPads had more functions and services, customers would be more likely to use them. This research suggested that people are often using their phones whilst they shop, so would work to attract customersâ&#x20AC;&#x2122; attention, with offers personalised to them through their mobile device.

BY CHARLOTTE WILLIAMS AND GRACE COTTER

APPENDIX 3.0

EXHIBITIONS UNITED VISUAL ARTISTS: MOMENTUM Barbican 19th April 2014 This installation is a world where you can get lost and forget about the humdrum of our lives for a short period of time. One finds themselves lost in the dark mistiness of the concert hall, fixated on lit pendulum drones slowly hovering above your head. The experience is designed to mess with your perception linked to light, sound and movement. I liked this idea of somewhere you could escape to, away from the hustle and bustle of our modern lives. THE FASHION WORLD OF JEAN PAUL GAULTIER, FROM THE SIDEWALK TO THE CATWALK Barbican 19th April 2014 This was a fascinating and rare opportunity to get inside the creative mind of Jean Paul Gaultier to understand his visions and inspirations for some of the most famous garments in fashion. It celebrated the diversity of beauty in all forms and sexual empowerment. Every piece he designed was magical and meaningful, and seeing couture garments so close up was extraordinary. He used fashion as his platform for questioning the rules of society and breaking the norms. I felt immerse as there was so much information given on his life, thoughts, upbringing, muses etc. Extensive and in-depth. MARTIN CREED AT THE HAYWARD Hayward Gallery 19th April 2014 What I found influential about Creed’s exhibition was its quirky sense of surprise, it was an experience which influenced you to think, feel and react with the work, whether it is the slamming of a piano lid, or a video of someone being sick. It was about the unease we feel when making choices, our comfort in repetition, our wishes to control and losing that control, all shaping our existence. This exhibition linked closely to fashion and retail, with shops now almost becoming exhibitions in which people interact, react and expect the space to be an experience. The exhibition caused a buzz on social networks such as Instagram as thousands of people shared their balloon room experience, an event not many would expect to experience in an exhibition.

FIG 68 / MARTIN CREED BY JOE EWART, 2014

BY GRACE COTTER

FIG 69 / THE VIRGIN WITH THE SERPENTS BY PIERRE ET GILLES, 2008

FIG 67 / HALF THE AIR IN A GIVEN SPACE BY MARTIN CREED, 1998

THEN THE GLAMOUR OF ITALIAN FASHIONS 1945-2014 V&A 22nd April 2014 The show was absorbing, tracing the development of glamour in Italy’s fashion culture through its designers. I took influence from the interviews played, featuring the creative’s behind Valentino, Missoni, Gucci and Etro. All presented their interpretation and understanding of what they felt ‘Made in Italy’ meant, to them and to Italy itself. Comments included that of emerging markets wanting to dress like Italians, their heritage, craftsmanship and unstructured style.

APPENDIX 3.

CASE STUDIES

APPENDIX 3.1 - MCDONALD’S McDonald’s happy meals now offer eBooks instead of toys: Through a partnership with the National Literacy Trust, McDonald’s is hoping to fortify children’s minds. Today’s young adults probably remember the massive fast food toy promotions of the 90’s, with various fad-related toys like Pokémon and Beanie Babies hotly anticipated and even held on to as collectibles. However, today’s trends, with so many kids enjoying the benefits of their parents’ (or their own) smart devices, has brought the biggest rewards for loyalty into the virtual world. McDonald’s, at least, sees this as an opportunity to portray their product for children as more edifying and wholesome, which they’ve done in the past by through efforts to make the Happy Meal healthier. Now it’s time to feed the mind: in the UK this month, they’re offering free downloads of eBooks from Enid Blyton’s ‘Secret Seven’ series courtesy of Kobo. This will temporarily turn McDonald’s into the largest book distributor in the UK. The promotion is tied to Britain’s National Literacy Trust. Earlier this year, the Trust gave out physical books, providing a choice between DK’s Amazing World series and vouchers that allowed kids to pick out their books at national retailer W.H. Smith. This month, however, the chain is getting with the times. “Kids today have come to know and expect content in digital form and introducing free e-books to the Happy Meal is another way in which we’re creating choice and keeping in step with our customers,” explained Alistair Macrow, SVP, the chief marketing officer at McDonald’s UK. He tied the promotion in to the wider embrace of technology at McDonald’s locations. “Since leading the charge with free Wifi in 2007, we’ve introduced a number of digital innovations to enhance our customers’ experience including the McDonald’s UK app, contactless payment as well as tablets and digital floor play in restaurants. Our free e-books are the latest way for us to deliver a fun, enriched experience for our customers at no extra cost to them.” McDonald’s gave away 9 million books last year; by the end of this year, the number is expected to rise to 15 million. The promotion has no current plans to make its way to the U.S., but if it did, would free books be seen as a dangerous lure to fast food consumption the way the traditional Happy Meal toys were recently seen in San Francisco? If they were, it would mean the culture of reading in the U.S. has made a significant leap forward. (Pincus, R. 2014) APPENDIX 3.2 - STARBUCKS For coffee lovers in America, Starbucks is a name synonymous with the hot beverage they enjoy every morning. Among the most popular coffee shops in the country, Starbucks has managed to build and retain the trust of its loyal customers for many decades now. How did the company manage to do that, while expanding its operations outside of the US? The answer is simple. Besides offering many variants of the simple beverage called coffee, the company also keeps its customers happy with its rewards program. Here is what a small business owner can learn from the Starbucks rewards program. HOW IT WORKS The Starbucks rewards program is quite simple and offers neat perks to those who consume a lot of their product. The coffee outlet offers a star to the registered member with every purchase of their product. Use the registered card at the Starbucks when you buy packaged products and get a star. You can also use the starcode on select Starbucks products in retail outlets to earn stars. Starbucks also lets you keep a track of the number of stars you have collected and how far you are from your next perk through its free mobile app GIVE WHAT THE CUSTOMER WANTS Imagine walking into a Starbucks outlet and getting a free coffee first thing in the morning. Really makes your day, doesn’t it? Starbucks does not promise big rewards. It keeps its offers simple – spend on our products and once in a while, enjoy it for free. Besides offering free coffee on collection of a specific number of stars, the retail outlet also offers the beverage for free on your birthday, your anniversary and other special occasions CUSTOMIZED SERVICE A simple way to tell your customers they are important to you is to offer them personalized service. That is what the Starbucks reward program does. Members of the program are categorized into three levels – Basic, Green and Gold, which is the highest. Gold members are appreciated for their loyalty through perks like free beverage customization, free trial offers, free refills on coffee and tea on every visit, a personalized gold card, personalized coupons and offers that are valid across all Starbucks outlets and StarbucksStore.com. Becoming a gold member is an appealing option, and people are encouraged to spend more on coffee and get more stars to get their own, personalized Starbucks gold card.

LOYALTY ANYWHERE The coffee shop has also introduced a new reward where gold members buying whole or ground packaged coffee at any retail outlet can earn points and exchange them for a hot cup of coffee or even a free muffin at the Starbucks outlet. This is an excellent strategy that the company has used to make sure that customers remain loyal to the Starbucks brand even if they are nowhere near a Starbucks coffee outlet. No wonder Starbucks has such a loyal customer base! (Capturecode, 2014).

APPENDIX 3.

CASE STUDIES APPENDIX 3.3 - WEVE & EAT Weve and EAT to test new Pouch loyalty app with iBeacons For its first 18 months, the UK JV Weve focused on sending targeted messages for brands to over 20m. But its longer term goal was always beefing up this offer to include advertising, loyalty and payments. Well, two weeks ago it launched a targeted display ad service, then last week it made a joint announcement with MasterCard on contactless payments. Now comes the loyalty piece. It’s launching an app called Pouch that will give brands a single container through that can house and receive offers. Initially, it’s testing Pouch with 100 users of the EAT chain of UK sandwich shops. Weve and EAT will use the app to market tailored offers to customers in store. Users will be able to redeem offers by showing their phone to the shop assistant, but in time redemptions will be possible via QR code and NFC too. In two EAT branches, notifications will be made via Bluetooth-based iBeacon technology. This is the first trial of the Apple technology in the UK. Interestingly, though Weve is using Apple’s iBeacon software protocols, the modules will communicate with any Beacons-compatible device. Indeed, the trial will actually begin on Android and then move onto iOS in a few weeks’ time. Obviously, this requires some integration with the merchant’s POS. And this is the secret weapon for Weve, which has the scale and the budget to make this happen. Indeed, it’s calling this the ‘Weve acceptance network’. Long term, it believes dozens/hundreds of retailers and brands can hook into this. It believes most brands would rather embed their offers into a Pouch app used by (potentially) millions than try to build their own loyalty app. The EAT trial starts with 100 users, but will eventually target 10,000. There’s not date set for a commercial launch. Sean O’Connell, a director at Weve, said: ‘We have been thinking about how to digitalise all those bits of plastic and paper in your wallet or purse – and then make them come to life using time, location and proximity offering emotion and reward for the customer’. (Green, T. 2014) APPENDIX 3.4 - PRADA Imagine an omniscient salesperson who greets you by name as you enter a store and who knows everything from the measure of your waist to your allergy to wool. As you admire a pair of shoes, she can--without ever leaving your side--assure you that they’re available in size 8, point out how well they would go with the skirt you bought two weeks ago, and display a video of supermodel Jacquetta Wheeler wearing the same sling-back heels on a Paris runway. Just how far off is this vision of shopping’s superpersonalized future? At Prada, it’s just weeks away. While other top fashion houses have built splashy Web sites showing off their skirts, shoes, and bags, Prada has been conspicuously absent online. But this spring, the Milan fashion house plans to harness the Net to boost customer service at its flagship U.S. store. The Manhattan boutique, the brainchild of Dutch architect Rem Koolhaas, already has gotten accolades for its design: Walls of glass carry sunlight deep into the interior, stadium-style bleachers display shoes, and the floor dips in a 30-foot wooden “wave” that doubles as a stage. But Prada wants to do far more than make an architectural splash. Beneath the marble, zebrawood, and exposed brick lies technology crafted to pamper the Prada shopper. It starts with the “Staff Device,” a handheld computer that is shaped like a flattened flashlight and is the sales associate’s gateway to gobs of information stored on the Web. The machine can scan tags on a dress or blouse so the salesperson can wow shoppers with any detail they might want--what’s in stock, different fabrics, and that oh-so-perfect accessory. The Staff Device also controls video monitors located throughout the store, where salespeople can call up original designer sketches of the garment or even play video clips of runway shows. The system lets Prada “communicate the richness of the ideas that make our products contemporary and interesting,” says Co-Chief Executive Miuccia Prada. Prada keeps that communication going in the dressing room. Each of the seven rooms is outfitted with a “smart closet” that automatically scans garments’ tags. When a customer takes out a blouse to try it on, information about the blouse appears on a touch screen so she can do some virtual browsing for, say, a different size or a matching scarf--without leaving the dressing room. “Prada is combining the best of the online world with the best of the real world, and making both better,” says analyst Ronni Marshak of Patricia Seybold Group, a Boston customer-service consulting firm. And that doesn’t take into account the “magic mirror.” When a customer turns around in the dressing room, a motion-sensitive camera begins filming. Seconds later, an embedded screen behind the mirror lights up, and a customer can see herself twirl like Marilyn Monroe. “It provided such a delightful experience that it grew from an added fun element into a key component,” says Heather Martin, senior designer at IDEO London, which planned the store’s customer experience. (Bloomberg Businessweek, 2002)

APPENDIX 4.0

MOCK-UPS

15 16 1 / LOADING HOME SCREEN 2 / NAVIGATION SCREEN 3 / POINTS SCREEN WITH TRACKING BAR AND LINK TO PERSONALISED OFFERS 4 / RECEIPT HISTORY WITH OPTION BUTTONS 5 / RECEIPT HISTORY SHOWING DROP DOWN MENU 6 / RESERVATION SCREEN 7 / RESERVATION SCREEN SHOWING DROP DOWN MENU 8 / AUTOMATED POINTS NOTIFCATION 9 / RESERVATION COLLECTION NOTIFICATION 10 / STAFF IPAD FEATURING F.A.Q, FLOORPLAN, SEARCH ENGINE, NOTIFICATIONS, STOCK CHECK & SETTINGS ICONS 11 / LOADING HOME SCREEN II 12 / NAVIGATION SCREEN 13 / CARD SWIPING STATION I 14 / CARD SWIPING STATION II 15 / IPAD HOME SCREEN 16 / IPAD POINTS SCREEN WITH TRACKING BAR AND LINK TO PERSONALISED OFFERS 17 / STAFF IPAD 18 / CUSTOMER IPAD

ALL MOCK-UPS BY AIMEE JOUGHIN, 2014

APPENDIX 4.1

CONSENT FORMS

APPENDIX 4.1

CONSENT FORMS

information about it in writing, and that I have had the opportunity to ask questions about the I agree to take part in this project research 4. I agree to take part in this project

APPENDIX 4.1

2. I understand thatyour my participation is voluntary, and for thatthis I am free to atappropriate any time Please read and confirm consent to being interviewed project bywithdraw ticking the CONSENT FORMS without giving anyand reason andthis without boxes and signing dating form any implications for my legal rights

3. I give permission for the interview to be recorded by research staff, on the understanding that the tape will be destroyed at the end of the project 1. I confirm that the purpose of the project has been explained to me, that I have been given 4. I agree to take in this information about it in part writing, andproject that I have had the opportunity to ask questions about the Name of respondent Date Signature research

2. I understand that my participation is voluntary, and that I am free to withdraw at any time without or office use only giving any reason and without any implications for my legal rights 3. I give permission for the interview to be recorded by research staff, on the understanding that the tape For office use will onlybe destroyed at the end of the project

4. I agree to take part in this project ame of researcher taking consent -

ate

For office use only Name of researcher taking consent -

gnature Date Name of researcher taking consent For office use only Date

Signature Name of researcher taking consent Date Signature

TOTAL WORD COUNT: 6125 FASH20032 / PROMOTION AND CONTEXT ML / MICHELLE HUGHES RETAIL EXPERIENCE LOYALTY BRIEF LIBERTY OF LONDON BY DAISY ROGERS N0448356 GRACE COTTER N0448917 KELLIE HOOPER N0430228 AIMEE JOUGHIN N0439441 GEORGIA BENNEY N0427631 CHARLOTTE WILLIAMS N0439208

BACK COVER FIG 70 / AS FIG 1