Fig. 1 (Own Image)
BUSINESS PLAN COMPASS MAGAZINE
FINAL MAJOR PROJECT A L I C E E M I LY D AY 1301553
“When a well-designed, good-quality product is at the root of a marketing campaign it often adds a degree of authenticity and sincerity to the marketing strategy that can’t be attained by any other means. Trust is essential to brand loyalty.” - Gary Aspden- Adidas
00
Contents 01
Introduction
5
02
Business Details
7
Macro Environment
11
Micro Environment
13
Market Analysis
15
Competitors
23
03 04 05
06
Positioning Statement
Magazine Manifesto USP PESTLE Analysis
SWOT Analysis: Compass Market Research Consumer Profile Questionnaire Introduction SWOT Analysis: Another Escape SWOT Analysis: Ernest SWOT Analysis: Sidetracked Conclusion
07
08
Marketing Analysis Brand Positioning Map Brand Onion
Marketing Mix
Promotion Product Price
33 37
Place Process Physical Evidence
Business Goals
55
10
Conclusion
11
Figures
61 63
12
Appendices
65
13
Bibliography
73
09
Ye a r O n e Ye a r T w o Ye a r T h r e e
4
Fig. 2 (Own Image)
BUSINESS PLAN
COMPASS MAGAZINE
01
POSITIONING STATEMENT
01
Introduction
BUSINESS PLAN
COMPASS MAGAZINE
Po s i t ioning State me nt The aim of this report is to examine how Compass magazine will become a successful business and fill a gap within the market. By thoroughly researching competitors and using a number of marketing tools such as PESTLE, SWOT and a brand positioning map, Compass will be able to produce a high quality product and a successful promotional strategy to differentiate from its competitors. This business plan is a continuation from the ‘Compass Magazine Marketing Report’ (submitted 30/11/2015).
POSITIONING STATEMENT
5
01
Fig. 3 (Own Image)
02
Business Details
BUSINESS PLAN
COMPASS MAGAZINE
Ma g azine Manif e sto
Compass is an outdoor lifestyle publication based in the UK, aimed at inspiring its readers to explore, create and pursue their passions. Compass features a wide range of content aimed at promoting sustainable living and a mindful, forward-thinking attitude.
BUSINESS DETAILS
7
02
8
Fig. 4 (Own Image)
BUSINESS PLAN
COMPASS MAGAZINE
02
BUSINESS DETAILS
02
Business Details US P
Compass’ Unique Selling Proposition that differentiates the brand from its competitors is that it promotes an outdoor lifestyle within the United Kingdom. Whilst other outdoor lifestyle publications may only occasionally feature places to visit within Great Britain to an older and generally male audience, Compass is purely focused on the promotion of adventure within the UK to a youngspirited consumer. Compass features a wide range of non-gender specific content which ranges from recipes to interviews with passionate people, whilst keeping an underlying theme of sustainability throughout. Compass is aimed at people
BUSINESS DETAILS
who love adventure, whether they are regular explorers or the occasional camper. Compass presents outdoor living in a contemporary aesthetically aligned way and therefore makes it more accessible to a younger consumer. As Compass is a start-up company and sole trader, it will be run from home from a small team of dedicated creatives who volunteer their time to create the publication. This means that no salary fees will be required, and all profits from each publication can go towards creating the next issue. Compass will be published quarterly and is available online from www.compass-magazine.co.uk.
9
02
BUSINESS PLAN
COMPASS MAGAZINE
10
-Vegani sm
is
becom i ng
i ncre as in gly
popu l ar so brands need t o ensure that t hey cat er t o ever yone. -Changes i n t he consu m er’ s l ife s tyle whi ch
m eans
t hey
are
no
lo nge r
i nt erest ed i n t ravel w i t hi n t he UK o r su st ai nabi l i t y. -Changes i n season wi l l m ean t hat the consu m er wi l l w ant t o t ravel m ore /le s s .
- B l o g g e r s / I n s t a g r a m / Yo u t u b e who
have
been
paid
to
users
promote
products must disclose that they are being paid to advertise them. -Men and women paid equal amounts and also equal to or more than the minimum wage. - Ta x p o l i c i e s . -Paper
and
ink
environmental laws.
must
follow
ECONOM I C
-UK
e co no mic
gro wth
fo re cas t
cut
as the re are “glo bal h e adwinds an d un ce r tainty”
wh ich
co uld
re s ult
in
cons ume r s h av in g a s malle r dis pos able income . -UK inte re s t r ate s ke pt at 0 .5 % whe re th e y hav e be e n for th e pas t 7 ye ar s . -Growth in wage s and liv in g s tandards is s e t to fall me aning co ns ume r s may hav e a lowe r dis pos able income .
TECHNOLOGICAL
-U K l eavi ng t he E U cou l d affe ct exchange rat es, shi ppi ng costs an d t ravel pri ces. -Thi s cou l d al so m ean that m ore peopl e w i t hi n t he U K wi l l want to st ay and ex pl ore Bri t ai n as t ravel pr ice s wi l l ri se. -Fi ght i ng i n Syri a cau si ng proble ms worl dw i de and cou l d affect t radin g. -U S A el ect i ng a new presi dent co uld affect any t radi ng t o t he U S an d als o t hei r rel at i onshi ps w i t h ot her countr ie s .
-Risk of social networking apps such as Snapchat are changing the way brands promote themselves. -Instagram that their
their
changing users
timeline
see
could
the photos mean
way on that
companies will need to post more content to ensure their consumer is seeing it.
ENVIRONMENTAL
LEGAL
Fig. 5 Comp ass PEST Analysis
SOCIO-CULTURAL
P OLI TI C AL
BUSINESS PLAN
COMPASS MAGAZINE
-As climate change is becoming an increasingly important issue, businesses have to ensure that they are doing everything they can to be as ecofriendly as possible. -As an increasingly large amount of forests are being destroyed, paper may become less available and the consumer will want to know that the product is sustainable/recycled. -Consumers are wanting brands to become more transparent about where their products are made, who by, and out of what so that they have as little impact on the environment as possible.
03
MACRO ENVIRONMENT
03
Macro Environment
BUSINESS PLAN
COMPASS MAGAZINE
P ES T LE Analy sis: Compass
All organisations operate within a market that is affected by forces outside of their control. A marketing tool which can help to analyse the environment is generally known as a PESTLE (see appendix 1). The acronym is a simple checklist of variables which could impact a business, so by researching into the environment it will help give the brand a better understanding so that they can prepare for the future. From Figure 5, it is clear that one of the main forces which could have an impact on Compass is the economy. Changes within the economy could mean that the magazines consumer does not have a large enough disposable income to be able to afford luxuries such as an independent publication like Compass. On the other hand, it could mean that as Compass’ consumer cannot afford to travel abroad, they will be looking for somewhere closer to home to explore, which is where Compass can help. A PESTLE analysis is key to ensuring that a business is prepared for any forces outside of their control. A marketing tool used to analyse internal forces that could impact an organisation is a SWOT analysis.
MACRO ENVIRONMENT
11
03
12
WEAKNESSES
-Po t e n t i a l t o e x p a n d t e a m b e h i n d t h e publication so they are not overstretched. -Po t e n t i a l t o b u i l d a l o y a l c o r e c o n s u m e r b a s e . -Po t e n t i a l t o b u i l d g o o d r e l a t i o n s h i p s w i t h buyers and stock the publication around the UK. -Re l a x a t i o n o f i m p o r t d u t i e s , o p e n i n g u p o f n e w markets. -Po t e n t i a l t o g a i n a d v e r t i s e m e n t s w i t h i n t h e publication. -Ri s e o f s o c i a l m a r k e t i n g o p p o r t u n i t y t o r a i s e awareness and promote products. -Ne w s u p p l y s o u r c e s b e c o m e a v a i l a b l e . -Pr i n t e r l o w e r s p r i c e s . -Government trade incentives. -Po s t a g e c o s t s a r e l o w e r e d .
-As it is a start-up company they have not yet built a loyal core consumer base. -Not yet built a strong relationship with buyers and consumer base not yet established. -Are only available to purchase online. -Cash flow or financing problems. -Small team behind the publication so may be overstretched. -As it is printed by a local printer and is of a high quality it will be expensive to produce.
THREATS
STRENGTHS
-Strong contemporary aesthetic which is continuous through the magazine,website and promotional content. -Strong USP. -Compass is environmentally conscious and works to educate its reader’s knowledge of sustainability. -Website is easy to navigate and blog is regularly updated. -Wide range of content which is appropriate for the consumer. -The team behind the magazine are also the target consumer making it easier for them to create content which they know the consumer will love. -Printed locally and to a high quality using FSC approved paper. -Strong imagery and interesting articles. -Promotes travel within the UK which supports local economy.
OPPORTUNITIES
Fig. 6 Compass SWOT Analysis
BUSINESS PLAN
COMPASS MAGAZINE
-New competitor enters market. -Changes in import or export laws that affect pricing or supply sources. -Changes to trade laws. -Printer goes out of business or increases printing costs. -Economic downturn – consumers no longer have a large enough disposable income to afford luxuries such as magazines. -Changes in sustainability laws. -As it is a start-up business there is a chance they may not build a loyal following or make a profit.
04
MICRO ENVIRONMENT
04
Micro Environment
BUSINESS PLAN
COMPASS MAGAZINE
S WOT Analy sis: Compass
A SWOT analysis (appendix 2) is an essential part of developing a marketing strategy. The tool uses four headings which categorise both internal and external threats and opportunities which could directly impact the organisation. After the external environment has been investigated through a PESTLE analysis, it is important to then examine how the business itself will work effectively. From figure 6, it is clear that Compass’ main concern is that they have not yet built a loyal consumer base as they are a start-up company. By producing regular online content and promoting their magazine through social media, it will help Compass to build a loyal following.
MICRO ENVIRONMENT
13
04
Fig. 7 (Own Image)
05
Market Analysis
BUSINESS PLAN
COMPASS MAGAZINE
Ma rke t Re se arch
Compass’ consumer wants to experience real life things that don’t come wrapped in plastic or stamped with a gold embossed logo. They want to reach the summit of a mountain. They want to sleep under the stars. Through researching into trends and tribes on LSN Global (appendix 3), it was clear that there are indeed a wide range of people who seek an escape from their daily lives and wish to be more adventurous. Travel is an incredibly popular market and the industry contributes almost $8 trillion to the global economy, and by exploring travel specific to the UK, Compass offers the consumer an easier way to be adventurous without having to spend a lot of money travelling abroad. Consumers are also becoming increasingly environmentally conscious, and want to know where, when and out of what the products they consume are made. A perfect example of Compass’ consumer group would be Portland, Oregon. Surrounded by mountains, forests and rivers, Portland is one of the most environmentally conscious cities in America. Portlanders are active, adventurous and care about the environment, which is exactly the kind of consumer Compass is aimed at. As Compass is based in the UK, Portland would not be their main consumer group, but an example of the kind of attitude and lifestyle their readers will have.
“Travel is an incredibly popular market and the industry contributes almost $8 trillion to the global economy.”
M A R K E T A N A LY S I S
15
05
BUSINESS PLAN
COMPASS MAGAZINE
16
Fig. 8
05
M A R K E T A N A LY S I S
05
Market Analysis
BUSINESS PLAN
COMPASS MAGAZINE
Co nsume r Prof ile
Compass’ target consumer is adventurous, creative and seeks inspiration to pursue their passions within the UK. They don’t want to travel abroad because they’re confident there is beauty at home. They are young and spirited individuals who either already live an outdoor lifestyle, or wish to learn more about how they can live one. Compass is aimed at both men and women, as they believe a person shouldn’t be defined by gender, but rather, by the way they see the world. Compass’ target consumer is open minded about sustainability and wishes to learn more about living an eco-friendly lifestyle. They want to learn about people who are pursuing their own passions, and making a difference in the world. Compass is aimed at people who care more about how something makes them feel, rather than anything materialistic. They believe high quality doesn’t have to come at a high cost and value creative solutions. They live in the UK and are looking for somewhere closer to home to explore, which doesn’t involve a large disposable income.
“Market research isn’t about giving a designer a pass or fail report card but providing them with an understanding of how luxury consumers think. Inspiration, built on a complete understanding of the target consumer’s dreams, fears, values and opinions, will allow the creation of beautifully designed goods which wil also be commercially successful.” - Karen Morsch, Director - Hasley Group
M A R K E T A N A LY S I S
17
05
18
Fig. 9 (Own Image)
BUSINESS PLAN
COMPASS MAGAZINE
05
MARKET RESEARCH
05
Market Analysis Questionnaire
By asking Compass’ core consumer specific questions about their likes and lifestyle, it is possible to develop an understanding of what they want from a magazine and how important sustainability is to them. By choosing two consumers with different lifestyles, Compass has an insight into how they can create content which is relevant to their consumer. From the results collected (appendix 4), the two chosen consumers have very different tastes in music, fashion and food, yet there are very noticeable similarities. Although they both enjoy their daily lives, they wish they could travel and be more adventurous but do not have the money or time to do so. They also both are aware of the importance
M A R K E T A N A LY S I S
of living a sustainable lifestyle, yet they don’t feel as if they are doing enough and want to know more. This is where Compass will come in, as two goals of the magazine are to help people live more adventurously within the UK, and to help educate them on sustainability and how to live a more eco-friendly lifestyle. From the questionnaire, Compass also discovered that its consumer does not have an interest in digital magazines and would never purchase one as they feel they are difficult to read and prefer something physical. This is why Compass will not be releasing a digital version of its magazine but instead will have a free blog which will regularly be updated with relevant content.
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05
BUSINESS PLAN
COMPASS MAGAZINE
BUSINESS PLAN
COMPASS MAGAZINE
20
Fig. 10 Rogers’ Diffusion of Innovation - Compass
05
M A R K E T A N A LY S I S
05
Market Analysis
Ro gers’ Dif f usion of Innovation
According to Jackson and Shaw in ‘Mastering Fashion Marketing’, Rogers’ diffusion of innovation is a model used as a broad guide to classifying an individual’s tendency to adopt new products and trends. There are five simple groupings that are spread across a bell curve (see appendix 5), which portray the different tendencies across a population: • Innovators; • Early adopters; • Early majority; • Late majority • Laggards.
M A R K E T A N A LY S I S
From figure 10, it is clear that Compass’ consumer falls between the early adopters and early majority. Compass’ core consumer group share an attitude to life and a desire to explore, they are not ones to follow trends or act based on another’s opinion. They appreciate craftsmanship and respectable brands which have a positive impact on the world and benefit their lives. Compass’ consumer will be both early adopters and early majority because it is a mixture of people who are already keen adventurers, and also those who want to learn more about an outdoor lifestyle and have perhaps heard about the magazine through word of mouth.
21
05
BUSINESS PLAN
COMPASS MAGAZINE
22 Fig. 1 1 (Own Image)
BUSINESS PLAN
COMPASS MAGAZINE
06 COMPETITORS
06
Competitors
BUSINESS PLAN
COMPASS MAGAZINE
Introduction
Compass’ main competitors are publications within the UK which present outdoor living in a contemporary way. Although there are other outdoor lifestyle publications in other parts of the world, Compass will initially only be available in the UK and is aimed at a British consumer. Compass’ competitors are all well-established publications with positive reputations, but there are areas within the market which they do not fill.
List of Competitors
-Another Escape -Cereal -Ernest -Freckle -Huck -Misadventures -Sidetracked -Smith Journal -SOFFA -Stay Wild -The Collective Quarterly -Tidal
23
06 COMPETITORS
24
-Pot ent i al t o ex pand t hei r m agaz in e by produ ci ng ot her produ ct s, for ex ample , books or m erchandi se. -Ri se of soci al m arket i ng – oppor tunity t o rai se aw areness and pro mo te produ ct s. -New pri nt i ng t echnol ogy or p ape r s w hi ch m eans i t i s easi er and m ore cos t eff i ci ent t o pri nt t he pu bl i cat i on. -New shi ppi ng cost s w hi ch me ans i t i s m ore cost eff i ci ent t o sen d the pu bl i cat i on worl dw i de. -Ou t door l i fest yl e m arket ex panding w hi ch m eans m ore desi re for th e pu bl i cat i on.
WEAKNESSES
-Strong contemporary aesthetic which is present through their magazine and website. -Distinctive signature style. Strong imagery throughout which is combined with interesting articles. -Strong USP. -User friendly website. -Good reputation is stocked all over the UK and is available to be shipped worldwide. -Eco-friendly and sustainable. -Loyal core customer base. -They support local businesses by having their publication printed locally with high quality paper and vegetable inks.
-The places that are featured in the
publication
require
a
large
disposable income to visit, which is unrealistic for a lot of people. -Because it is printed locally with high
quality
paper
and
vegetable
inks, it means the printing costs are extremely expensive, therefore raising the price of the publication.
THREATS
OPPORTUNITIES
Fig. 12 Another Escape SWOT Analysis
STRENGTHS
BUSINESS PLAN
COMPASS MAGAZINE
-Changes in trends and the market means that an outdoor lifestyle magazine is no longer relevant. -New competitor enters market. -Changes in import or export laws that effect pricing or supply sources. -Changes to exchange rates or interest rates. -Changes to trade laws. -Changes to laws regarding the environment and sustainability. -Economic downturn which means the consumer does not have the money to spend on luxuries such as publications. -Stockists go out of business or decide to stop selling the publication. -Printer goes out of business or raises their prices.
06 COMPETITORS
06
BUSINESS PLAN
COMPASS MAGAZINE
Competitors
S WOT Analy sis: Anothe r Escape
Another Escape is a UK based outdoor lifestyle, creative culture and sustainable living publication. Another Escape would be considered as Compass’ main competitor as their brand identity is very similar. What sets Compass apart from Another Escape is that Compass is aimed at a younger consumer who either already lives an outdoor lifestyle within the UK or
wishes to know more, whilst Another Escape is aimed at an older consumer group who has a larger disposable income. Another Escape features a wide range of interesting content focusing on the stories of passionate people. Another Escape is sold for ÂŁ10 online and is stocked all over the world. This is the general price for a high quality independent publication.
Fig. 13
25
06 COMPETITORS
26
WEAKNESSES
-Produ ce a pri nt m agazi ne f o r e v e r y di gi t al m agazi ne t hat t hey create s o the consu m er has t he opt i on of on e or th e ot her or even bot h. -Produ ce m ore cont ent abo ut the envi ronm ent and m ake brand more eco- fri endl y by pri nt i ng on su s tainable paper. -Pot ent i al t o f i nd a m ore i n- e xpe n s iv e pri nt er or new paper sou rces be co me avai l abl e. -Rel ax at i on of i m port du t i es, ope n ing u p of new m arket s. -Pot ent i al t o di versi fy i nto ne w produ ct s t o broaden t he brand. -Pot ent i al t o hi re m ore em pl o ye e s to bu i l d a bi gger t eam . -Governm ent t rade i ncent i ves. -Ri se of soci al m arket i ng – opp or tunity t o rai se awareness and promo te produ ct s. -St rat egi c al l i ances wi t h oth e r m agazi nes or brands with com pl em ent ar y ski l l s.
-The pr inte d publication is o nly produce d from Er ne s t’s mo s t popular conte nt, bi-an nually, wh ich me an s that pe ople wh o pre fe r pr int o v e r digital will no t ge t a magazin e . -Place s that are fe ature d in th e magazine re quire a large dis po s able income to v is it wh ich is un re alis tic for a lot of pe o ple . -Small te am inv olv e d which co uld me an th e y could be o v e r s tre tche d. -As the y re ly on contr ibuto r s for conte nt can be r is ky if th e y are un re liable . -Fro m th e mar ke t re s e arch conducte d, mo s t co ns ume r s do no t re ad digital magazine s as th e y f ind th e m diff icult to re ad.
THREATS
STREN G THS
-Available in print and iPad magazine which not only means that it is more readily available for people around the world, but it is better for the environment as less paper is being used and the company will spend less on printing costs. -Focusses on timeless traditions and history rather than trends which means it will never go out of style. -The iPad publication is available bimonthly and there is a daily post on their blog which keeps the consumer interested. -Ernest is stocked worldwide. -Ernest is available as an app which you can purchase annually for £14.99 or £3.99 an issue, which means it is extremely easy and cost efficient for the consumer. -Strong online presence. -Website is easy to navigate. -Ernest has a simple aesthetic which is continuous through its print, digital magazines and its website, which combines contemporary and traditional styles.
OPPORTUNITIES
Fig. 14 Ernest SWOT Analysis
BUSINESS PLAN
COMPASS MAGAZINE
-Printing and paper costs rise. -Printer goes out of business or refuses to print magazine anymore. -The app crashes or there are technical difficulties meaning people cannot read the digital publication. -New competitors enter market. -Changes to exchange rates or interest rates. -Stockists drop the magazine or go out of business. -Changes to trade laws. -Changes in the economy mean the consumer does not have a large enough disposable income to spend on luxuries such as publications.
06 COMPETITORS
06
BUSINESS PLAN
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Competitors
S WOT Analysis: Er ne st
Ernest is a UK based blog, iPad magazine and bi-annually printed journal. Ernest features a wide range of content based around craftsmanship and timeless style and is aimed at ‘adventurous gentlefolk’. Ernest post weekly on their blog, produce a monthly digital magazine which is available through their app, and all of their most popular content goes into bi-annually printed publications. The Ernest app is priced at £3.99 for a single issue, or £12.99 for a year subscription. The printed publication is priced at £10
and is available online or in stockists worldwide. From the market/consumer research shown in appendix ?, Compass discovered that their core consumer group prefers printed publications over digital, and they find that digital publications are not user friendly and they would not spend their money on one. Although Ernest create a wide range of interesting content, it seems to be focussed on a male target audience. Compass is aimed at a wider audience yet still has interesting and varied content.
Fig. 1 5
27
06 COMPETITORS
28
-Opport u ni t y t o ex pand i nt o a digital and pri nt pu bl i cat i on. -Opport u ni t y t o f i nd cheaper pr inting and paper so t hey can l ow er the pr ice of t he pu bl i cat i on yet keep the s ame hi gh qu al i t y. -Rel ax at i on of i m port du t i es, o pe n ing u p of new m arket s. -St rat egi c al l i ances or oppor tun ity to part ner w i t h ot hers w i t h com pl e me ntar y ski l l s. -Ri se of soci al m arket i ng – op po r tunity t o rai se awareness and pro mo te produ ct s. -Governm ent t rade i ncent i ves .
WEAKNESSES
-St rong U S P. -Ex t rem el y st rong i m ager y. -Websi t e i s easy t o navi gat e and has a si m i l ar aest het i c t o t he pu bl i catio n. -Wi de range of cont ent wi t h amazing i m ager y and i nt erest i ng art i cl es . -St rong aest het i c w i t h t he photo gr aphy as t he m ai n focu s. -Websi t e feat u res l arge amo unts of cont ent . -Ai m ed at bot h m en and w om e n with an i nt erest i n an ou t door l i fest yl e . -St ocked al l over t he w orl d and o nline . -St rong soci al net w ork fol l ow in g.
-Costs ÂŁ10 to buy which some people may find too expensive. -As
they
rely
on
contributors,
they may be unreliable. -A lot of the places they feature in the magazine are unrealistic for people with a small disposable income to visit. -Only available in print and not digital.
THREATS
OPPORTUNITIES
Fig. 16 Sidetracked SWOT Analysis
STRENGTHS
BUSINESS PLAN
COMPASS MAGAZINE
-Pr inte r goe s o ut of bus in e s s o r r ais e s pr ice s . -Stockis ts go o ut o f bus ine s s or de cide to drop magazine . -Ne w co mpe titor s e nte r mar ke t. -Ch an ge d in impor t an d e xpor t laws th at affe ct pr icin g or s upply s o urce s . -Ch an ge s to e xch an ge r ate s or inte re s t r ate s . -Ch an ge s to tr ade laws . -Econo mic do wntur n re s ultin g in the cons ume r hav in g a s malle r dis po s able income .
06 COMPETITORS
06
BUSINESS PLAN
COMPASS MAGAZINE
Competitors
S WOT Analy sis: Side tr acke d
Sidetracked is a UK based adventure travel magazine. Their content focuses on the people behind the adventures and their experiences and is expressed through beautiful imagery and interesting articles. Sidetracked’s aim is to inspire its reader to be more adventurous and live outside of their comfort zone, but the places they feature in their publication would require a large disposable income to visit. Compass features a wide range of interesting places to explore, for people who have little to no money to spend or a larger disposable income. Sidetracked is priced at £10 which is the general price for a triannual publication. Sidetracked is stocked online and worldwide.
Fig. 1 7
29
06 COMPETITORS
Fig. 18 (Own Image)
06
Competitors
BUSINESS PLAN
COMPASS MAGAZINE
Conclusion
From the research collected and presented in figure 12, 14 and 16, it is evident that although there are several contemporary UK based outdoor lifestyle magazines, there isn’t one focusing purely on travel within Great Britain. Compass believes that there are incredible places to visit in the UK, and you can be more adventurous without having to travel abroad. From the competitor analysis it is clear that they show a wide range of places to visit but they require a large disposable income which is not realistic for everyone, especially a younger consumer. It is clear where there is a gap in the market which Compass can fill.
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06 COMPETITORS
BUSINESS PLAN
COMPASS MAGAZINE
HIGH VARIATION OF CONTENT
COMPASS
E RN E S T
ANOTHER E SCAPE S TAY WI L D
SIDE TRACKE D
LOW PRICE
£0
HIGH PRICE £20
MISADVE NTURE S
Fig. 19 Brand Positioning Map
32
LOW VARIATION OF CONTENT
07
M A R K E T I N G A N A LY S I S
07
Marketing Analysis
BUSINESS PLAN
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Bra nd Positioning Map
A brand positioning map (appendix 6) is a device used by brands to pinpoint exactly where they are within the market compared to their competitors. From the map shown in figure 19, there is a gap in the market for a publication which has a large variety of content and is also at reasonable price point. These are just two examples of where Compass fills a gap within the market. From figure 19 it is evidenced that Compass’ closest competition is Ernest. This is due to their similarity in brand values and Ernest’s wide range of content. Compass differentiates from it’s competitors as it is non-gender specific whilst Ernest focuses mainly on men.
M A R K E T I N G A N A LY S I S
33
07
BUSINESS PLAN
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34
Fig. 20 Brand Onion
07
M A R K E T I N G A N A LY S I S
07
Marketing Analysis
BUSINESS PLAN
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Bra nd Onion
A brand onion (appendix 7) is a marketing tool used to map and analyse the brand identity. Each layer of a brand onion represents a different aspect, from the inner essence at the core through to the outer brand in action layer at the surface. The main objective of figure 20 is to show how Compass differentiates from its competitors, and also how the brand identity should manifest in reality (represented in the ‘brand in action’ section of the diagram).
“Branding remains the vital marketing tool to differentiate and attract consumers at all levels in global markets.” - Alison Sachs - Managing Director, Swarovski
M A R K E T I N G A N A LY S I S
35
07
Fig. 21 (Own Image)
08
Marketing Mix Promotion
S o ci al Med ia
Blogg ers
St ic kers
Before the first issue of the magazine is released, Compass will build a strong online presence to create a loyal core consumer base. By regularly posting on their website (appendix 8) and through social media (appendix 9), Compass will create interest around the magazine so that when it is released there will already by a loyal following. Using social media to promote the magazine is greatly beneficial. Not only because it is free, but because Compass can post as often or as little as they desire. A publication that has used a similar promotional strategy is ‘Misadventures’ (appendix 10). By first becoming a popular online blog before releasing their magazine, they sold out of their first volume immediately as they had already built a large following. The effectiveness of promoting through social media can be measured by the positive response that is received.
Another form of promotion will be to send Compass to influential bloggers, Instagram and YouTube users, so they can review and promote the product if they desire. An example of an Instagram user who will promote Compass is travel photographer Lawrence Thomas (appendix 11). As Lawrence already has an interest in the magazine after being featured in volume one, by sending him a copy he would have the option of promoting it to his audience. As Lawrence and Compass have a similar target audience, by promoting the magazine it will then influence his viewers to purchase it. As the cost to print an individual publication is so small, the loss of sending a free publication will be covered by the profits of selling another.
With each copy of Compass, a free set of stickers (appendix 12) with the Compass logo on will be inside. The consumer will be encouraged to put the stickers on their phones/laptops/bags, which will help to promote the brand as the consumer becomes a walking advertisement.
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Fig. 22 (Own Image)
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Lo cal Events
City Ev ent s
Fo o d Tru c k s
As Compass begins to build a loyal following, they will hold events with local businesses such as ‘Coast Surf and Coffee Shop’ in Poole, Dorset. By holding events such as film screenings, it will not only help the local economy, but the consumer will also be able to build a relationship with the magazine. Compass will also hold collaborative events with Coast and local charities which work to support the environment. By holding parties at Coast and inviting the consumer, it will help to raise money for the charities. Compass will also organise events directly with organisations such as the National Trust to help with beach clean-ups and conservation work. This will not only have a positive impact on the environment but also help build a positive reputation for the magazine. Cause related marketing is a positive way for the consumer to give something back whilst getting something in return.
One of Compass’ main aims is to offer busy city workers an escape to nature. Compass will use several promotional strategies in London and other cities around the UK to help promote travel and adventure. The first strategy will be to hold pop up events around the city. The first would be a gallery opening in ‘71a’. As 71a is already a well-respected gallery in Shoreditch which holds regular events with other publications, it would be a perfect place for Compass to display not only volume one of the magazine, but also limited edition prints available for purchase. Compass regularly features illustrators and photographers work in the magazine so by promoting their work in an already established gallery, it would appeal to a consumer with an interest in art. Compass’ content is so broad that it is important to promote the magazines in different cultural areas.
Another important aspect of Compass is food. Food festivals are an extremely popular thing in the city, so by organising a food truck to create different vegan recipes that feature in Compass, the consumer can get an idea of what to expect from the magazine. The food trucks can also visit festivals all over the UK and will have the magazine advertised and available to purchase. This is also
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an opportunity for Compass to collaborate with healthy food companies and restaurants to not only help promote both brands but also to decrease costs.
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Fig. 23 (Own Image)
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The final promotional strategy that Compass will use to promote the magazine in the city is guerrilla marketing. By creating promotional posters (appendix 13) and displaying them all around the city it will draw an enormous amount of attention to the magazine. The posters will display an area of the UK such as the Isle of Skye with the caption, “New Zealand or Scotland?” Places like the Isle of Skye are known for their beautiful landscapes and most people can hardly believe that it is in the UK. By showing this stunning area of Great Britain it will make the viewer question whether or not they need to go abroad to visit somewhere so spectacular. Not only will this help to promote Compass, but it will also help to promote travel within the UK and the local economy. The posters will be printed on recycled paper.
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Dis t rib u t o rs
Compass will approach distributors such as Antenne Books to distribute the publication to their stockists around London. This is a simple and effective way to get a magazine stocked in reputable stores but it does come at a price as Antenne will take 20% of the retail price alongside the stockist’s fee.
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42 Fig. 24 (Own Image)
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Product
Compass magazine is printed to the highest quality on FSC approved thick uncoated paper. The texture that uncoated paper gives is what adds to the value of the product and the experience the consumer receives. Compass is printed by a UK based printer as they support local businesses. Although printing abroad is less expensive, Compass want to keep their carbon footprint as minimal as possible. Compass and its readers are environmentally conscious and want to ensure that their products are manufactured from sustainable sources with little to no impact on the environment. Compass will work with their printer to ensure that they are using every method possible to reduce their carbon footprint. Compass will feature a wide range of non-gender specific content which inspires the consumer and informs them of ways to live a more adventurous lifestyle within the UK. As aesthetic is important to Compass’ consumer, the publication will have a vast amount of beautiful photography, combined with a contemporary layout. Compass will be published quarterly.
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Fig. 25 (Own Image)
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Compass will sell at a retail price of £11. Although this is slightly over the general price for a high quality publication and Compass is aimed at a consumer who does not have a large disposable income, if they were to sell the magazine for any less then they would either lose money or have to decrease the quality. In the first year of sale, Compass will have 500 copies produced at UK print company. As Compass is published quarterly, there will be a total of 2000 magazines printed in the first year. The price for each publication based on a quote from a London printer (appendix 114) will be £5.13 meaning there will be a gross profit of £5.87 per magazine. Alongside the printing costs, there will also be overhead costs such as salary fees. In the first year the overhead will be low as Compass will not be employing any staff and will be produced from home. The only overhead costs will be for the publication website and producing promotional stickers/prints which are inside each magazine.
From figure 26 it is evidenced that Compass will produce a total profit of £11,460 within the first year. This means that the magazine will be making enough money to cover the next year’s costs with enough profit to go towards promotional outlets such as events. In the second year, as the interest in Compass rises they will produce a total amount of 4000 magazines to cater to the growing number of customers. Most printers offer a discounted price for larger print runs so the direct costs for each publication will decrease resulting in an increased profit. From figure 26 it is clear that the overall profit has increased by over double the first years. All profit made in the second year will go towards all marketing and promotional outlets such as hiring food trucks, events and guerrilla marketing. Compass believes it is important to invest in promoting the magazine as it will help to build a larger following.
R E TA I L PR ICE
By the third year, Compass will have made a profit of over £52,000. This means they will be able to start taking a salary fee and even renting an office space and hiring staff. They are now producing 8000 issues per year with the growing number of consumers. As Compass begins to sell the magazine in stockists around the UK, the overall profit will decrease as the distributors/stockists will take a percentage. If Compass were to have the magazine available in several stockists by the third year of sale, they will take a minimum cost inflow of £36,000 as they generally take 20% of the retail price, which would mean Compass will still be able to cover all cost outflow but they will make barely any profit. As Compass will still be selling their magazine online as well as stockists, they will a much larger profit than this. Overall, by the end of the third year Compass will have made a generous profit and has developed into a successful business.
YEAR ONE
Y E A R T WO
YEAR THREE
£1 1
£1 1
£1 1
D IR ECT CO S T S
£5 .1 3
£4 .62
£4 . 35
GR O S S PR O F I T
£5 .87
£6 . 38
£6 .6 5
OVE R HE A D
£2 84
£5 80
£1 1 4 0
TOTA L O U T F LOW
£10 5 4 4
£1 90 6 0
£35 94 0
TOTA L IN F LOW
£2 2 0 0 0
£4 4 0 0 0
£880 0 0
TOTA L PR O F I T
£1 1 4 60
£2494 0
£5 2 0 6 0
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Fig. 26 Pricing Chart
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Pl a ce
Compass will initially only be sold through their online store. This is an easy and direct way for its consumer to purchase the publication. Compass will then go on to be stocked in bricks and mortar retail, aiming at reputable stores around the UK. By stocking Compass in stores with a positive reputation, it will then reflect well upon the brand. An example of a reputable store which Compass will approach is ‘Coast Surf and Coffee Shop’ located in Poole, Dorset. Coast only stocks the best quality publications which they believe their consumer will enjoy, and as Coast has a very similar consumer base to Compass, it would be the perfect place for the magazine to be sold. Another Company that Compass will approach is Stack, an online magazine subscription service. Stack’s consumers are looking for interesting and unique independent publications, which is
why Compass would be appropriate. After Compass has been stocked in a number of local businesses, they will then approach stores in London and other cities around the UK. An example of a business that Compass will approach is The North Face as they have similar brand values and The North Face are heavily featured in the first issue of the magazine. This would also be a good opportunity for advertising within the magazine. As The North Face is an international company, once Compass has grown in popularity they will start to sell it in their stores worldwide. Compass will then offer worldwide shipping online so the publication is available for a wider consumer group. It will also begin approaching other stockists in Europe, the USA and eventually worldwide for consumers who wish to learn more about an outdoor lifestyle within the UK.
“The location, aesthetics and shopping experience of any successful selling environment must inspire involve and excite consumers.” - David Riddiford - CEO, Arnotts of Dublin
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Fig. 28 (Own Image)
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People
As Compass is a start-up company and sole trader, it is just the owner running the business and creating the magazine. As Compass grows in popularity and they begin to make a larger profit, they will be able to take a salary fee and hire employees. Compass relies on volunteers to help produce the content, and also takes contributions from fellow creative with similar values to feature in the magazine. Compass is a relaxed and down to earth publication and the people who work there reflect that. Compass will hold events to help promote local businesses and charities who support similar causes to the magazine. These events will encourage the consumer to attend, so they can get to know the people behind the publication and help support the local economy.
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Fig. 29
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Proce ss
As Compass is building a strong online presence, they are encouraging the consumer to contact them through their website, or on social media by commenting on pictures. By replying to the consumer and answering any queries they may have it will build a positive relationship with them so that they know Compass is a respectable and trustworthy brand and they will be more inclined to purchase the magazine. If the customer has any complaints they will be encouraged to contact Compass so they can be helped in a positive way. Also, if the publication is bought online and arrives damaged then the customer will receive either a refund or a replacement copy. Compass will go through measures to ensure that their magazines are not damaged during postage, by carefully packaging it in thick, lined envelopes marked “Handle with Care�. If a magazine does get lost during postage, the Royal Mail can refund the items so no profit is lost.
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Physical Evide nce
Compass will have a contemporary and user friendly website which aligns with the magazine (appendix 8). This website will feature promotional content, such as blog posts with behind the scenes videos and recipe ideas. The website will have a similar aesthetic to the publication with a focus on imagery. From the consumer research conducted, it shows that the consumer responds well to photography and a contemporary layout which is why both the publication and website will be aesthetically aligned. When the publication is purchased online, it will be posted in a padded envelope featuring the Compass logo stamped on the exterior. This is to ensure that the logo becomes synonymous with the brand and the consumer will automatically recognise it. Stickers and a free print will also come inside the magazine to add a personal touch.
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Fig. 31 (Own Image)
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Business Goals Yea r One
5 0 0 c o p i e s w i l l i ni ti a l l y b e p ro d uc e d a nd s o l d a t ÂŁ 10 .
Bu ild lo ya l fo l l o w i ng t h ro u gh regu lar ly p o s t i ng o n Co mp ass w eb sit e an d so cia l m e d i a .
Ap p ro a c h o nl i ne s t o c k i s t s s u c h a s Sta c k .
Ap p ro a ch lo ca l st o ck is t s s u c h as Co a st Su r f an d Co ffe e Sho p .
S e nd m a g a z i ne t o i nf l ue nt i a l b l o gg e r s , Yo uTub e a nd Ins t a g r a m users.
Ho ld ev ent s w it h lo cal b u s i ne s s e s an d ch ar it ies t o su p p o r t l o c a l eco n o my a n d p ro mo t e ma g a z i ne .
Fig. 32
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Bu siness Goals Year Two
10 0 0 c o p i e s w i l l b e p ro d u c e d to c a t e r t o the g ro w i ng nu m b e r o f c o ns u m e r s .
Co mp a ss fo o d t r u ck s a t f o o d fest iv als an d mu sic fe s ti v a l s .
Co nti nue re g u l a r l y p o s t i ng o n s o c i a l m e d i a a nd Co m p a s s w e b s i te .
Co mp a ss p o p -u p eve nt s i n ga ller ies a n d st o res a ro u n d the U K.
Gu e r r i l l a Ma r ke t i ng – Pro m o ti o na l p o s te r s s p re a d a c ro s s Lo nd o n a nd o the r c i ti e s a ro und the U K.
Ap p ro a ch L o n d o n st o c k i s ts su ch as Wa rd o u r Ne w s .
Ap p ro a c h The No r th Fa c e a nd o the r o utd o o r c l o t hi ng b r a nd s to s t o c k Co m p a s s i n the i r s t o re s .
Paid a d v er t isement s w ithi n t he magazin e fro m rep u t a b le b r a nd s .
Fig. 34
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Fig. 35 (Own Image)
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Bu siness Goals Yea r Thre e
2 0 0 0 c o p i e s w i l l b e p ro d u c e d to c a t e r t o the no w t r i p l e d nu m b e r o f c o ns um e r s s i nc e Co m p a s s’ i ni t i a l re l e a s e .
Regu la r ev ent s aro u n d t he U K to su p p o r t lo cal b u sin esses an d ch a r i ti e s .
St a r t ta k i ng s a l a r y f e e .
Regu lar ly a t t en d in g f e s t i v a l s w it h fo o d tr uc k s .
Re g ul a r g a l l e r y e x hi b i ti o ns f e a t ur i ng i l l u s tr a to r s a nd p ho to g r a p he r s t ha t c o ntr i b ute t o Co m p a s s .
Regu lar w o r k w it h o rgan isa t io ns s u c h as t h e Nat io n a l Tr u st t o h elp c o ns e r v e t h e env iro nm e nt .
Wo r l d w i d e s hi p p i ng i s no w a v a i l a b l e f ro m the Co m p a s s w e b s i te .
Co mp ass w ill ap p ro ach st o c k i s t s i n t h e U S , Eu ro p e an d w o r l d w i d e .
Fig. 36
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60 Fig. 37 (Own Image)
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10 CONCLUSION
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Conclusion
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To conclude, Compass has successfully identified the gap within the market through marketing tools such as a SWOT analysis to examine their competitors, and a brand positioning map to directly pinpoint where the gap is. Compass then used this information to create a high quality, outdoor lifestyle publication, with a wide range of non-gender specific content focusing on travel within the UK. By using the marketing mix and a three year time plan, Compass has developed a detailed promotional strategy using guerrilla marketing, social media and a number of events to promote their brand and create a successful business plan.
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( 201 2) Volume
Crib b s, A. ( 2 0 16) Eden Project for Compass (own image)
Fig. 4 Fig. 8 Da y, A. (20 16) Con s u mer ima g e boa rd (Ima g es s ou rced f rom Pin teres t)
Fig. 12
Fig. 11
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Da y, A. (20 16) AnotherEscape SWOT Analysis (own image)
Er n es t (20 12) Ernest Volume One & Two
Da y, A. (20 16) Sidetracked SWOT Analysis (own image)
Fig. 2 0
Day, A. ( 201 6) Ernest SWOT Analysis (own image)
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Fig. 17 Si d et r ac ked Sidetracked One
Cr ibbs , A. (20 16) Hadleigh Castle (own image)
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Fig. 1 3
Fig. 1 4
Day, A. ( 201 6) Rogers’ diffusion of innovation (own image)
A n o t h er Esc ap e ( 20 12) Another Escape Volume One
Cr ibbs , A. (20 16) Corfe Castle (own image)
Cr ibbs , A. (20 16) Old Harr y Rocks (own image)
Day, A. (20 16) Compass SWOT Analysis (own image)
Fig. 10
Fig. 9 S c a l es , S. ( 201 6) Greta & Tom for Compass (own image)
Sca les , S. (20 16) Greta & Tom for Compass (own image)
Fig. 7
Fig. 5 Day, A. ( 201 6) Compass PESTLE Analysis (own image)
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Fig. 3
S c al es, S. ( 20 16) Greta James for Compass (own image)
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Day, A. ( 201 6) Compass Logo (own image)
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Fig. 1
Fig. 2
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Da y, A. (20 16) Brand Positioning Map (own image)
Da y, A. (20 16) Compass brand onion (own image)
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Figures
Crib b s, A. (20 16) Eden Project for Compass (own image)
Day, A . ( 2 01 6) Year two timeline (own image)
Fig. 25 Fig. 29 Fig. 37
Fig. 3 6 S c ales, S. ( 201 6) New Forest for Compass (own image)
Sca les , S. (20 15) Lino print of bear
Da y, A. (20 16) Year three timeline (own image)
Sca les , S. (20 16) Greta & Tom for Compass (own image)
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Da y, A. (20 16) Year One timeline (own image)
S c ales, S. (20 16) Greta James for Compass (own image)
Fig. 35
( 201 5)
Fig. 34
Th o m a s , L. Night sky
Sca les , S. (20 15) Lino print of mountains
Sca les , S. (20 16) Greta & Tom for Compass (own image)
Fig. 32
Crib b s, A. (20 16) Smores (own image)
Fig. 31
Fig. 30
Day, A. ( 201 6) Compass pricing chart (own image)
Sca les , S. (20 16) Greta & Tom for Compass (own image)
Cr ibbs , A. (20 16) Vegan campf ire hotdogs (own image)
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Fig. 27
Fig. 26
Cr i b b s , A . (201 6) Old Harr y Rocks (own image)
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Fig. 22
Fig. 23
Fig. 24
Sca les , S. (20 16) Tom in Yellow Coat (own image)
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Appendix 1
Posner, H. (2011). Marketing fashion - PEST Analysis. (Page 65) London: Laurence King Pub .
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Appendix 2
Posner, H. (2011). Marketing fashion - SWOT Analysis. (Page 99) London: Laurence King Pub . 12 APPENDICES
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Appendix 3
(2014). Luxury travel futures market – new definitions. [online]. Available from: https://www.lsnglobal.com/ markets/article/15818/luxury-travel-futures-marketnew-definitions [Accessed 12 March 2016].
(2010). Rurbanites. [online]. Available from: https:// www.lsnglobal.com/tribes/article/4039/rurbanites [Accessed 12 March 2016].
Ellerby, J. and Hughes, F. (2011). Yama girls. [online]. Available from: https://www.lsnglobal.com/tribes/ article/3975/yama-girls-1 [Accessed 25 April 2016].
Farrington, A. and Smith, J. (2016). Recycling Rebranded. [online]. Available from: https://www. lsnglobal.com/micro-trends/article/18807/recyclingrebranded [Accessed 25 April 2016].
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Appendix 4
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Day, A. (2016). Consumer Questionnaire - Alex and Lindsay .
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Appendix 5
Jackson, T. and Shaw, D. (2008). Mastering fashion marketing - Rogers’ diffusion of innovation (Page 9)). New York: Palgrave Macmillan.
Appendix 6
Posner, H. (2011). Marketing fashion - Brand Positioning Map. (Page 53) London: Laurence King Pub .
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Appendix 7
Posner, H. (2011). Marketing fashion - Brand Onion. (Page 147) London: Laurence King Pub . 12 APPENDICES
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Appendix 8
Day, A. (n.d.). Compass Magazine. [online]. Available from: http://www.compass-magazine.co.uk [Accessed 25 April 2016].
Appendix 9
Day, A. (n.d.). Compass Magazine Instagram. [online]. Available from: http://www.instagram.com/ compass_magazine [Accessed 25 April 2016].
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Appendix 10
Misadventures. (2016). Misadventures - A women’s outdoor & adventure magazine. [online]. Available from: http://misadventuresmag.com/ [Accessed 8 March 2016].
Appendix 11
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Thomas, L. (n.d.). Lawrence Thomas Instagram. [online]. Available from: http://www.instagram.com/ lmt_ [Accessed 21 April 2016].
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Appendix 12
Appendix 14
Day, A. (2016) Compass Stickers.
Ex Why Zed Printer. (2016) Print Quote.
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Appendix 13
Day, A. (2016) Compass promotional posters.
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BOOK
Jackson, T. and Shaw, D. (2008). Mastering fashion marketing (Palgrave master series). New York: Palgrave Macmillan. Posner, H. (2011). Marketing fashion. London: Laurence King Pub.
REPORT
Day, A.(2015). Compass Magazine Marketing Report
WEBSITE
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(n.d.). Instagram. [online]. Available from: http://www.instagram.com [Accessed 12 March 2016]. (2015). Global tourism industry - statistics & facts. [online]. Available from: http:// www.statista.com/topics/962/global-tourism/ [Accessed 29 February 2016]. (2014). Luxury travel futures market – new definitions. [online]. Available from: https://www.lsnglobal.com/markets/article/15818/luxury-travel-futures-market-new-definitions [Accessed 12 March 2016]. (2010). Rurbanites. [online]. Available from: https://www.lsnglobal.com/tribes/ article/4039/rurbanites [Accessed 12 March 2016]. (n.d.). LS: N global. [online]. Available from: https://www.lsnglobal.com/ [Accessed 12 March 2016]. Antenne. (n.d.). Antenne Books. [online]. Available from: https://www.antennebooks.com/ [Accessed 25 April 2016]. Brown Hunt, K. (2015). America’s Greenest Cities. [online]. Available from: http://www.travelandleisure.com/slideshows/americas-greenest-cities [Accessed 29 February 2016]. (2014). Ex Why Zed Printing. [online]. Available from: http://www.exwhyzed. co.uk/ [Accessed 25 April 2016]. Coast. (n.d.). Coast Surf and Coffee Shop. [online]. Available from: http://www. wearecoast.com/ [Accessed 28 February 2016]. Day, A. (n.d.). Compass Magazine. [online]. Available from: http://www.compass-magazine.co.uk [Accessed 25 April 2016]. Day, A. (n.d.). Compass Magazine Instagram. [online]. Available from: http:// www.instagram.com/compass_magazine [Accessed 25 April 2016].
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WEBSITE
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(co nt in u ed )
Ellerby, J. and Hughes, F. (2011). Yama girls. [online]. Available from: https:// www.lsnglobal.com/tribes/article/3975/yama-girls-1 [Accessed 25 April 2016]. Farrington, A. and Smith, J. (2016). Recycling Rebranded. [online]. Available from: https://www.lsnglobal.com/micro-trends/article/18807/recycling-rebranded [Accessed 25 April 2016]. London, 71 A. (2016). 71a London. [online]. Available from: http://71alondon.com/ [Accessed 21 April 2016]. Ltd, U. P. (2016). Ernest blog. [online]. Available from: http://www.ernestjournal. co.uk/ [Accessed 8 March 2016]. Misadventures. (2016). Misadventures - A women’s outdoor & adventure magazine. [online]. Available from: http://misadventuresmag.com/ [Accessed 8 March 2016]. Portland. (n.d.). Things to do in Portland, Oregon. [online]. Available from: https://www.travelportland.com/things-to-do/ [Accessed 29 February 2016]. Sidetracked. (2010). Sidetracked magazine - adventure travel journal. Stories of adventure and exploration. [online]. Available from: http://www.sidetracked.com/ [Accessed 8 March 2016]. Stay Wild. (2016). News. [online]. Available from: http://www.staywildmagazine. com/ [Accessed 8 March 2016]. Taylor, R. M. and Daunton, J. (2015). Another escape. [online]. Available from: http://anotherescape.com/ [Accessed 8 March 2016]. The North Face. (n.d.). The North Face. [online]. Available from: http://www.thenorthface.co.uk/ [Accessed 25 April 2016]. Thomas, L. (n.d.). Lawrence Thomas Instagram. [online]. Available from: http:// www.instagram.com/lmt_ [Accessed 21 April 2016]. Trust, N. (n.d.). National trust. [online]. Available from: https://www.nationaltrust.org.uk/ [Accessed 21 April 2016]. Watson, S. (2013). Stack independent magazine subscription service - read more, pay less. [online]. Available from: http://www.stackmagazines.com/ [Accessed 12 March 2016].
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