Final Major Project by Anna Batt

ANNA . H . BATT University of Leeds . 200966350 University email: sd15ahb@leeds.ac.uk Personal email: annabatt8008@me.com 1

[VERB]

ENG

FRN

to return to a normal state of mind or strength after exertion

to refill

the brand the business the market the customer brand identity (y)our range marketing strategy 18 month timeline Carnaby St.

6 16 20 24 34 40 46 50 52

Recharge workshops 66 Recharge Revolution videos 82 #rechargerevolution 96 financial considerations 110 conclusions 112 appendices 116 reference lists 148 join the revolution. 153

appendix 1 all imagery is the studentâ&#x20AC;&#x2122;s own unless referenced

improve sustainability awareness and the need for refillable purchasing

alter ethical stereotypes and provide accessible ethical beauty products

between

waste

achieve coexistence affordable prices and high-quality product

operate on a policy and reduce consumersâ&#x20AC;&#x2122; plastic

zero waste

unite city communities and develop a self-sufficient production model 6

who are we?

Recharge is a sustainable beauty brand

We offer natural and community-manufactured hair and skincare products

In refillable form!

deliver mission.

refillable

and

sustainable hair and skincare solutions at a sustainable price

environmental sustainability

social sustainability

the problem

our vision.

the problem at Recharge we are revolutionising the beauty industry, one pouch at a time. We believe that making sustainable lifestyle choices should be effortless, affordable and exciting. Gone are restrictions to natural beauty, recharge your mind, refill your bottles and join the Recharge Revolution.

It is forecasted that there will be a 40% rise in global plastic waste production over the next decade, with the beauty industry contributing up to 12bn tonnes of plastic to landfill by 2050 (Maxwell, 2019; Walker, 2019)

Whilst unemployment has fallen to 3.9%, communities are not self-sufficient or supportive of those in need (Clegg, 2019).

our story.

achieving a coexistence between environmental and societal sustainability through the provision of community-led ethical and affordable hair and skincare products in refill form the solution

Our natural product can initially be purchased in recycled PET bottles. These are then refilled using our compostable stand-up pouches. This reduces plastic waste from the continuous purchasing and discarding of plastic bottles.

the solution

We have city community centres across the UK, who each manufacture the natural and organic products using core ingredients native to each city. Not only does this create jobs and improve upon societal sustainability, but it also unites communities provides experiences for city dwellers seeking to escape the loneliness and overconsumption driven by city life.

our usp.

we are

you are

innovative

affordable

paraben-free

locally sourced

natural

vegan and cruelty-free

recycled and recyclable

seasonally tailored

community-led

refillable

personalisable

made by babes, for babes 15

education distribution to flagship store

marketing communications

market and consumer research

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

product sales natural product origin and composition research

community centre development

community manufacturing

repeat refills engagement

after-sales community customer care

customer reviews & word of mouth

appendix 2 16

In store incentive scheme whereby consumers are given a workshop voucher on purchase of their initial bottle, which if verified at their first workshop allows for one free refill, thus increasing refill sales and likelihood of workshop to community manufacturing scheme conversion.

The main factory manufactures the entire product line to meet demand using natural, organic and sustainably-sourced ingredients

Recharge’s centres across UK cities work together as communities to manufacture a small set of products using the core ingredient local to their city

City communities are united and young consumers become educated and aware of the need for a circular consumption habit

Product is packaged in recycled PET plastic bottles and compostable standup pouches

Recharge is a community-led, sustainable and natural beauty brand. Its USP is the refillable nature of the hair and skincare products, which are initially purchased in recycled PET bottles and can be refilled in compostable stand-up pouches. These are purchased at the brand’s flagship store on Carnaby Street or at the city community centres across the UK, who each manufacture the organic products using the core ingredient native to their city. Not only does this create jobs and improve upon societal sustainability, but the refillable nature of the products reduces plastic waste from the continuous purchasing of plastic bottles and improves upon environmental sustainability.

Sustainable consumption is increased through accessibility, affordability and quality of product, whilst plastic waste is reduced through the elimination of continuous cosmetic bottle wastage

Consumers purchase the product initially in plastic bottles, which can be easily identified by integrated packaging and QR codes, allowing consumers to repurchase and refill bottles

5 cities across the UK establish community manufacturing centres for the brand

A local ingredient is selected for each city based their agricultural location

All product is delivered to the Carnaby Street Flagship store for purchase (excluding product purchased by locals directly from the community centres)

Workshop events encourage young local women to join the Recharge Revolution and become a part of the experiential and sustainable community movement

Farmers are collaborated with and continuously supported to supply each manufacturing centre with their core ingredient

Manufacturing centres establish across the UK as the brand and its community manufacturing scheme grow

Young city dwellers are united to combat the loneliness of city life, reduce unemployment and contribute to societal and environmental sustainability

Local communities are employed by the brand’s scheme to manufacture their city’s core product(s) to be delivered to and sold in the flagship store

Incentive scheme whereby community members recieve a 10% discount after 100 hours of manufacturing work, 20% after 200 hours until they reach 500 hours, when they recieve shares in the brand Face Time meetings between city community manufacturing centres to be scheduled for the end of each month to discuss areas of success, difficulty and improvement 18

Modern-day consumers are becoming increasingly disenchanted with mindless consumption and aware of the environmental and social impacts of their waste cycle on a local and a global level (Joy et al, 2012). With macro trends presenting a shift towards Whole-System Thinking, consumers are looking towards more meaningful ma-

an afterthought to a priority (Houghton et al, 2019). This has driven the micro trend, Refined Refillables, in which the luxury beauty industry is reconsidering the aesthetic of refillables and upgrading the eco-friendly element of sustainable packaging (Walker, 2019). This demonstrates a market and consumer desire for sustainable beauty

terialism and societal advancement with purchase. Concurrently, the natural beauty industry has witnessed exponential growth at 8.8% a year, with the organic skincare sector forecasted to grow by 10% between 2016 and 2025 (Bailey, 2018; Yee, 2018). Brands are adapting and emerging to accommodate for this, with the evolution of waterless beauty and sustainable packaging shifting from

products. However, primary research has shown that gen Z consumersâ&#x20AC;&#x2122; values and attitudes do not consistently translate into sustainable purchasing due to accessibility and affordability of product being non-negotiable barriers to sustainable purchasing (Nicholls and Lee, 2006). It is these barriers that Recharge aims to address and break down in is revolutionising of the beauty industry.

â&#x20AC;&#x2DC;Beauty and personal care brands are upgrading the eco-friendly element of refillable packagingâ&#x20AC;&#x2122; (Walker, 2019)

appendix 3, 4 fig 1

macro

micro

Year on year, the natural beauty indus-

try has witnessed exponential growth at

(Bailey, 2018)

Between

2016

and

2025,

the

THE OPTIMISED SELF

REFINED REFILLABLES

PACKAGING CODE CREATE

WHOLE-SYSTEM THINKING

SUSTAINABLE SOAP

HONEST PRODUCTS

UNEASY AFFLUENCE

FERMENTED BEAUTY

INDIE BEAUTY

organ-

ic skincare sector is forecast to grow

at a compound annual growth rate of

(Yee, 2018)

Searches

for

unique

facial

skincare

brands grew by

between 2016 and 2017

(Bailey, 2018)

fig 2

BRANDING & PACKAGING FUTURES 22

SUSTAINABLE SPENDING

FRESH-BATCH BEAUTY 23

gen

ero

appendix 5

Gen Zero has formulated from a decade of consumer groups, such as the Waste Warriors and Beauty Backlashers, and is the new generation of young beauty consumers (Maxwell et al, 2017; Jordan and Smith, 2016). The female gen Z city dweller is fatigued by hyper-commercialism and has an acute awareness of wastage with consumption, with primary data showing that 96% believe a balanced coexistence between people and their environment to be important. She makes conscious lifestyle decisions that make her feel good about her contribution and position in society and is repelled by quick-fix sensationalism. Despite her generation making her a digitally native consumer who predominantly communicates on social media platforms, and 81% of whom are more influenced by digital than print campaigns, she values experiential in-store purchases and authentic brand narratives. Ethically driven, she seeks autonomy and transparency through beauty purchases that meet her desires for brand loyalty and reliability, whilst seeking community experiences to escape the loneliness and overconsumption driven by city life. She is optimistic that society can adopt systems that give back to both the environment and society. Product success is measured on its level of affordability and accessibility, and its ability to seamlessly combine this with sustainability and plastic waste reduction. 24

rank affordability highly

make purchasing decisions based on convenience of brand

are more likely to buy from a brand if theyâ&#x20AC;&#x2122;ve seen it advertised/featured on social media

believe purchasing from environmentally and societally responsible businesses is good

prefer to shop in-store as opposed to online

are more influenced by digital than print campaigns

demographic psychographic

behavioural occupation sustainable choices hobbies & interests

gen z aged 18-23

female

partake in meaningful activity and contemplation focus money towards experiential gain rather than savings community experiences and disregard for austerity fatigue ahistorical ethos financed by co-living and travelling to escape city dwelling cooperation and curation

buying behaviour transitioning away from consumerism culture slow fashion approach transitioning into beauty purchases interest in carbon footprint, waste and societal/environmental sustainability all seek one the one USP of sustainability not as price sensitive as contemporaries if USP is met seek convenience and accessibility with purchase will not compromise quality to support sustainable brands

insubordination against austerity fatigue – leaving competitive British office jobs for companies which have made cooperation and curation the forefront of their business plan and grant employees a life of culture and travel

Ethically sourced garments where price permits Washing and food products that don’t contain palm oil Some eating organic food – whilst they can buy less but more expensive garments they are still have a medium/low disposable income Walk/cycle/car-share to work or travel in campervans or work from home Intend to design eco-houses to live in when older and retire into co-living set ups

Focus of money towards experiential gain rather than future savings. Partaking in meaningful activity, travel and contemplation rather than ‘activities that are mere extensions of the goal-driven workplace’ Digitally native consumer with a strong social media presence and tendency to shop online rather than in-store Enhancement of cultural awareness through the reading of art, travel and fashion publications

customer segments the conscious customiser

the community creative

the uneasy affluent

Conscious consumption

Regime minimalist

High-minded

Skinthusiast

Independent

High brand loyalty

Knowledge-hungry

Local brands

Use of minimal & minimalist brands

Willing to try new brands

Local ingredients

Sceptical of marketing

Seek personalised purchases

Co-living

Rejecting prevailing narratives of the beauty industry

Engage with brands delivering personal meaning

Function & brand narrative over price

Uncompromising of princliples

Me-spoke beauty

Engage with brands delivering creativity and thoughtfulness

Relies on social media reviews & recommendations

iPhones for inspiration & community

Modest luxury

Online & offline beauty inspiration

High-quality

Eco-educator through digital & wordof-mouth

Niche sites catering for specific interests

Oblivious of mainstream advertising

Social experience of shopping

Follows bloggers & vloggers

Curated retail environments

High usage of social media Public & private social media accounts Trend-led Experimental with sustainable influencer-recommended products Price-sensitive Experiential brands

Personality over image 30

Whilst Gen Zero is the core target market, the brandsâ&#x20AC;&#x2122; potential consumer lies with Rurbanites and Ascetic Luxurians (Aubin and Wills, 2010; Maciejowska and Smith, 2015). These consumers of older demographics, aged 30 and 40 something, have a higher disposable income and willingness to try new products that reduce waste with purchase. They are urban dwellers who embrace localism in the globalised world. They shun brand fetishism and overconsumption and seek meaning and fulfilment with purchase. Beauty purchases are minimalist, pure and natural, and this potential consumer favours neighbourhood products and events.

(Aubin and WIlls, 2010)

primary logo

secondary logo

baskerville regular

futura bold

RECHARGE.

verbal brand always

never

accessible

unsustainable

affordable

generic

ethical

dull

natural

technical

inclusive

exclusive

innovative

expensive

contemporary

outdated

brand identity. appendix 6, 8

mood. minimal natural young clean

fig 3

00 37

type. primary

secondary

Futura Medium

Futura Bold Aa

Aa a

c l

d m

e n

c l u

e n

Aa b

c l

d m

e n

c l

d m

e n

f o

Zapfino

a b c d e f g h i j k l

m n o p q r s t u v w

x y z

Futura PT Light

d m

Futura PT Book a

tertiary/numeric

0 1 2 3 4 5 6 7 8 9 10

fig 4

z 39

get to know 3 every day essentials for every skin type Our product range consists of three sections and five subsections spanning across each of these. With five types of each skin, hair and body care product, Recharge both caters and cares for you and the environment. Unsure on your skin type? Visit the DIY before you buy station in our Carnaby Street store to find out! full of good stuff and free from parabens . PEGs . petrolatum . sulfates . GMOs . mineral oils . synthetic colours & pigment dyes

1. normal 2. dry 3. sensitive 4. combination

5. oily

face wash

shampoo

body wash

toner

conditioner

scrub

moisturiser

hair mask

lotion

4 5 appendix 7

the good stuff locally sourced and manfactured

organic, vegan friendly

natural product + refillable packaging = a match made in ethical heaven you do the math

refillable! Our packaging is equally as sustainable as our product, with our pledge to the environment ensuring that we reduce our carbon footprint and plastic waste through our perfect packaging. Our refill sachets are made from 100% compostable waste, our bottles recycled PET plastic and our boxes and bags recycled and recyclable paper. Buy your bottles once, bring them to store and weâ&#x20AC;&#x2122;ll refill them or take our sachets home and refill yourself (but take note of our productsâ&#x20AC;&#x2122; shelf life!). Refill using our in store machine to get 10% off your next refill - good for you, good for us, good for the environment.

5 5 5 5 5

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5 5555 5555 5555

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55 55 555555 5 5 55 5 5555 5

55 555 555 5 5

only tested on babes

DIY before you buy skin test

bottle

personalisation

and refill loyalty rewards

bespoke bottle or set (with bag for life) 55

5 5 5 5

refill sachet(s!)

informative product QR code USE BY

OCT 21

pouches labelled with a sell by date (based on the productâ&#x20AC;&#x2122;s 18-24 month lifespan) during manufacturing to advise consumers as to when to refill bottles by, in addition to guidance of bottle cleanliness and rewards for using the refill machine in store which ensures freshness of product and cleanliness of bottle

55 5 555555 555555 5 55 5 5

5 5 5 5

55555 555555 555555 55 5 5

55 55 55555 55555 55 5 5

55 55 5 55555555 55555555 55555555 5

first purchase 250ml . £15 each - face set 3 x 250ml . £40

face 5 5 5 5 5

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All of our bottles are labelled with QR codes for you to scan and bring up information about us, your product and how/where to refill efficiently and conveniently. Get to know all about your bespoke products, where they are made and how you can get involved to give something back to your community. We’re hoping that with your support we can revolutionise the beauty manu-

refill purchase 250ml . £10 each - face set 3 x 250ml . £25 5 5 5 5 5

facturing process, and install a quick refill service in these codes in the future.

https://sd15ahb.wixsite.com/recharge

55 55 5 5 5555555 5555555 5 55

55 5 555555 555555 5 5555

55 55 5 55555555 55555555 55 55

55 55555 55555 5555

first purchase 250ml . £12.5 each - body set 3 x 250ml . £35 500ml . £25 each - body set 3 x 250ml . £70

body

refill purchase 250ml . £7.5 each - body set 3 x 250ml . £20 500ml . £15 each - body set 3 x 250ml . £40

personalised abels

55 55555 55 5 5 5 5 5555555555555 5555555555555 55 5 5

hair

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

5 5 5 5

The workshops, and latterly the flagship store, offer a personalisation service giving you the chance to design monogram bottle labels with your own initials, meaning however much your friends love our product, your bottle is always yours!

5 5 5 5 5 5 5 5 5 5 5 5

first purchase 250ml . £12.5 each - body set 3 x 250ml . £35 500ml . £25 each - body set 3 x 250ml . £70 refill purchase 250ml . £7.5 each - body set 3 x 250ml . £20 500ml . £15 each - body set 3 x 250ml . £40

On purchasing your first skin, hair and/or body set you’ll be gifted a bag for life tailored to your specific product range. Bring this with you when your bottles have run out and our staff in store will refill the bag for you with the pouches from your range that you need. Not only does this reduce the unnecessary packaging of boxes and throwaway bags but this also speeds up your refill process. Good for you, good for us, good for the environment!

appendix 9

flagship store

#rechargerevolution

workshop events

video

flagship store

workshop events

video

#rechargerevolution 46

To achieve clarity, consistency and maximum impact, the marketing communications strategy follows an integrated approach to avoid mixed messages and support Recharge in becoming recognisable, repeated, reinforced, reiterated and recalled as a new brand (Easey, 2009; Masterson and Pickton, 2014). This IMC approach refers to the AIDA model to direct aspects of the promotional mix to ensure that the brandâ&#x20AC;&#x2122;s marketing objectives are achieved through the implementation of a combination of push and pull promotional mix strategies (Masterson and Pickton, 2014). Rechargeâ&#x20AC;&#x2122;s promotional tools have been carefully selected to align with both its start-up budget and its brand values to successfully attract the attention of the actual target market,

whilst generating a sense of desire amongst potential consumers. This budget aligns with the digitally native gen Z consumer, due to their high usage of digital and social platforms to communicate and receive information, which is the most cost-effective form of promotion for the brand. These platforms are therefore heavily relied upon for the dissemination of the #rechargerevolution campaign and the viral video, both of which are propagated on channels proven by primary research to be favourable to gen Z consumers. These hook in the target customer and allow for the brandâ&#x20AC;&#x2122;s narrative, USP, unique product offering and community manufacturing scheme to be portrayed, ensuring brand differentiation in a crowded beauty marketplace. 47

AWARENESS

DESIRE Enhance brand engagement and positive brand associations through multi marketing channels

Work to reach optimum awareness over the three months prior to brand launch and develop target customer relations and engagement

workshop events

community manufacturing

organic social media marketing

launch event

digital advertising (banner)

direct marketing

press coverage

flagship store

AR merchandise

influencer marketing

manufacturing press event

paid social media marketing

sales promotion

#rechargerevolution

Establish the brand and generate brand recognition and recall amongst Gen Zero through communication of the brand identity and mission

video

INTEREST

Enhance brand interaction to convert consumer desire into intention to purchase and/or join the community manufacturing scheme

ACTION

STRATEGY

Planning/Market Research/Product Research

SMART OBJECTIVE

Pre-launch business development: begin the brand and product development process and solidify its positioning within the beauty marketplace

HOLIDAYS WEEKS BRAND/CUSTOMER REFLECTION PRODUCT DEVELOPMENT

QR CODE

COMMUNITY MANUFACTURING

FLAGSHIP STORE

WEEK 1

WEEK 2

WEEK 3

WEEK 4

Consolidate and test the Cross analysis of brand and Customer profiling and iden- Focus group consolidation of brand identity and image target customer tification of actual and both brand and in house and in local commuvalues, images, offerings and potential consumer groups customer value alignment nities needs In-depth market research into current and past micro and macro trends

Competitor research SWOT analysis

and Investigate competing product natural sourcing ingredients and strategies

Research and evaluate possible avenues of digital marketing. Trials run via Instagram to gauge initial impressions

Initial research into a geographical spread of UK cities and communities

Identify ingredients local to a range of cities across the UK

Scope out of flagship store Assess floor plans and vital measurements in conjunction with Selection of flagship store on locations in central potential building plans Carnaby Street London

WORKSHOP EVENTS

VIDEO

AR CODE

Research and evaluate possible avenues of digital marketing. Trials run via Instagram to gauge initial impressions

GEOTAG COMPETITION INFLUENCER MARKETING

Appoint social media team

INSTAGRAM PAID

Appoint social media team

FACEBOOK ORGANIC

Appoint social media team

FACEBOOK PAID

Appoint social media team

Set up Instagram account, Follow key influencers and early adaptors that can be used adding the slogan, logo in future marketing strategies and link to brand narrative

Create Facebook page, addFollow key influencers and early adaptors that can be used ing the slogan, logo in future marketing strategies and link to brand narrative

BANNER ADS

PRESS EVENT

PRESS COVERAGE DIRECT MARKETING SALES PROMOTION 50

Research and begin initial communication with relevant global and niche press to the gen Z consumer for future press events, releases and coverage

november 2019

INSTAGRAM ORGANIC

Carnaby St.

appendix 10

‘efficiency when it comes to shopping’ (Walker et al, 2017)

Despite the gen Z consumer being digitally native and communicating heavily over social media platforms, primary research shows that

63%

prefer to shop in-store as opposed to online. This, therefore, shows a consumer desire for bricks and mortar brands and aligns with Gen Zero’s desire for experiences and authenticity with purchase, making a store appropriate for the brand values and consumer desires. The flagship store is the central refill location for the brand’s existing and potential customers, receiving deliveries of community-manufactured products from cities across the UK, which have a lifetime of 18-24 months so can be stored to suit community employment levels. Alongside the minimalistic and modern visual merchandising the store features a recharge bar and a DIY before you buy station which adds to the experiential aspect sought out by the gen Z consumer. This also adds an educational aspect as the need for natural and sustainable purchasing, whilst encouraging consumers to get involved with the community production scheme. These interactive hotspots are located at intervals across the store, as the consumer is guided around by the numbers, each depicting the different product type, to increase ease and speed of refill purchase for repeat customers. 52

Carnaby St London W1F 9PS 53

the customer bjective

Encompass and relay the brand narrative, mission and identity in order to raise awareness, facilitate B2C communication and relationships, converting the target market into loyal refill customers.

pecific Increase gen Z awareness of the need for sustainable purchase and reduction in plastic waste through the product range offering, generating brand profit and community welfare and sustainability.

chievable Through community employment initiatives, viral video and interactive AR and QR codes to draw in the target market and convert desire to purchasing action.

The flagship store targets the Gen Zero consumer seeking experience and authenticity with purchase. This consumer values brand transparency and favours products that she can see being made, identify the ingredients and origin, and try herself. Interactivity and personalisation add to her bricks and mortar experience and builds the B2C relationship and loyalty she seeks from a beauty brand, with these elements also providing her with Instagram content.

easurable The place of purchase aims to sell 800 refill units in the first six months of brand launch through increased desire and awareness generated from the selected promotional strategies.

convenience

ealistic Social media and YouTube will ensure that the target audience is reached on a daily basis to encourage initial and refill purchase, which will be facilitated through the availability of local product to buy from community manufacturing centres in addition to the flagship store.

affordability brand loyalty

ime-bound 6-monthly review from the brandâ&#x20AC;&#x2122;s launch event.

interactivity bespoke experiences

trategy

Create hype around the new brand whilst being informative of its environmentally and societally sustainable unique selling point. Simultaneously, the flagship store makes the product range desirable and accessible by highlighting the main product attributes.

authenticity

nterest ction A constant touch point, the flagship store aims to be an accessible, experiential and desirable point of purchase to encourage lifestyle changes amongst gen Z consumers.

transparency inclusivity

actics Minimalist design and visual merchandising. High quality, accessible and affordable. Fun, young and relatable imagery. Sales promotion (Desire). Interactive AR codes and informative QR codes (Awareness). 54

hannels

minimalism

Bricks and mortar store, direct marketing, sales promotion

The flagship store is the central refill location for existing and potential customers, receiving deliveries of community-manufactured products from UK cities. The location of the venue is off Carnaby Street, an area of central London renowned for promoting creativity, youth and progression. Minimalistic and modern visual merchandising draw in the young target customer, with educational and interactive hotspots ameliorating the brand narrative and shopping experience. The reflower feature wall

charge bar is designed in collaboration with architect Jeremy Barbour who has designed the iconic retail spaces of competitor brands such as Aesop and Glossier.

neutral and natural palette reflecting the branding and identity

MUSIC RetailRadio by PlaylistGiants 329 songs

SIGNAGE

secluded entrance & gravel pathway

signage to store on Carnaby St. to guide existing and draw in potential consumers green O2 wall

recharge bar

DISPLAY

interactive AR mirror

FORMATIONS straight-line shelf formations pyramid window & hotspot formations

LIGHTING

REFILL MACHINE

fig 5

product number shelving/display tables 56

DIY before you buy station 57

fig 6 58

the launch event What Experiential, informative and interactive brand pre launch event at the flagship store on Carnaby Street on Friday 29th May.

Press coverage

SMART objectives A minimum of 30 initial direct marketing sign-ups, in addition to all attendees receiving social platform accessibility information. 150 unique content posts in addition to paid and sponsored posts over the week prior to and post-event.

fig 7

Why To spread awareness and interest in the brand story, mission and product offering, whilst creating a social buzz around the Recharge Revolution and reaching actual and potential target customers.

What/how Press release prior to the event to inform them about the brand and its launch event, which will encourage the generation of unpaid coverage. This will complement the paid brand features in The Sunday Times Style and Time Out, in addition to paid event coverage. SMART objectives 3 paid brand features prior to the event, 3 paid articles for the launch party and a further 6 earned media coverage through promotional strategies and the success of the event. Why Create industry awareness and hype of the new brand and the Recharge Revolution, which will be diseminated across print and online platforms by press to reach the target customer.

Measurement Tracking the ticket sales, the conversion rate from attendance to direct marketing or workshop sign up, and the number of pre-order sales. Recording and analysis of impressions and engagement with the brandâ&#x20AC;&#x2122;s social platforms post-event and tracking the number of user-generated content from attendees through relevant geotags, hashtags, and brand tags. Unpaid press coverage pre and post-event.

Measurement Weekly and monthly coverage reports starting in April with the paid brand features and continuing through and post-launch event, including paid and earned press coverage. fig 8

fig 9

Direct marketing

What/how Targeted invite and launch promotion emails prior to the event, with follow up emails post-event encouraging direct marketing sign up and product/workshop/community scheme consideration. SMART objectives A minimum of 30 initial direct marketing sign-ups, with a further 20 attendees signing up to the mailing list with the information provided at the event. Why Generate a targeted and niche contact base for the brand to convert from the awareness stage to consideration and action following the brandâ&#x20AC;&#x2122;s launch. Measurement The number of potential consumers added to the brandâ&#x20AC;&#x2122;s mailing list on ticket sale, measured by the success of the opt-in to brand info emails section of the RSVP, and following the event, tracked by the content team.

Store traffic In order to measure how successful the store is as the brand’s point of sale, store traffic will be recorded and analysed on a quarterly basis to understand and respond to the type of target and potential customer entering the store, the proportion of these that purchase and refill, and the seasonal variance within this. A large amount of store traffic will suggest that the store is effectively drawing in the target customer, however, these analytics will be used in conjunction with that of refill purchase sales to ensure that the VM and sales promotions are effectively converting interest into purchase action.

Refill purchase The most important and easiest measure of store effectiveness will be that of refill purchase. Customers’ purchasing of the refill pouches demonstrates their brand loyalty, awareness of the brand vision and desire for the product itself. Refill pouch sales will therefore be measured and reviewed and monthly and quarterly intervals over a long time period, with high sales indicating store layout and VM success in converting consumer interest into desire and action.

costs product development area

expense

cost (£)

design

research and development packaging design patents/trademarks focus groups prototypes QR coding

production

product development (formula, testing, packaging) factory manufacturing community manufacturing

2,000 1,500 2,000 500 1,000 750 10,000 30,000 included in community scheme

total. £47,750 Brand engagement and conversion Consumers’ engagement with the brand narrative and vision on entering the store will indicate the success of the store in conveying the brand’s authenticity and transparency sought by the target customer. It is predicted that the higher the level of consumer engagement, the greater the response rate will be to signing up to direct marketing email, which in turn will drive refill sales. Engagement will also be measured by consumer uptake of in-store sales promotion tactics, all of which will be measured through sales and profits over a long time period. For an accurate and detailed representation of consumer feedback, consumer satisfaction surveys will be located on iPads at intervals around the store, in addition to their dissemination via direct marketing to the target customer.

sign up for our mailing list to hear more about store promotions and opportunities that are as great for you environment and community as they are for you!

flagship store area

expense

venue

rent (per annum) store overheads (power, rates, taxes, music licence, upkeep)

50,000 20,000

visual merchandising

store furniture greenery (including storefront wall) displays and point of sale Recharge Bar (initial stock and staff) DIY before you buy (initial stock and staff)

5,500 550 3,500 10,000 4,500

machines

refill machine personalisation printer

stock

initial product stock promotional AR merchandise product set reusable refill bags

staffing

staff costs (6 staff pa based on London national living wage, £10.55, 35 hours a week with 20% NI/pension) staff training (store, visual merchandising and refill machines) store security (cameras, store security contract)

@recharge_beauty

launch party fig 10

expectations It is expected that the place of purchase will sell 800 refill units within the first six months of brand launch through increased desire and awareness generated from the selected promotional strategies. Through brand transparency 62

and authenticity conveyed in-store, consumer loyalty will be created and will drive a direct marketing subscriber rate of 20 per day in store post-purchase, which will encourage future sales and enrollment in event workshops and the community manufacturing scheme.

cost (£)

single function PR agency merchandise gifting Recharge Bar stock staffing and security PR materials Sunday Times Style paid coverage Time Out paid brand and event coverage

3,750 1,250 10,000 2,000 2,000 115,206 15,000 15,000 8,000 5,000 2,500 4,500 600 220 4450

total. £283,526 63

timeline flagship store

2019

2020

social media

direct marketing

november

Scope out of flagship store locations in central London Assess floor plans and vital measurements in conjunction with potential building plans Selection of flagship store on Carnaby Street Research and begin initial communication with relevant global and niche press to the gen Z consumer for future press events, releases and coverage

december

Research into key visual merchandising trends Create initial floor plans and mock ups which are presented to the in-house and focus group teams for feedback Changes made accordingly to floor plans Create relationships with key press to leverage during product launch

january

Raise POs and hire an architect to create the technical drawings Technical drawings approved and formalised Visual merchandising considered and planned in conjunction with interior designers and store developers Analyse key press coverage of competitors and ensure relationships have been built with the editors and publications

february

Consider and strategically plan the store’s sustainability with regards to energy usage and waste Visual merchandising plans approved and finalised Store designing and visual merchandising takes place Specifically contact beauty and sustainability press regarding the brand’s launch Inform previously contacted key press of the brand launch and events/community projects associated

march

april

may

june

press

Track social media engagement after the event through hashtags, geotags and brand tags Track and analyse initial customer feedback and social media engagement post-product delivery and post-event Event attendee with the most posts and tags from the event announced and sent a set of personalised bottles Analyse the success of the takeover and receive influencer and customer feedback

july

Visual merchandising changed on a monthly basis to generate a sense of newness and desire for product and encouraging refill purchases Installation of refill machine in store, training of staff on refill machine Promotional posts about the flagship store’s refill machine, encouraging the brand’s social media following the become loyal customers and refill and to visit the store, making additional purchases

august

In store community manufacturing scheme incentive initiated: workshop voucher given with initial bottle purchases, which if verified at consumers’ first workshop allows for a free one-off refill Continuous tracking of sales and community manufacturing memberships in direct relation to the free refill scheme Promotional posts about the flagship store’s new community manufacturing scheme incentive

september

Visual merchandising changed on a monthly basis to generate a sense of newness and desire for product and encouraging refill purchases Personalisation printer installed in the DIY before you buy bar Training of staff on personalisation service Promotional material for in-store bottle personalisation service distributed in store and across social channels Paid budget to be allocated to targetted advertisements promoting the personalisation service

october

Visual merchandising changed on a monthly basis to generate a sense of newness and desire for product and encouraging refill purchases

november

Visual merchandising changed on a monthly basis to generate a sense of newness and desire for product and encouraging refill purchases Review the store layout and assess whether consumers’ path to purchase is as interactive, efficient and appealing as initially intended Make ammendments to store layout and visual merchandising following interim review without altering the layout of numbers’ too much to deter regular refill customers

december

Curation of Christmas displays and product set/personalised bottles to maximise seasonal sales

january

Christmas display take down Begin generating visuals and plans for the Galentines day store visual merchandising Galentines VM sign off Begin VM changeover

february

Galentines VM in place Create Recharge Bar drinks and snacks with a romance and friendly theme Galentines store theme Galentines VM take down and changeover to post-review layout

march

Post-review layout and VM

april

10% of monthly sales donated to St Mungo’s charity to boost the brand’s societal sustainability and raise consumer awareness of their own community

Store designing and visual merchandising takes place Design and print launch event invites featuring a QR code for invitees to scan for RSVP and link to social platforms Research and contact appropriate press and media to invite to the brand launch event Organise paid coverage of the launch event with key press Provide selected paid coverage press with press releases, imagery and links to the social campaign to create a hype around the brand’s upcoming launch

Review and make considered ammendments to the store’s visual merchandising, customer route around the store, ease of repeat purchases and interactive hotspots in preparation for brand launch Finalise the guest list and confirm capacity and numbers Hire volunteers and community scheme members to work on the launch and brief them on their roles Order in sufficient store stock, Recharge Bar ingredients and cocktail spirits and makers Brand feature in the Sunday Times Style and Time Out prior to the brand’s launch event to spread awareness and interest in the brand story, mission and product offering

Production and quality checks on the visual merchandising and display for launch event Product, gifting and bar stock delivered to store and installed AR codes situated in interactive hotspots across the store to engage with consumers on launch Production and quality checks on the visual merchandising and display for launch event Regular posting prior to launch event and boosting of sponsored posts prior to the launch event to generate as much hype about the new brand as possible prior to the launch Send promotional email for the brand’s launch event to all subscribers to generate a sense of excitement and brand awareness Influencer with the highest engagement rate from gifting selected to do the brand’s Instagram story takeover at the launch event - Demi Colleen Final checks and alterations: Launch event - Friday 29th May 7pm GMT Paid and organic coverage of the launch event is tracked, clipped and reported to identify the level of success and reach

Visual merchandising changed on a monthly basis to generate a sense of newness and desire for product and encouraging refill purchases Planning for refill machine in store to make refill purchases more convenient and encourage use of product within its sell by date/ensure bottles are sufficiently cleaned Source a compact, safe and easy to use bottle refill machine Deliver event pre-sale orders and personalised bottles to customers

2021

conclusion

The store should instigate a wide and loyal following of both the actual and potential target market, due to their equal desire for experiential purchases. With in-store interactive and educational hotspots, the brand should become a recognised pioneer for change within the beauty industry. 65

RECHARGE workshops

appendix 11

The workshop events take place on

community manufacturing centres

to make

product! 66

bjective

Offer experience with purchase, create strong consumer relations and contribute to the development of local communities in order to improve upon societal and environmental sustainability. Encourage the new generation of beauty consumers to be aware of the impacts of their purchasing behaviour and give back to their planet.

pecific Encourage the new generation of beauty consumers to be aware of the societal and environmental impact of their purchasing behaviour and give back to their planet by becoming educated and involved with their consumption habits.

chievable Through the viral video and YouTube series, disseminated across social platforms and interactive AR codes, which will raise awareness and encourage Gen Zero to participate in workshops and subsequently in the scheme itself.

easurable The workshop events aim to draw in on average 20 participants per city per monthly workshop in the first three months. Every month here on out through word-of-mouth and social media propagation this is predicted to rise by 5 people every month within the first 18 months.

ealistic Social media, YouTube and direct marketing will ensure that the target audience is reached on a daily basis to exert desire to join the revolution, with attention focussing on the bespoke benefits of attending which appeal to the Gen Zero consumer.

ime-bound Monthly reviews of participants, with a formal quarterly review from the brandâ&#x20AC;&#x2122;s launch event. fig 12

trategy

Appeal to the target customer’s bespoke, transparency and authenticity desires whilst subconsciously exerting a desire to become more than just a consumer of the brand’s product.

wareness interest onversion The workshop events heighten consumer awareness of their potential role in improving upon societal and environmental sustainability and exert a level of interest not only in the products but also in the community manufacturing scheme.

actics Community and inclusive approach, social media opportunities, transparency with manufacturing, local sourcing and manufacturing, sustainable issues and areas of interest, workshop rewards, small but strong initial community of consumers, brand personality through visual communication

hannels Bricks and mortar store, direct marketing, social media, YouTube, press events and coverage

Gen Z consumers value in-person experiences and don’t

community employment scheme in each city, uniting communities,

view stores as the final stop in the sales process, rather value

providing income and societal sustainability, and driving an ap-

brands’ use of spaces to entertain consumers and earn their

preciation of local and natural product. The workshops, therefore,

loyalty (Newstex, 2018). The workshop events, therefore, meet this

give an insight into this scheme and aim to encourage enrolment,

desire and encourage existing consumers to join the communi-

in order to concurrently improve upon individuals’ and the brand’s

ty manufacturing scheme, and potential consumers to build

environmental and societal sustainability. These workshop events

brand loyalty and start refilling with Recharge. Incentives to take

drive the Instagram geotag competition and create a hype

part in the workshops are created through social media organic

around the brand, its products and the community programmes. The

and paid posts, in addition to the competitions between host cities,

event space is the open plan main manufacturing area of each of

which emphasise consumers’ opportunity to take product samples

the five city community centres, which host the workshops on the

and make personalised labels, appealing to the price-sensi-

last Saturday of each month. This space is suitable for a workshop

tive Gen Zero consumer. Workshops focus on the manufacturing of

of up to 50 consumers per city, with natural light, greenery and

the host city’s core product, which is deciphered by its local in-

space for movement. The venues in each city effectively convey the

gredient, sourced from local farms and suppliers. It is this prod-

brand identity by being situated in young, up-and-coming areas

uct or few products that are manufactured on a daily basis by the

that attract new similarly progressive brands.

the customer

The workshop events target both the actual and potential target market, who share a common desire for community involvement, experiences and transparency of products and brands. These consumers seek brand experiences that go beyond the point of sale and are more loyal towards those that are transparent with their product and encourage consumer autonomy with purchase.

interactivity

LONDON BEESWAX

community beekeeping

community co-living

experience EDINBURGH

personalisation

OATS

BRISTOL SAGE

hamlynâ&#x20AC;&#x2122;s of scotland

jekkaâ&#x20AC;&#x2122;s herb farm

MANCHESTER

LEEDS

GERANIUM

LAVENDER

transparency

autonomy sustainability brand loyalty

delamere flower farm

yorkshire lavender

fig 11 72

RECHARGE SAT, 31 OCTOBER AT 11 - 5 PM

RECHARGE. workshop with @thingsthatgrowblog Recharge, Carnaby St, London

Sales end on 26 October at 19:00

#rechargerevolution LEEDS @leedscornexchange

Carnaby Street

11:00 - 11:45am Arrival: Recharge bar drink and sample of your local product 11:45 - 12:00pm Introduction to the day from community leaders 12:00 - 1:00pm Product preparation Preparation of key ingredients for production 1:00 - 1:30pm Lunch: local food stalls/networking

fig 13

What/how QR code on the attendee’s workshop event lanyard to link to the Facebook event for the next month’s workshop event in that particular city, featuring event information and ticket link. SMART objectives 50% scan through and sign up rate from workshop attendees for the following month’s event. Why Convenient for the consumer and cost-effective for the brand, the QR code aligns with the target customer’s desire for accessibility and coexistence between the digital and real world through the connection of digital and traditional mar-

1:30 - 3:00pm Product manufacturing workshop 3:00 - 3:30pm Talk: The waste cycle 3:30 - 5:00pm Product pouch packaging and bottle design 5:00pm Organic cocktail masterclass/networking

keting. The code offers early access to the event and tickets, boosting sales and creating an element of exclusivity and therefore desire to regularly attend. Measurement Facebook analytics to track the performance of each QR code in relation to its attendee engagement and interaction, and subsequent view-through and signup rate in each event location. 74

Banner ads

fig 14

What/how Digital advertising of the brand’s workshop events to efficiently inform and subconsciously evoke consideration through brand recall amongst the target customer.

Press workshop events

‘it’s closer than you think’ 16th September 2020, 11am GMT members of the press from each city are taken for a tour of their local commu-

SMART objectives 50 banner clicks per day with a 30% email subscription rate and a further 15% workshop sign up rate per platform during the period in which tickets are live. This will rise as consumer awareness and consideration for the brand and its community employment scheme spreads, the rate of which will demonstrate the strategy’s effectiveness.

nity manufacturing centre, in addition to the city’s local farm supplier to generate a stronger brand narrative and encourage a spread of the scheme’s awareness as well as the brand itself through subsequent coverage

‘tis the season to be sustainable’ 11th December 2020, 6pm GMT seasonal event exclusively inviting members of the press to their local community manufacturing centre to take part in a bespoke DIY workshop, including personalised bottle design and organic cocktail making

‘scents & serums’ 12th March 2021, 6pm GMT DIY and BUY event with the unique selling point of its offering of scents and serums for press to add and personalise their Recharge beauty products with, promoting social media posting and earned coverage due to its unique and bespoke nature

Why Spread a broad awareness of the events and their greater purpose across Gen Zero and potential gen Z consumers, utilising their most heavily used websites as promotional platforms. Draw consumers in by aligning the brand identity and offering with those ranked highly in the purchasing decisions of Gen Zero. Measurement Continuous Google Analytics tracking of the banners’ individual and collated views, impressions and unique users, and their subsequent view-through rate and event signups during the banners’ live periods.

fig 15

Instagram/Facebook What/how

342 likes

Owned Instagram and Facebook content, posting organic imagery and videos about the workshop events; ticket information, workshop themes, backstage imagery and talks on a weekly basis and high intensity either side of the events to drive awareness and consideration amongst followers. SMART objectives Achieve a 10% increase in followers on Instagram and Facebook respectively each month as a direct result of workshop-related posts, driving the brand’s levels of engagement and impressions on social channels. Why Combine owned social media platforms to reinforce awareness of both the brand’s products and its workshop events. Instagram, according to primary research, is 78% of gen Z’s most frequently used app, with Facebook having the second highest user rate, making these appropriate platforms for owned endorsement of the workshops. Measurement Traackr and Facebook analytics to present data relating to each post’s impressions and engagement, notably in terms of time and following.

SMART objectives One piece of earned coverage per city workshop per month, in addition to a minimum of 20 pieces of press attendee social media coverage per workshop.

Measurement Social media and PR team tracking and reporting of print and digital coverage, with the long term use of Traackr to monitor ongoing workshop social media engagement.

measured during the time that tickets are live. To analyse and increase the effectiveness of the campaign in achieving ticket sales over time, views, view-through rate and clicks will be recorded to identify the point between awareness, consideration and desire that consumers gain or lose interest, and why. Over a longer time period, sales will be reviewed at six-month intervals to make changes to promotional strategies adopted to gain consumer awareness and interest.

Impressions and engagement The success of the workshop events will be indicated through attendees’ and followers’ engagement with the brand’s organic Instagram marketing, paid posts and influencers’ posts. Due to the integrated nature of the marketing strategy, the Instagram competition linked to the workshop events will also provide statistical evidence of the proportion of attendees engaging with the brand and spreading awareness through liking and commenting on the brand’s posts and geotagging the event locations. If the events receive more attendees through brand and attendee social media sharing, the campaign will be deemed effective. Traackr will be used to measure the number of unique users, and sign-ups, so that the extent of favourability lift between the two can be analysed. Traackr will also demonstrate the impressions from the brand’s organic promotion of the workshop events, as higher awareness results in higher signup and rate of sales.

Data capture On signing up for the workshop events, consumers provide an email address, with which they opt in and out of the bi-weekly generic brand emails and the workshop-specific ticket emails. This data capture allows for the brand not only to re-target consumers with emails regarding the workshop events that they have shown interest in but also in the product itself. Success will be measured on the value of leads, with re-targeted emails aiming to result in a higher percentage of consumers who reattend the workshop, show interest in the community manufacturing scheme and being refilling with Recharge. Similarly, data will be captured using Facebook analytics from the QR codes, the measure of success of which will be depicted by the conversion and re-attending percentage, which in turn will refine the target customer and result in a higher campaign success rate over a longer time period.

expectations It is expected that the workshop will draw in on average 20 participants per city per monthly workshop in the first three months. Every month here on out through wordof-mouth and social media propagation this is predicted to rise by 5 people every month within the first 18 months. Through targeted and integrated promotional tactics relating to the events, the brand anticipates that 10% of consumers who attend a workshop will show interest and have the potential to be converted to the community manufacturing scheme. The bespoke and DIY and try nature of the workshop will ensure that 50% of all attendees will join the Recharge Revolution and become loyal refill customers (Trivedi, 2017). 78

costs

Ticket sales Workshop event ticket sales will be tracked and recorded on a monthly basis in order to analyse the relationship between predicted and actual attendees. This will give an indication of consumer uptake and return to the events, and thus their success, with 20 new participants per workshop per city in the first three months indicating an effective campaign strategy and execution. This will be monitored through online analytics prior to and post event, with specific data regarding ticket sales and subscribers being

conclusion The workshop events should draw in both actual and potential consumers seeking community experiences, who will be encouraged not only to spread awareness of the brand narrative and scheme but also to join the scheme themselves and give back not only to their environment but their community.

community scheme area

expense (per city venue, 5 venues)

cost (£)

venue

rent of community manufacturing venues work stations refreshments

27,000 (av. 450 per month) 1,250 1,000

visual merchandising

branded floor sticker greenery

stock

product and manufacturing

staffing

scheme training employment (4 per venue working 21hrs per week) employment scheme benefits

50 200 product development 4,500 49,260 5,000

total. £88,260

workshop events area

expense (per city venue, 5 venues)

cost (£)

venue

rent of community manufacturing venues work stations refreshments

community scheme community scheme 130

stock

promotional product personalisation ingredients packaging

350 200 3,000 2,500

visual merchandising

merchandise lanyard design and printing displays and point of sale

1,300 70 2,500

staff

staff training staff costs guest speakers

promotion

social media team (organic posting and facebook event updating) banner ads press workshop events (supplies, direct marketing, influencer marketing)

community scheme community scheme voluntary 1,500 12,000 1,700

total. £25,250 79

timeline workshop events

2019

2020

november

social media

Begin workshop 3 review Send follow up emails and imagery to press following the event to maintain relations and push coverage Track and process event coverage Workshop 5 guest speaker e-tickets sent out Becca, ethical influencer from Things That Grow blog, confirmed for a talk and Q&A at workshop 5 Lanyards redesigned and printed Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Workshop 5 takes place (talk and Q&A from Becca)

november

Begin workshop 5 review Brand to influencer relationship nurtured Workshop 6 e-tickets sent out, ammended planning for workshop 6 Lanyards redesigned and printed Planning for Christmas DIY press event to give an insight into the products and highlight the brand’s transparency Order assets to the flagship store where the event will be hosted, in addition to DIY cocktail kits Design and print event invites featuring a QR code for invitees to scan for RSVP and link to social platforms Send out all press invites with an RSVP date to be the end of the month Review and sign off the evening’s itenary and sign contracts with paid press Recieve all RSVPs and confirm ingredient and refreshment supply quantities Review the press uptake and coverage of previous events and make plans for future events, attendees and paid coverage Organise paid coverage for the Christmas DIY event from Refinery29 and The Times Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Review and make ammendments to the click-through to sign up or purchase relationship between each type of email sent and the audience that they are sent to Workshop 6 takes place

december

Begin workshop 6 review Workshop 7 Christmas e-tickets sent out, ammended planning for workshop 7 to include Christmas bottle and gifting design (encouraging existing and potential consumers to attend and boosting seasonal sales) Lanyards redesigned and printed Send itinerary and press kit to press attendees Christmas DIY press event - Friday 11th December 6pm GMT Track and process event coverage from paid and organic sources Imagery from the DIY press event sent to subscribers to encourage them to sign up for the workshop events Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Workshop 7 takes place (Christmas)

january

Begin workshop 7 review and analyse product sales increase with seasonal theme Workshop 8 make and take e-tickets sent out, ammended planning for workshop 8 to include an option for attendees to make and take a pouch of their own local product (drawing in new members) Lanyards redesigned and printed Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Workshop 8 takes place (make and take)

february

Begin workshop 8 review and track refill purchases made from initial make and take workshop Workshop 9 e-tickets sent out, ammended planning for workshop 9 Lanyards redesigned and printed Planning for second DIY press event with the option to add personalised serums and scents Order assets to the flagship store where the event will be hosted, in addition to DIY cocktail kits Design and print event invites featuring a QR code for invitees to scan for RSVP and link to social platforms Send out all press invites with an RSVP date to be the end of the month Review and sign off the evening’s itenary and sign contracts with paid press Recieve all RSVPs and confirm ingredient and refreshment supply quantities Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Workshop 9 takes place Review the press uptake and coverage of previous events and make plans for future events, attendees and paid coverage: organise paid coverage for the Christmas DIY event from Refinery29 and The Times

march

Begin workshop 9 review and continue to track refill purchases made from initial make and take workshop Workshop 10 Mother’s Day e-tickets sent out, ammended planning for workshop 10 to include Mother’s Day bottle design (drawing in the older potential consumer and boosting subsequent refill sales) Lanyards redesigned and printed Send itinerary and press kit to press attendees Scents & Serums DIY press event - Friday 12th March 6pm GMT Track and process event coverage from paid and organic sources Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Workshop 10 takes place (Mother’s Day)

april

Begin workshop 10 review and track refill purchases made from mother’s day gifting bottles Workshop 11 charity e-tickets sent out, ammended planning for workshop 11 to focus solely on making product to donate to St Mungo’s homeless charity, thus boosting the societal sustainability of both consumer and brand Lanyards redesigned and printed St Mungo’s email detailing the monthly collaboration sent out at the beginning of the week commencing 12th April to boost workshop event attendees and donations Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Workshop (11) in partnership with St Mungo’s takes place

banner ads

Initial research into a geographical spread of UK cities and communities Identifiy ingredients local to a range of cities across the UK Research and begin initial communication with relevant global and niche press to the gen Z consumer for future press events, releases and coverage

december

Focus groups with shortlisted UK cities’ local residents and workers Cross analysis with primary and secondary research into cities, their communities and their local ingredients

january

Selection of UK cities in which to host community manufacturing schemes and workshop events Research into selected cities’ local ingredients Contact local farmers and suppliers to build working relationships and contracts to supply local ingredients Design and finalise banner ads to promote the workshop events, roll out across key news, shopping and sustainability websites for gen Z consumers

february

Source suitable buildings for community manufacturing centres to be located across London, Bristol, Manchester, Leeds and Edinburgh Sign contracts and lease of the five buildings outside of the London flagship store

march

Workshop programmes created between the brand and recruited community scheme members Visual merchandising, resources and ambience researched and planned for the events

april

Review and trials of workshops with a focus on programmes, guest speakers, personalisation and layout of workshop spaces Evaluation and review of the campaign on banner advertisements (in correlation to engagement and revenue)

may

Order workshop lanyards and confirm lanyard content and design Confirm e-ticket design and send pilot invites Printed lanyards to be delivered Workshop 1 tickets go live and e-ticket invites sent out to influencers and existing and potential customers and scheme members Continued data analysis and alteration of workshop digital banner ads where necessary

june

Finalise last details of the first workshop Review ticket sales and decide if a final push on sales is needed Post the ticket link and backstage imagery in preparation for the first workshop (monthly activity henceforth) Movement of all assets to the workshop area of each city venue and set up Post live stories and imagery on the main feed of the first workshop event, focussing on the areas most likely to encourage followers to sign up for the next event and/or scheme (monthly activity henceforth) Workshop 1 takes place

july

Begin workshop 1 review Workshop 2 e-tickets sent out, ammended planning for workshop 2 Lanyards redesigned and printed Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Workshop 2 takes place September’s manufacturing press event planning begins: members of the press from each city to be taken for a tour of the community manufacturing centre in addition to the city’s local farm supplier to generate a stronger brand narrative and encourage a spread of the scheme’s awareness as well as the brand itself Liase with local supplying farmers to create a detailed itinerary and draw up contracts and health and safety forms Design and print event invites featuring a QR code for invitees to scan for RSVP and link to social platforms Nurture press relations and organise lunches to discuss the brand’s upcoming event

august

Begin workshop 2 review Workshop 3 personalisation e-tickets sent out, ammended planning for workshop 3 to include the option for personalisation of bottle lids Lanyards redesigned and printed Review ticket sales and decide if a final push on sales is needed Movement of all assets to the workshop area of each city venue and set up Workshop 3 takes place (personalisation) Send out all press invites with an RSVP date to be the end of the month Review and sign off the day’s itenary with city manufacturing centres and local suppliers All contracts signed by the end of the week Collect RSVPs and send exact numbers to city hosts Organise paid coverage of the event with key UK and regional press Provide selected paid coverage press with press releases, imagery and links to the social campaign to drive interest in the event and the brand’s manufacturing scheme

september

press

october

Begin workshop 3 review Workshop 4 e-tickets sent out, ammended planning for workshop 4 Lanyards redesigned and printed Review ticket sales and decide if a final push on sales is needed Organise press transport and organise catering at each of the community manufacturing centres for pre and post supplier farm tours , send itinerary and press kit to press attendees Local manufacturing press event - Wednesday 16th September 11am GMT Paid coverage from UK and regional supplements and magazines to reach the target market in each of the host cities Movement of all assets to the workshop area of each city venue and set up Workshop 4 takes place

2021

Gen

watches videos per

day across

Recharge Revolution videos

social

media platforms appendix 12

(The Manifest, 2019)

the customer bjective

Generate consumer awareness and consideration of the brandâ&#x20AC;&#x2122;s community manufacturing scheme. Drive target customer insight and therefore a buzz around the subsequent workshop events and product refill business model itself, motivating and inspiring them to join the Recharge Revolution.

pecific Spread initial brand awareness and buzz. Encourage the target customer to attend the workshop events not only to drive sustainable purchasing and social media engagement but also to promote the community manufacturing scheme to a captive audience.

chievable Through the use of paid posts and AR merchandise to reach as broad an audience as possible, in addition to YouTube propagation to directly target the Gen Z consumer with high usage of the platform.

The brandâ&#x20AC;&#x2122;s videos are aimed at the digitally native target customer who has a high usage of both social media and YouTube platforms. She spends a minimum of 3 hours a day browsing social media, in addition to following vloggers and relying on YouTube as an educational as well as entertaining platform. Seeking convenience, she will only pay attention to short and captivating adverts and appeal to her inquisitive nature, with a greater affinity to following vloggers and brands herself.

easurable Through AR dissemination, the viral video aims to reach over 100,000 views within the first month of launch, with a 75% view-through rate, whilst the workshop event series, with an equal view-through rate to signup, will attract a minimum of 200 followers to the YouTube channel in the first three months.

entertainment

ealistic Social media and YouTube channels will ensure that the actual and potential consumers and Recharge Revolution members are reached on a daily basis to exert desire to start refilling with the brand and benefit from its experiential offerings.

education convenience

ime-bound Continuous YouTube analytics tracking, in conjunction with social media impression and engagement recording, with six-monthly reviews and re-distribution.

interactivity ethical guidance trategy

experience

Using a platform heavily accessed by the target consumer, the videos aim to raise and solidify brand awareness and subtly tap into consumer emotions and desires to encourage their contribution to local product manufacturing.

wareness onversion Following brand awareness created by the viral video, the video seriesâ&#x20AC;&#x2122; will be released simultaneously with tickets to directly lead consumers to event signup and subsequently community manufacturing scheme conversion.

Brand loyalty Digi-communication actics Repetition of key messages across all video platforms, short and memorable viral video complemented by informative and entertaining workshop video series in the vlog style followed by the target customer, which are shareable to reach as many potential consumers as possible. 84

hannels

Novelty

YouTube, paid and organic social media, direct marketing, Augmented Reality coding and merchandising

https://www.youtube.com/watch?v=3gaNY17nZPs

viral video

‘I’VE JOINED THE RECHARGE REVOLUTION’

‘WE’VE JOINED THE RECHARGE REVOLUTION’

‘HAVE YOU?’

motivational series fig 16

Direct marketing What Targeted series emails to workshop attendees, community employees and refillers who sign up to the mailing list, sending ticket information, event build-up and links to coverage and exclusive YouTube channel footage.

workshop series

SMART objectives A 60% view-through rate from each email sent promoting the video series, driving a 5% rise in YouTube following per event and 70% sign up to the following event as a direct result of direct marketing. Figures are predicted to rise as the mailing list for the workshop grows.

fig 17

Why Generate a targeted and niche contact base for the brand to convert from the awareness stage to consideration of the workshop events and community manufacturing scheme through the facilitation of digital B2C dialogue and relationship. Measurement Each video’s views and shares as a direct result of direct marketing impressions and click through, measured using YouTube analytics.

According to a recent survey, YouTube is gen Z’s most-visited website, with

of teens

using the platform due to its aligning with their desire for integration of online and offline worlds (Anderson, 2018). In addition, nearly

of Gen Z consumers prefer learning on You-

Tube to learning through apps and textbooks (The Manifest, 2019). Recharge’s video series, therefore, appeal to this consumer and their desire for visual education, through coverage, backstage access and exclusive content from the workshop events, which are published on the brand’s channel. The series attracts a loyal following with production, interviewing community employees and showing the production process and local ingredients involved in the making of Recharge’s products. Issues of sustainability are also discussed, in addition to DIY and affordable sustainability advice to educate the target customer who watches an average of

videos daily across five social media platforms (The Manifest, 2019). The monthly

release of the workshop event videos generate a sense of anticipation and cement a loyal following,

of whom watch videos with others to make them feel more connected

(Anderson, 2018). 88

AR Paid social In the month lead up to brand launch, a short and captivating viral video is released on YouTube to transmit the brand’s vision and purpose during the target customers limited digital attention span. Encouraging consumers to join the Recharge Revolution - refilling with the brand and joining the community manufacturing scheme - are the brand’s target customer herself, making the brand accessible and relatable for the customer, who values the ethical advice given by others in YouTube videos. Previews of this are disseminated across the brand’s social channels, in addition to paid posts to directly reach the actual consumer, the viral nature of which encourages and facilitates engagement and sharing. Augmented reality codes are installed in the brand’s logo on Recharge Bar coasters and additionally on mirror merchandise to be handed out across a university campus in each of the 5 workshop cities to broaden the geographical spread of refill and workshop customers. This is followed 9 months later by redistribution on reusable coffee cups. When scanned, these bring up a pop-up screen showing the viral video on the consumers’ phone, appealing to the digital and experiential desires of the target customer.

What/how Paid Instagram and Facebook sponsored posts to reach the target demographic, and potential consumers with elements such as interests, search history, following that are consistent with the actual target market. SMART objectives Increase Instagram and YouTube followers respectively by 15% per month and Facebook by 5% per month due to engagement with the paid viral video promotion, which subsequently drives brand consideration and desire. Simultaneously kick-start the brand’s initial product sales and workshop singups due to the interest exerted by the paid posts and the short video. Why Combine paid social media platforms to reinforce awareness and consideration of both brand’s refill products and its community manufacturing scheme amongst the target market and reach a broad spread of potential consumers as a result of the video’s short and viral nature. Measurement YouTube analytics, Traackr and Facebook analytics to record data relating to social media impressions and engagement, and subsequent viral video views, reach and click through to brand, workshop and community manufacturing scheme information.

What/how Augmented reality codes are installed in the brand’s logo on Recharge Bar coasters and additionally on mirror merchandise to be handed out across a university campus in each of the 5 workshop cities, followed 9 months later by redistribution on reusable coffee cups. When scanned, these bring up a pop-up screen showing the viral video on the consumers’ phone.

Why Appeal to the target customers’ desire for a seamless transition between the digital and real world by offering branded merchandise to a broad target market of specific demographic and geographics and psychographics that is reusable and a necessity for the target customer, which reminds consumers of

SMART objectives Increase Instagram and YouTube followers respectively by 15% per month and Facebook by 5% per month due to engagement with the paid viral video promotion, which subsequently drives brand consideration and desire. Simultaneously kick-start the brand’s initial product sales and workshop singups due to the interest exerted by the paid posts and the short video.

Measurement YouTube analytics to record data relating to video views, reach and click through to brand, workshop and community manufacturing scheme information. In app analytics to record download conversion rates and app behaviour and impressions.

the brand in their subconscious mind.

If a cat playing the piano can go viral then so can this, and we think you’ll be more impressed by the #rechargerevolution

organic instagram

organic facebook

fig 18

costs

Brand exposure Brand exposure, hype and subsequent awareness is vital pre-launch, thus exposure from the viral video will ensure the marketing campaign is effective in initiating brand awareness. The extent of this will be measured by initial consumer interaction and engagement with the brand on social and YouTube channels, with the number of likes, comments, shares and hashtags of the #rechargerevolution campaign being

viral video

recorded by YouTube analytics and Traackr. Following brand launch, the video series will maintain brand exposure and will be measured using the same parameters by YouTube analytics, with tracking focussing on the click-through to sign up rate of followers and potential customers that the videos have reached.

Impressions and engagement Visible engagement with each video and the brand’s YouTube channel will be tracked using YouTube analytics, with the total views from owned endorsement and the AR merchandise being tracked respectively and as a whole. AR click-through and engagement rate will also be measured by in-app analytics, which will show viewers’ subsequent engagement with the YouTube channel. Similarly, click-through from direct marketing will be tracked and supported by subscriber surveys. Success will be measured not only by the number of views but also comments, likes and subsequent channel follows. A higher level of engagement with both YouTube and social media posts will indicate a more successful campaign, due to the wider audience reached and interested in the new brand, its product and its experiential offering. Traackr will be used to measure the number of unique users, views, and sign-ups, so that the extent of favourability lift between the two can be analysed.

area

expense (per city venue, 5 venues)

venue

flagship store DIY bar

production

videographer (full day, equipment included) models (x 3 student fee) model travel

800 240 30

editing

editer/producer

250

AR app

app development app build app data

3,500 2,000 4,500

AR merchandise

in-store markers mirrors reusable coffee cups

1,750 2,000 4,000

YouTube paid Instagram paid Facebook

brand’s channel sponsored posts (2 per month) sponsored posts (2 per month)

Demand The viral video and video series aim to encourage initial product sale (for refill purchase to subsequently be promoted) and drive ticket sales. Demand for these will be a large indicator for campaign success, the effectiveness of which will be measured by assessing the correlation between video release and ticket

cost (£)

flagship store

0 600 600

total. £20,270

and product sales data. To support this, the engagement performance of click-through rate to workshop sign up and product information will be recorded to analyse the correlation between viewer awareness, consideration and action.

video series

expectations

The viral video aims to achieve a total number of YouTube views of 3,000 within the first month, with 1/3 clicking through and subscribing to the brand’s direct marketing (Neff, 2012). It is also predicted that this will sell out the first workshop event within 10 days of release, and create a waiting list for future events. The video series will sustain this workshop demand and waiting list, and will drive the brand’s YouTube channel followers by 10% per month. AR merchandise and paid social media posts will increase and maintain the general awareness and dialogue surrounding the brand and its vision. 92

area

expense (per city venue, 5 venues)

venue

community manufacturing centres

production

videographer (full day, equipment included) models

editing

editer/producer

250

YouTube

brand’s channel

conclusion

The YouTube video campaign should increase brand awareness and consumer conversion by conveying the brand identity, values and offering in an entertaining way across channels frequently used by the target customer, which will contribute to the sale of workshop tickets and initial refill bottles.

cost (£)

community scheme 800 community scheme members

total. £1,050 93

timeline video + YouTube

2019

2020

social media

direct marketing

november

Research and evaluate possible avenues of digital marketing. Trials run via Instagram to gauge initial impressions

december

Research and evaluate possible avenues of digital marketing and potential use of interactive marketing to increase user interest Consider promotional products and initial meetings to set up

january

Following up from inital meetings, selection of products sampled to be trialled Costings and market impact of samples to be assessed Work with billboard and merchandise company to assess the most appropriate city locations to reach the target market and potential members of the community employment scheme Time lines for initial sample batches to be established in conjunction with flagship store launch

february

Create brand’s YouTube channel, add biography and the logo as a profile picture Brain storm and build themes for the viral teaser video AR code app six week build time established Shortlist locations for merchandise giveaway and print merchandise and billboards. Negotiate prices and consider budget to asses scope of spread: finalise and implement designs Initial competitor video research and scripting Casting for women of all body and skin type aged 18-23 for the viral video

march

Confirm the studio and coordinate this with the videographer and models Book a producer, finalise production team and begin test shoots Viral video shoot Send the assets to the producer Design media to indicate how to use AR in preparation for brand and product launch Implement edits to app useability and additional functionalities Behind the scenes shots on social channels to heighten awareness and excitement amongst potential consumers

april

may

june

july

Movement of all assets to the workshop area of each city venue and set up Video series production begins Using the shoot plan, film all the necessary clips and design the graphics and educational/inspirational clips to intersperse with the film clips

august

Tracking of engagement with the video and subsequently the brand following merchandise giveaways across each city campus Paid budget to be allocated to targetted advertisements promoting the viral video across Instagram and Facebook Video series backstage imagery posted to generate newfound consumer interest due to their high YouTube activity Post-production editing of videos Publish installment of the series on the brand’s YouTube channel at the end of the week Draw up a plan for the shoot schedule, locations and people required Finalise plans for the video series Movement of all assets to the workshop area of each city venue and set up Video series production continues Using the shoot plan, film all the necessary clips and design the graphics and educational/inspirational clips to intersperse with the film clips (the above to continue monthly henceforth) Targetted emails containing a link to the video series to those who sign up on purchase and/or who sign up for the monthly workshops

september

october

Tracking of engagement with the video and subsequently the brand following merchandise giveaways across each city campus Video series backstage imagery posted to generate newfound consumer interest due to their high YouTube activity Targetted emails containing a link to the video series to those who sign up on purchase and/or who sign up for the monthly workshops

november

Review and update the AR app to maintain compatability Video series backstage imagery posted to generate newfound consumer interest due to their high YouTube activity Review the budget to engagement success of sponsored and targetted posts, using this information push future paid posts of redistribute budget elsewhere Review and make ammendments to the click-through to sign up or purchase relationship between each type of email sent and the audience that they are sent to

december

Send information emails about Apple’s built-in app feature allowing consumers to scan the AR codes easily and efficiently Video series backstage imagery posted to generate newfound consumer interest due to their high YouTube activity

january

Begin planning for AR merchandise re-distribution Augmented code testing on new brand merchandise to distribute around university campuses in the new academic year Review of the most appropriate merchandise to distribute - reusable coffee cup selected Video series backstage imagery posted to generate newfound consumer interest due to their high YouTube activity

february

Finalise plans for the video series, with the theme being Galentines day Printing and production of recycled plastic cup with brand logo and AR code Student brand ambassadors selected and briefed about the merchandise giveaway around campuses to re-distribute the viral video Cups to be delivered directly to distribution locations to save carbon footprint Merchandise distribution to begin to the target market across university campuses

march

april

Allow time for video to be produced and edited Receive finalised assets and edit to fit each promotional platform and encript to the AR code Stage 1 - Augmented review and sign off Augmented code and app testing on brand merchandise to distribute Review of the most appropriate merchandise to distribute to students - pocket mirror selected Review the viral video with focus groups and the entire team pior to release

Viral video release Printing and production of mirror merchandise with brand logo and AR code Student brand ambassadors selected and briefed about the mirror merchandise giveaway around campuses to spread the viral video Mirrors to be delivered directly to distribution locations to save carbon footprint Merchandise distribution to begin to the target market across university campuses Review success and reach, re-distribute AR codes as necessary Email the viral video link to Recharge subscribers, with a link to the hashtag on the brand’s social platforms

Tracking of engagement with the video and subsequently the brand following merchandise giveaways across each city campus Paid budget to be allocated to targetted advertisements promoting the viral video across Instagram and Facebook Brain storm and build themes for the video series Community manufacturing scheme theme confirmed to educate and encourage brand loyalty, scheme membership and community sustainability Disclaimer and contract written for all scheme members to sign prior to filming Storyboard and prepare interview questions for future scheme days and workshops Co-ordinate what participants will need to prepare Communicate with videographer to plan the direction of the shoots

Tracking of engagement with the video and subsequently the brand following merchandise giveaways across each city campus Paid budget to be allocated to targetted advertisements promoting the viral video across Instagram and Facebook Draw up a plan for the shoot schedule, locations and people required Finalise plans for the video series

2021

organic and targeted #rechargerevolution Instagram posts

initial personalised influencer gifting to be posted with the hashtag influencer ‘tis the season’ gifting and hashtag

#rechargerevolution

appendix 13

influencer ‘i’ve joined the recharge revolution’ nomination campaign

workshop geotag competition influencer workshop story takeover

the customer bjective

Raise overall awareness of the brand amongst actual and potential consumers through their digital worlds, communicate, offer interactivity, generate loyalty, use influencers to target a similar audience and generate desire, and encourage the adoption of the brand and its sustainable refill business model into the lifestyle of Gen Zero.

pecific Create B2C communication and loyalty through the use of the target customers’ most frequently used social media app, to drive the Recharge Revolution and encourage Gen Z consumers across the UK to refill rather than re-buy and become educated and involved with local manufacturing.

chievable Through the range of promotional strategies adopted within the Instagram channel, ensuring that both the actual and potential target market are reached and converted from awareness to desire.

The #rechargerevolution campaign targets the 78% of the target market for whom Instagram is their most frequently used social media app. She spends a large proportion of her free time on her smartphone, communicating, shopping and educating herself. She has a relatively low disposable income and spends a limited amount per month on beauty products that have been recommended by influencers or peers. She likes to build strong relationships with brands through digital engagement and shares her experiences on her own page.

easurable The #rechargerevolution campaign aims to drive the brand’s Instagram followers to 150k within the first 3 months of launch through the combined touchpoints and strategies used across the channel. The success and spread of the campaign will be primarily measured by the number of Recharge Revolution hashtags on followers’ and influencers’ posts and stories, and supported by posts respective and combined impressions and engagement.

interactivity ethical guidance

ealistic Daily organic posting and continuous monthly targeted and influencer posting will ensure that the target audience is reached and reminded of the brand on a daily basis.

brand loyalty

ime-bound Weekly reviews of Instagram activity, recorded by Traackr, with monthly reviews and de-distribution/planning by the social media team.

community digi-communication trategy

personalisation

Engage with the target customer in their online world to encourage the transition of loyalty and communication to the real world in the flagship store and community manufacturing centres.

onsideration esire The Instagram campaign will promote and encourage consumers and potential consumers to become familiar with the brand, generating greater overall awareness and adoption of the brand and desire to refill with the brand and make lifestyle alterations.

selective consumption sustainability with style actics Influencers to represent, advise and inspire the target market, continuous and posting with the hashtag using different Instagram promotional strategies, brand personality through posts, interactivity fulfilling consumers’ experiential desires, integration with physical marketing strategies 98

hannels

authenticity

Instagram posts, stories, targeted posts and influencer promotion

INFLUE NCERS

Following brand and campaign launch, and using feedback and information from the 6 monthly review, the ‘tis the season to be sustainable’ micro campaign within the #rechargerevolution campaign will go live. Influencers will be gifted seasonal product and pouches, which they’ll be encouraged to post on their feed with the hashtags #tistheseason and #rechargerevolution and linking their followers to the

brand page. This will spread brand and campaign awareness to a broader but specific audience, whilst driving consumers’ desire to purchase the limited edition seasonal products. Effectiveness will be measured by the influencer and brand followers’ impressions and engagement, in addition to subsequent seasonal sales.

@besmacc curiously conscious of females aged 18-23 in the UK’s most frequently used social media app is Instagram, according to primary research.

4.5k

Nano-influencers command roughly the engagement rate from their followers than social media royalty (Wheeler, 2019).

N.2 moisture-rich

@recharge_beauty

@thingsthatgrowblog becca brown 1.5k

of teen YouTube subscribers see their favourite YouTube influencers as more relatable than traditional celebrities (Williams, 2019) @demicolleen beauty and the racist Initial influencer gifting takes begins one month prior to brand launch to spread brand awareness and generate a hype and desire for the brand in the run up to and on brand launch. With the target customer valuing the ethical advice of nano-influencers, with fewer than 20k followers, the brand’s collaboration with five key influencers appeals to both consumer and influencer. Influencers are gifted with personalised bottles to promote the bespoke nature of the brand, an aspect sought by the target customer, and driving influencer’s inclination to post and refill. The effectiveness of influencer gifting will be based on the number of influencer posts with gifted product, the target customers engagement with these and subsequently the brand itself, and the proportion of beauty influencers who refill and collaborate in the future, measured by Traackr. Based on initial influencer engagement figures presented from bespoke influencer gifting, three influencers are selected for the Instagram story takeover at the brand’s launch event. The aim of this is to give the new brand a sense of credibility due to its link to ethical influencers, and exert desire amongst the target customer to buy products used by influencers and join the Recharge Revolution too. Success will be measured based on story views, click-throughs and follows/direct marketing/workshop signups. 100

@ veganbeautygirl vegan by nicole 17.5k

@crueltyfreebecky becky 5.5k

fig 19 101

N O M I N A T I O N INFLUENCERS

STUDENT AMBASSADORS

What Pioneered by influencers, continued by university student ambassadors and disseminated and continued across the Gen Zero target customer, individuals video themselves with their Recharge product saying ‘I’ve joined the Recharge Revolution’, in the style of the viral video, and nominate three followers to also join. SMART objectives 50 influencer videos and a further 350 follower videos featuring the #rechargerevolution within the first month of nomination campaign launch.

102

lucy_scholes1997

GEN ZERO

Why Appeal to the digitally native target customer seeking engagement and fun from a brand and its social media platforms, take the brand viral and into the subconscious of the consumer and encourage purchase of the product and subsequent refill to be a part of a new trend sought by Gen Z. Measurement Traackr and social media team to record the spread of the hashtag and subsequent engagement with the brand and initial sales. floraelizabetalice

jennythorpe1011

103

ATTEND A MONTHLY EVENT WORKSHOP

POST AND GEOTAG THE HOST CITY

What Workshop attendees in each of the five cities will be incentivised to post and geotag the location of their workshop, creating a competition between cities to tag the brand and their location in stories and posts the most. The city with the most geotags per monthly workshop will win the competition and everyone who posted will be entitled to 10% off their next refill, in addition to being entered into the individual competition for the most tags per person, with the winner being gifted a refill set (skin, hair or body). SMART objectives Achieve a minimum monthly geotag total of 300 across all five cities, subsequently driving brand engagement and directly boosting future event ticket sales by 55%.

104

COMPETE FOR YOURSELF AND YOUR CITY!

Why Drive engagement and spread of brand awareness through encouraging consumers at the workshops to follow the brand on Instagram, like and comment on posts and post themselves. The target customers’ desire for experiential B2C loyalty will increase competition and brand engagement, with the addition of personalisation into the workshops encouraging further posting and brand engagement, due to the gen Z consumers’ desire for bespoke products and meaningful activity. Measurement Traackr and social media team to record the spread of each city’s geotag and subsequent engagement with the brand and workshop ticket sales.

GEOTAG COMPETITION

105

The hashtag The extent of the hashtag’s dissemination across Instagram will be the primary measure of the campaign’s success. This will be monitored using Traackr on a daily basis, with weekly and monthly reporting by the social media team to establish the effectiveness of selected influencers and promotional strategies within the campaign. If follower engagement with the hashtag results in greater target market awareness of and sign up to the workshop events and community manufacturing scheme, in addition to refill purchase, the

costs

area

expense

cost (£)

marketing

marketing strategy (per 20 hours) content calendar audience set up social media team (per month)

influencer marketing

influencer fee (5 nano-influencers posting initially and in December) influencer gifting (prior to launch event) influencer gifting (tis the season) story takeover nomination campaign collaboration

geotag competition

winning city prize (10% off refill for the winning city’s attendees per month) individual prize (free refill set)

200 35

paid Instagram

sponsored posts (2 per month)

600

campaign will be deemed a success.

Impressions and engagement The success of the campaign will be indicated through Gen Zero’s engagement with the brand’s organic Instagram marketing, paid posts and influencers’ posts. The geotag competition linked to the workshop events will provide statistical evidence of the proportion of attendees engaging with the brand and spreading awareness through liking and commenting on the brand’s posts and geotagging the event locations. If the events receive more attendees, and community manufacturing centres more workers, through brand and attendee social media sharing, the campaign will be deemed effective. Traackr will be used to measure the number of unique users, influencer engagement and sign-ups, so that the extent of favourability lift between the two can be analysed. Traackr will also demonstrate the impressions from the brand’s organic promotion of the workshop events, as higher awareness results in higher signup and rate of sales.

Ticket sales Workshop event ticket sales will be tracked and recorded on a monthly basis in order to analyse the relationship between Instagram engagement and future ticket sales/attendees. This will give an indication of consumer uptake and return to the events, and the effectiveness of influencers and interactive promotional strategies within the #rechargerevolution campaign in converting desire into action of ticket and refill purchase. 20 new participants per workshop per city in the first three months will indicate an effective campaign strategy and execution, if 50% of these are direct click-through from the brand’s Instagram page. Traackr will be used in conjunction with the social media team and events team prior to and post event, with specific data regarding ticket sales and subscribers being measured during the time that tickets are live. To analyse and increase the effectiveness of the campaign in achieving ticket sales over time, views, view-through rate and clicks will be recorded to identify the point between awareness, consideration and desire that consumers gain or lose interest, and why. Over a longer time period, sales will be reviewed at six-month intervals to make changes to the campaign strategies adopted to maintain consumer awareness and interest.

timeline influencer marketing

106

The #rechargerevolution campaign should increase Gen Zero’s desire for and conversion to refilling with the brand rather than buying, and contributing to societal as well as environmental sustainability through the community manufacturing processes. The viral nature of the campaign aims to reach both actual and potential consumers, with the inclusive and interactive nature of the revolution encouraging Gen Z consumers to join to feel a part of a sustainable and contemporary cause.

2020

organic social media

paid social media

geotag competition

direct marketing

november

Appoint social media team Set up Instagram and Facebook accounts, adding the slogan, logo and link to brand narrative Follow key influencers and early adaptors that can be used in future marketing strategies

december

Research into beauty, sustainable/ethical and lifestyle influencers (micro and macro) who have the most impact on the target market Budget for influencer marketing considered Work with Facebook analytics to understand the target market’s digital communication behaviour and Instagram usage to plan marketing strategies accordingly Make arrangements for photoshoot using natural lighting and student models to save intitial costs

january

Research into influencer marketing platforms to manage engagement Selection of Traackr influencer marketing management programme to manage influencer selection, outreach and engagement Imagery photoshoot Post-production of photographs from the shoot, touching up and adjusting the brightness and tones to ensure consistent neutral tones Brand’s own images of natural scenary reflecting the colour palette and the brand imagery to be taken Find additional images online and credit original photographers Plan post schedule for teaser posts. Use site later.com to see how the images will look all together and schedule daily posts

february

Outreach to potential influencers Communicate with influencers and agree on a schedule, gifting and costs Selection of 8-10 suitable influencers to partner with based on their ethical appropriatness and following/cost per post using Traackr Paid promotion budget placed on ‘page promotion’ adverts to build upon brand awareness and engagement

expectations conclusion

1,500 350 350 150 organic

total. £9,185

2019

It is expected that the campaign will drive a viral video hashtag rate of 400 per month within the first month of nomination campaign launch in addition to a minimum total of 300 geotags per month. Through the broad spread of promotional strategies across Instagram, the campaign is expected to receive over 700 tags of #rechargerevolution per month. Their driving of brand engagement will directly boost future event ticket sales by 55% and continue the circular process of tagging the campaign. This will feed the workshop’s anticipated impact on community manufacturing signup and the proportion of refill from initial product purchase customers. The brand’s collaboration with nano-influencers will directly result in 1/3 of all product sales from campaign launch, due to Gen Zero’s valuing of relatable ethical influencers.

1,000 300 200 4,500

107

Introductory, brand awareness and ethically informative posts once daily at 3pm on the feed and continuously on the story to give content to channels and raise consumer awareness of the brand narrative and offering Teaser assets (eg. backstage photoshoot, manufacturing imagery and community employment scheme) to be shared to generate a hype and talking point around the brand

march

april

may

june

july

108

Begin planning for influencer gifting strategy by encouraging influencers to select the product number suited to their skin type to allocate sufficient stock to gifting Design personalised tags and bottle tops to accompany the gifts. Include the QR and AR codes with all gifting Package and address gifting to be sent one month prior to the brand’s launch Like and comment on key influencer posts and city location geotag posts to encourage B2C communication and increase awareness and desire of the brand #rechargerevolution campaign launch with teaser posts related to the community manufacturing scheme, what it involves and how to join, in addition to brand and product imagery. All posts will have the campaign hashtag in addition to and 4-10 more hashtags relevant to the image (e.g. #ethical #beauty #natural #organic) Release workshop planning teaser shots on social channels Begin informative Instagram stories about the Recharge Revolution and the workshop events that will encourage consumers to join

Send out influencer gifting and track story and feed posting and interaction Review the level of engagement from stories and feed posts to analyse which hashtags are attracting the most people and which cities have the highest volume of geotags Using the results from the review make any necessary changes to the posting plan Paid budget allocated to network page promotion adverts to appear as sponsored posts on the target market’s newsfeeds. This will heighten the awareness and desire for product pre-launch whilst broadening the brand’s engagement with actual and potential consumers Review follower interaction with stories and the brand’s geotags using Instagram’s business profile insights

Tracking and re-posting of influencer gifting posts and stories Brand to influencer relationship nurturing through communication with those who post their gifted products Track influencer engagement using Traackr through hashtag and brand tag tracking and online user likes and comments Influencer with the highest engagement rate from gifting selected to do the brand’s Instagram story takeover at the launch event Influencer contract agreed and plans finalised Instagram story takeover goes live with Demi Colleen Details of the launch event competition posted on the feed and stories to encourage attendees to post, tag the brand and geotag the launch event Agreements made with gifted influencers with regard to posting at the event Email the viral video link to Recharge subscribers, with a link to the hashtag on the brand’s social platforms Geotag competition goes live

Analyse the success of the takeover and receive influencer and customer feedback Develop an event schedule for the next 6 months to plan influencer gifting, invites and posting Consider expectations and allocate budget for the next 6 months for all influencer marketing Finalise influencer marketing plans going forward Event winner announced and gifted Detail the parameters and rewards for the workshop event geotag competition on Instagram stories, the first of which are saved to the brand’s story highlights for quick consumer referral Continue to promote both the workshop events and the competition using organic activity in order to attract new members are remind existing members, thus boosting engagement and spread of brand awareness Track Instagram posts and stories of event attendees across all five cities. Record both city and individual geotag numbers

Research suitable influencers to work with for the Recharge Revolution sponsored posts through their engagement levels and the success of previous collaborations Plan a pitch to selected influencers and draft a contract Reach out and begin negotiations with the selected influencers #rechargerevolution campaign daily posting continues, using the hashtags with the highest target customer engagement Calculate city and individual attendee winners and announce via Instagram story and direct marketing List of winning city’s attendees sent to the flagship store for winners to claim their free refill (within the month) Individual winner emailed a voucher entitling them to a personalised bottle to be verified and created at a workshop event, encouraging repeat attendances and subsequent social media posting Promote both the workshop events and the competition using organic activity, directing consumers to the story highlights for more details Track Instagram posts and stories of event attendees across all five cities. Record both city and individual geotag numbers (the above geotag competition actions continue henceforth)

august

Select and group influencers based on their range of followers to reach and appeal to the brand’s actual and potential consumer Sign contracts and plan posts using later.com based on the planned content that’ll be recieved from the influencers Influencer #rechargerevolution marketing campaign sign off Send content brief to selected influencers, with the viral video as guidance for content Allow time for influencers to create content #rechargerevolution campaign daily posting continues, using the hashtags with the highest target customer engagement

september

#rechargerevolution nomination campaign goes live: First three influencers post their Recharge Revolution videos featuring the social media #rechargerevolution and nominating three of their followers Track the engagement levels of the influencers and the followers that they’ve nominated to analyse the relative spread and success of the campaign Reach out and confirm the second group of influencers to post and sign contracts Send content brief to selected influencers, with the viral video as guidance for content Allow time for influencers to create content Recieve and sign off on all content #rechargerevolution campaign daily posting continues, using the hashtags with the highest target customer engagement Repost influencer Recharge Revolution posts

2021

october

Second three influencers post their Recharge Revolution videos featuring the social media #rechargerevolution and nominating three of their followers Track the engagement levels of the influencers and the followers that they’ve nominated to analyse the relative spread and success of the campaign Reach out and confirm the third group of influencers to post and sign contracts Send content brief to selected influencers, with the viral video as guidance for content Allow time for influencers to create content Recieve and sign off on all content #rechargerevolution campaign daily posting continues, using the hashtags with the highest target customer engagement Repost influencer Recharge Revolution posts

november

Outreach to past engaging and potential influencers to collaborate with for the ‘tis the season to be sustainable campaign’ Communicate with influencers and agree on a schedule, gifting and costs Contracts signed Package and send out personalised set gifting to selected influencers with a handwritten card and note with the #tistheseason Finalise influencer and organic posting plans for the seasonal gifting campaign Review the budget to engagement success of sponsored and targetted posts, using this information push future paid posts of redistribute budget elsewhere #rechargerevolution campaign daily posting continues, using the hashtags with the highest target customer engagement Repost influencer Recharge Revolution posts Bi-monthly city leaderboard posted on the brand’s Instagram story and saved to highlights 6 monthly winner takes all competition announced using organic activity: the leaderboard is reset and all attendees from that workshop’s winning city wins a (skin/hair/body) refill set to be claimed in store, encouraging future refill purchases and attracting a wider audience to the workshop and potentially to the manufacturing scheme

december

Tis the season to be sustainable campaign goes live: influencers post their gifted products with featuring the campaign #tistheseason and linking followers to the brand’s page. Track engagement, spread of campaign and sales #rechargerevolution campaign daily posting continues, using the hashtags with the highest target customer engagement Repost influencer Recharge Revolution posts Targetted advertisements spreading the influencer marketing ‘tis the season to be sustainable campaign’, encouraging the conversion of desire into consideration and purchase due to the power of influencers over the target customers’ purchasing decisions

january

Continued tracking and re-posting of influencer gifting posts and stories Brand to influencer relationship nurturing through communication with those who post their gifted products Track influencer engagement using Traackr through hashtag and brand tag tracking and online user likes and comments Influencers with the highest engagement rate from gifting noted for future collaborations #tistheseason campaign daily posting and influencer reposting continues Targetted advertisements spreading the influencer marketing ‘tis the season to be sustainable campaign’, encouraging the conversion of desire into consideration and purchase due to the power of influencers over the target customers’ purchasing decisions

february

Third three influencers post their Recharge Revolution videos featuring the social media #rechargerevolution and nominating three of their followers Track the engagement levels of the influencers and the followers that they’ve nominated to analyse the relative spread and success of the campaign Review earned media from the influencer gifting strategy: identify which influencers responded best to the gifting and who had the highest engagement with the target market. Contact these influencers and discuss future collaboration plans Review the #rechargerevolution viral social media strategy and make necessary changes prior to proceeding with the next group Teaser stories about the Galentines day competition, encouraging followers to engage fully with the brand and its social feed Galentines day competition goes live: Followers like the post and tag their Galentine in the comments to be entered into a competition to win a year’s supply of refill pouches Competition closed and two gals announced Send gifting vouchers to the competition’s winners with a personalised note to drive social media posting of the brand on receipt

march

Fourth three influencers post their Recharge Revolution videos featuring the social media #rechargerevolution and nominating three of their followers Track the engagement levels of the influencers and the followers that they’ve nominated to analyse the relative spread and success of the campaign Reach out and confirm the fifth group of influencers to post and sign contracts Send content brief to selected influencers, with the viral video as guidance for content Allow time for influencers to create content Recieve and sign off on all content #rechargerevolution campaign daily posting continues, using the hashtags with the highest target customer engagement Repost influencer Recharge Revolution posts

april

Fifth three influencers post their Recharge Revolution videos featuring the social media #rechargerevolution and nominating three of their followers Track the engagement levels of the influencers and the followers that they’ve nominated to analyse the relative spread and success of the campaign Review earned media from the #rechargerevolution campaign: identify which influencers’ followers responded best and who had the highest engagement with the target market as a whole Contact these influencers and discuss future collaboration plans #rechargerevolution campaign daily posting continues, using the hashtags with the highest target customer engagement Repost influencer Recharge Revolution posts 109

research innovation development

£17,750

production

£118,260

store overheads

£128,050

£188,466

marketing

£70,425

turnover

£557,925.28

£1,504,353.77

£2,507,035.82

profit

£34,974.28

£981,402.77

£1,984,084.82

appendix 14

staff costs

£522,951

110

111

conclusion of concept The Recharge Revolution campaign endeavours to create a seamlessly integrated transition between Gen Zeroâ&#x20AC;&#x2122;s online and offline worldâ&#x20AC;&#x2122;s through the adoption of an array of marketing strategies within the core campaign. The touchpoints within the Recharge Revolution are designed and executed to educate, inspire and interact with the target customer. Each develops a unique channel of B2C communication to create and maintain consumer interest, desire and loyalty, and subsequent refill and community manufacturing scheme loyalty. Consumers will be educated about the need for sustainable beauty consumption and supported in their ethical lifestyle choices experientially, conveniently and affordably. This will culminate in their joining and pioneering of the Recharge Revolution.

112

113

recharge your body, your mind

future growth

Rechargeâ&#x20AC;&#x2122;s innovative combination of tangible revolutionary product, and sustainable education and interactivity will facilitate considerable future growth, both in the flagship store and communities across the UK. The product range will reform the way that Gen Zero and the potential target market purchase and consume beauty product, contributing to the development of a zero waste society and driving the expansion of the brand regionally and in the long term, globally. With western consumers becoming increasingly ethically orientated and disenchanted with overconsumption, a highly profitable and sustainable market opportunity lies with the European and American Gen Z consumer. This growth will undoubtedly drive community manufacturing, local purchasing and subsequently societal sustainability. Through its concurrent and complementary addressing of environmental and societal sustainability, the brand will recharge the bodies of Gen Zero consumers with sustainable beauty products, and recharge their minds and perception of beauty consumption. Recharge will revolutionise the beauty industry.

114

115

educational

fresh batch

According to Posner, a brand is “a trademark name that distinguishes a product or brand company from others in the market” (Posner, 2011, p. 218). It is Recharge’s distinctive and dual-meaning name that distinguishes itself in the overcrowded beauty marketplace, differentiating the brand from both direct and indirect competitors prior to conveyance of USP and identity. Kapferer (2012) identifies that the two major paradigms defining a brand are customer-based and profit-based. This is underpinned by a set of values and messages that when meticulously combined, form the Recharge brand: name and logo, product, packaging and display, selling environment, promotion and reputation (Posner, 2011). It is important, however, to note that the brand consists of more than the sum of these values, as it is formed by an array of tangible and intangible elements to form the total product concept (Masterson and Pickton, 2014). More specifically brands consist of three poles; product/service, name and concept (Kapferer, 2012).

brand concept: provide product that simultaneously improves upon environmental and societal sustainability brand name and symbols: Recharge, recognisable by the primary and secondary logos

product/service: natural and refillable product with experiential contact points

a dopt di gi t a l & experi ent i a l st ra tegi es

forward-thinking

sustainable

cruelty-free

BRAND ASSOCIATION MAP

Figure 20, adapted from Kapferer, 2012 refillable

sustainable refill skin and haircare box

skin deep

deep skin cleanliness, getting deep to the root of the sustainability issue, the negative being that it doesn’t reference the haircare aspect of the brand

The Refill Co.

simply says the brand function without forcing the ethical side of the brand on the consumer, the negative being that it doesn’t convey the brand values and there are similar brand names in the market

RECHARGE

the French translation of the word refill, a summary of the brand purpose, and the English word describing the products’ ability to recharge and refresh the skin and hair, recharging monthly. Simple and memorable single word brand name

OBJECTIVES

relationships . what about me ?

response . what about you ?

meaning . what are you ?

identity . who are you ?

organic cruelty-free tested on babes

for w a rd t hi nk i ng

reduce ove r consum pt i on

provi de a one stop refi ll shop

source et hi ca l a nd loca l i ngredi ent

i ndependent

revolut i ona r y

organic & natural

form pa rt nershi ps w i t h supply groups

Figures 22 and 23, adapted from Posner, 2011

PICTURE OF SENDER

physique

personality inclusive & natural colour palette organic and ethical product clean, simple packaging distinctive, memorable logo numbered product for choice & personalisation

relationship

innovative community-driven quality-orientated natural & sustainable simple and understated convenient, power to the consumer youthful, current & relevant

trustworthy quality

sustainable & natural

necessary & timeless product

forward thinking

fair exchange of value

environmentally conscious

convivial and approachable

strong B2C relationship

community-orientated

commitment & respect for

educational & experiential

people & the environment

social approval fun security self-respect

good for the consumer good for the environment good for society

affordability, quality, convenience, transparency, equality

early adopter and leader for peers zero waste & sustainable confident & considered community-orientated made for babes educated

accessible consumer reactions through marketing strategy measurement and KPIs reflection strong brand associations with environmental and societal sustainability

culture

open-minded & knowledge hungry cost-conscious forward-thinking revolutionary & on trend individual considerate responsible

self-image

PICTURE OF RECIPIENT Figures 24, adapted from Kapferer, 2004

brand awareness across Gen Zero

rational emotional Figure 21, adapted from Keller, 2008 In order to expand upon stages 1 and 2 of the brand response pyramid, a brand onion diagram has been adapted from Posner (2011), to present a concise overview of Recharge’s brand identity and the way in which the brand values can strategical be implemented. This provides a model to refer back to throughout the design and marketing process in order to ensure that the brand’s initial values and personality and upheld and resonate through both the product and the community manufacturing scheme. As with the brand onion, the brand identity prism is a key concept in a Recharge’s positioning and subsequent management, built on the principle that all choices are comparative (Kapferer, 2004). Comprised of six facets of brand identity, the prism has the aspect of both the sender and the receiver. When creating this, I ensured that the brand’s pivotal value of sustainability resonated through the picture of the sender. The picture of the receiver is in alignment with this, to demonstrate the value-customer proposition, which is subsequently further explored. 116

offer m ore t ha n j ust bea ut y

sust a i na ble na t ura l a ccessi ble a fforda ble

exclusi ve & a fforda ble

crea t i ve

loyalty of refill purchases and community scheme membership

loyalty attachment community engagement

quality credibility transparency consideration

offer refi lls for necessi t y product s

form rela t i onshi ps w i t h suppli ers

INTERNALISATION

MEASURES

soci a lly aw a re

cult ured

community orientated local

Taking these four points into consideration, the four brand names were devised and considered during the initial brand development phase when selecting the name Recharge. The brand’s values and purpose were a pivotal point in the brand’s name, in addition to ensuring that it remains both simple memorable. These brand names were piloted on a focus group, in which each name was discussed prior to and post-presentation of brand image and values in order to understand the image that it portrays and the impact that it would have on both existing and potential consumers. Through this process, the brand name was narrowed down to either The Refill Co or Recharge. With the understanding that beauty brands called the ‘X’ Co already exist, the name Recharge was selected due to the relevance of its dual meaning to the brand values and its subsequent distinguishability within the ethical beauty marketplace.

Branding is defined as a strategy utilised “to differentiate products and companies, and to build economic value for both the consumer and the brand owner” (Pickton and Broderick, 2005, p. 242). Simplified, “branding is the process by which brand images get inside your head” (Posner, 2015, p145). This is achieved through the coexistence and nurturing of brand identity, the outward trappings of the brand, and brand image, people’s perception of the brand (Masterson and Pickton, 2014). In order to create an effective brand identity, Recharge must create brand salience with the consumer. Brand salience is defined as the measuring of “various aspects of the awareness of the brand and how easily and often the brand is exposed under various situations or circumstances” (Keller, 2008, p. 107). This is represented in the brand resonance pyramid, which summarises the brand building block process that is considered during the branding and IMC strategy phase of Recharge’s brand development.

convenient /accessible

plastic & paraben free

EXTERNALISATION

SUSTAINABOX

Blythe defines a brand name as “a term, symbol or design that distinguishes one seller’s product from its competitors” (Blythe, 2012, p. 136). The below aspects must be strategically considered when selecting the brand’s name and semiotics (Blythe, 2012). Marketing objectives: the brand name must fit the overall marketing objectives and target audience Brand audit: internal and external forces such as USP must align with the brand name Brand objectives: overall intentions must be specified Brand strategy alternatives: other ways of achieving brand objectives and factors involved in its success have a bearing on the brand name

envi ronm ent a lly consci ous

m a ke pri ces cost neut ra l

experiential

colla bora te w i t h com m uni t i es

Mission Statement The mission statement encompasses the brand view and conveys the brand’s vision and story in an efficient and differentiated manner. When developing Recharge’s mission statement, it was therefore important to consider those of successful brands within and outside of the beauty industry to pinpoint the areas of each that are most effective. ‘We are a global organisation that is socially and environmentally responsible, that embraces creativity and diversity and is financially rewarding for our employees and shareholders.’ (Arora, 2014) ‘Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.’ (Arora, 2014)

fig 25 ‘To become the number 1 fashion destination for 20-somethings globally.’ (Bresciani, 2015)

‘Offering all women and men worldwide the best of cosmetics innovation in terms of quality, efficacy and safety.’ (Bresciani, 2015)

Draft 1 . offering all women the best of skincare, haircare, convenience and sustainability Draft 2 . create the best ethical product, at the best price, causing no unnecessary harm and delivering sustainable solutions to the consumer The below mission statement was selected based on the key pains and gains identified of the target customer with regard to beauty purchasing. It was decided that as the shortest of the drafted statements, it conveys the brand’s objectives values in a comprehendable and efficient manner sought after by the target customer. Mission . deliver refillable and sustainable hair and skincare solutions at a sustainable price 117

GAIN CREATORS - Provides a sustainable alternative to the beauty box - Denotes a sense of self-satisfaction with purchase due to its ethical nature - Educates the consumer as to the sustainable ingredients that can be used instead of preservatives and parabens and allows for both WOM education and marketing - Accessible being an e-commerce platform PRODUCTS - Online to front door service provides ease of purchase and & SERVICES convenience in the consumers’ busy day to day life - Reusable glass bottles and recyclable card packaging provides - Tangible the consumer with zero plastic waste beauty consumption - Helps customer to - Raw-ingredients sit at a lower price point due to the lack of perform the role of buyer extensive manufacturing cost, thus providing a more & co-creater affordable beauty box for the consumer than those currently dominating the marketplace Product: - Skin and hair type segmentation provides a - Refill product customised service for the consumer, - Face, hair body whilst making of the products - Tailored to consumer skin and hair type themselves allows for a B2C - Personalisation possible with loyalty switch in autonomy - Reusable and refillable bottles - Recycled and recyclable packaging (minimal) Service: - bottle personalisation - bottle refill

PAIN RELIEVERS

Experience: - community workshop events - community manufacturing scheme

- Eliminates the consumer concern of an unsustainable and unethical purchasing habit for necessity products - Allows for the convergence of needs and wants in Face: wash, toner, moisturiser the beauty market in combining necessary skincare and Hair: shampoo, conditioner, hair mask beauty products in a beauty box perceived to be a luxury Body: wash, scrub, lotion product in Maslow’s hierarchy of needs 1. normal - Eliminates negative social barriers and consequences for 2. dry male consumers by providing the same gender neutral products 3. sensitive for both men and women, and also providing products specifically 4. combination for men 5. oily - E-commerce and delivery service eliminates the need for the consumer to shop from the high street and invest their disposable income into unsustainable and all-powerful businesses - Reusable glass bottles and recyclable card packaging provides the consumer with zero plastic waste beauty consumption - Eliminates consumer fear of harsh chemicals and parabens being put onto their body by only sourcing organic raw ingredients that the consumers know what is in them and can control quantities put onto their skin

GAINS - Desire to purchase sustainable beauty products with ease - Awareness of wastage with purchase, thus finding loyalty in products or services with a zero plastic waste and an adoption of sustainable packaging solutions - Feeling of social inclusion and of being on trend through alternative beauty purchase and experiential gain - Desire for autonomy in the marketplace in regards to ingredients included in beauty products - Delight heightened by customisation and personalisation services - Greater interest in product content and brand authenticity CUSTOMER than marketing JOBS - Value brand loyalty and product consistency with purchases Functional: - Product failure measured on its level of - Sustainable and sustainability ethical beauty purchasing - Beauty purchases on a refill basis - Beauty products tailored to skin and hair type

VALUE As proposed by Aaker (1996), identifying sets of characteristics allows for the characterisation of a brand, through the break down of the brand’s personality. In order to express this, the diagram below highlights the words that the Recharge aims for Gen Zero to associate with its identity and values. The notion of the brand being a reliable investment and a convenient, modern and approachable brand is of particular importance to the target customer and therefore the brand’s personality. This is supported by honesty and transparency, a significant element for all sustainable products in order to create a strong B2C

PROPOSITION relationship and maintain consumer loyalty in a crowded marketplace. The elements comprising the brand personality are fed by and feed into the brand’s values, which are conveyed to the consumer through branding and marketing strategies. The brand values were curated and selected based on the brand’s value proposition canvas to ensure that the brand’s values align with those of the target customer, such as that of providing affordable and natural beauty, which primary research has shown to be the most prominent factors in the beauty purchasing decisions of Gen Zero.

Social: - Self-satisfaction and feeling of ‘doing good’ from beauty purchases - Gain power over beauty conglomerates in terms of what is put onto consumers’ skin PAINS

Emotional: - Loyalty with an ethical and reliable beauty brand - Support of local communities and ecosystems - Feeling good with ethical purchases

- Cost of purchasing from big beauty brands with high mark up rather than buying simple and core products - Unsustainability of most beauty brands or only a half-hearted effort in order to market themselves ethically - Feeling of guilt with unsustainable purchases - Lack of ease and convenience of ethical beauty purchases - Minimal experiential gain with sustainable beauty purchase and brand loyalty - Plastic wastage from skincare and beauty bottles, which could be re-used and swapped for sustainable packaging if a brand so offered - Fear of the unknown of beauty product ingredients, with many containing harsh chemicals, and a lack of control of quantities of certain ingredients put onto skin

Buyer & Co-Creator

BRAND PERSONALITY

SINCERITY

EXCITEMENT

COMPETENCE

SOPHISTICATION

RUGGEDNESS

DOWN TO EARTH family-orientated small town

DARING trending exciting

RELIABLE hard-working secure

UPPER CLASS glamorous good looking

OUTDOORSY glamorous good looking

HONEST sincere real

SPIRITED cool you

INTELLIGENT technical corporate

CHARMING

TOUGH rugged

WHOLESOME original

IMAGINATIVE unique

SUCCESSFUL leader confident

CHEERFUL sentimental friendly

UP-TO-DATE independent contemporary

‘What comes to mind first when it’s time for beauty haul?

Figure 26, adapted from Aaker, 1996 118

119

Having high brand equity is imperative to a brand’s success, as this is the monetary value of the brand which adds value to a product from both the company and consumer perspective (Masterson and Pickton, 2014). This is achieved through coexistence of brand recall, brand recognition and brand awareness (Keller, 2008). Aaker provides the early definition that brand equity is “a set of assets (and liabilities) linked to a brand’s name and symbol that adds to (or subtracts from) the value provided by a product or service to a firm and/or

brand loyalty

BRAND EQUITY

that firm’s customers” (Aaker, 1996, p. 7). These asset categories are brand name awareness, brand loyalty, brand associations and perceived quality and generate value as proposed by Aaker (1996) (figure 27). Kapferer (2012) argues that despite the argument between the relative importance of brand vs consumer equity, brands that are most successful are those who take both into account when putting branding theories into practice.

Anchor to which other associations can be attached, familiarity-liking, signal of substance and commitment, brand to be considered

perceived quality

Reason-to-buy, differentiate/position, price, channel member interest, brand extensions

brand associations

proprietary brand assets

OLITICAL

Reduced marketing costs, trade leverage, attracting new customers: create awareness, reassurance & time to respond the competitive threats

brand awareness

Help process/retrieve information, reason-to-buy, create positive attitudes/feelings, brand extensions

Provides value to customer by enhancing their: interpretation/processing of information confidence in the purchase decision use satisfaction

Provides value to firm by enhancing their: efficiency and effectiveness of marketing programmes brand loyalty prices/margins brand extensions competitive advantage

Competitive advantage

Figure 27, adapted from Aaker, 1996

Therefore, when developing the business model both brand and customer equity were carefully considered, to ensure that the brand’s values remain in alignment with those of Gen Zero, whilst achieving coexistence between profitability and sustainability. In order to achieve this in both the short and long term Blythe’s (2012) strategic functions of brands was considered to identify the key functions of the brand and subsequent business model. Brand as a differentiating device . the brand image is the communicating device that conveys the difference in Recharge’s beauty product to the consumer. Recharge achieves this through its unique compostable stand up pouches and refillable bottles Brand as a symbolic device . the symbolism of Recharge allows consumers to portray to others their level of environmental and societal consciousness and sustainability through either the product itself or the community manufacturing scheme

Brand as a risk reducer . buying the Recharge product reassures consumers of a level of quality, transparency, loyalty and affordability, thus reducing the risk to consumer and brand Brand as a strategic device . the assets of the brand, primarily the product and scheme must be managed to ensure that the brand maintains and builds upon its added value that differentiates itself in the marketplace Whilst these were initially translated into a business model of statements, feedback showed that the business model is most easily communicated and understood through a series of visual graphics that represent each function. This has therefore been translated in the business and community employment scheme model. It is important to note that as the brand develops, so the business model may be altered, intentionally and unintentionally, so it must be continuously critiqued and analysed in conjunction with the equity and brand function models.

Masterson and Pickton identify a SWOT analysis as “a situational analysis tool that assesses the organisation’s strengths and weaknesses (internal) and opportunities and threats (external)” (Masterson and Pickton, 2014, p. 569). This analysis tool is paramount in the business development of Recharge, to identify and alleviate potential weaknesses and threats posed to the brand, and potential areas of growth. STRENGTHS

120

WEAKNESSES

USP and niche in the market of sustainable refillable beauty Gap in the market for an affordable, youthful and minimal refill beauty brand Consumers’ inclination to support brands for their products but also their ethos and experiential offering, creating consumer loyalty Transparency sought after by consumers through DIY bar and workshops Influencer support for sustainable brands ensures transference, attractiveness and congruence Consumers’ desire not only to reduce carbon footprint but also to alleviate societal degradation presents an opportunity for sustainable brands to meet this need through supporting developing communities and preserving resources for future generations Organic products and ingredients becoming an aspect that consumers look for in purchasing decisions The knowledgeable beauty consumer seeking complete transparency of brands

Perception of sustainable products as not being on-trend or containing the same amenities as regular purchasing choices Products are typically not cost-neutral with those equivalent unsustainable brands available to the price-sensitive consumer Lack of awareness surrounding the need for sustainable purchasing behaviour Lack of availability and convenience of sustainable products to encourage a shift in purchasing habits Insufficient educational and experiential days to persuade the consumer to make lifestyle changes towards sustainable living

Provision of sustainable products at an affordable price for the savvy and highly-influential Gen Z consumer Collaboration with influencers who can inspire and encourage a new target market to purchase sustainably Adoption of social media and YouTube promotional strategies to reach the digitally native consumer who has the desire to make sustainable choices Development of the beauty consumer to one seeking transparency, minimalism and only necessary consumption through self-taught and brand-aided knowledge Pressure Groups and NGOs striving to achieve a healthy TBL are aiding sustainable brand development Environmental regulations such as green taxation and carbon trading encouraging greening of supply chains and the necessity for consumers to comply Movement away from the 2008 recession and increased disposable income provides a greater opportunity for new brands to establish themselves due to higher disposable income relating to increased inclination to try new products and buy into sustainably and cost-intensive/ long-term reward schemes Altered consumer spending routes through the digital world providing an opportunity for brands to tap into and communicate with the digitally native generation, whilst posing a threat to those unable to keep up with new generations Demands for transparent supply chains forcing new and existing brands to re-evaluate the priority of each element of their marketing mix to meet consumer needs Trends of customisation and power to the consumer presenting the opportunity for brands to combine either or both if these with that of sustainability to feed this USP within the sustainable market Gen Z and millennial focus on experiential gain rather than future saving presenting the opportunity for businesses to tap into this with societally and environmentally rewarding products and services New IT and production technologies altering all aspects of the supply chain and marketing opportunities, which responsive brands can adapt to

Competition between existing sustainable brands with a loyal consumer base, and new start-ups Introduction of direct competitors once the brand is established within the market and target market Over-saturation of the sustainable beauty market meaning brands lose their niche and have to lower prices to compete Insufficient interest in sustainable organic brands due to the price sensitive consumers’ desire for products on mass at low prices Britain’s planned exit from the EU and political instability presenting an unknown future for brands’ manufacturing and trade Instability presents the possibility of inflation in which high prices to maintain a level of sustainability discourage consumer spending and confidence, threatening brands without established consumer loyalty Faction Marketing macro trend causing consumer reluctance to buy into new, and even sustainable brands and their products

OPPORTUNITIES

The zeitgeist themes and macro trends culminating around both the beauty and sustainability markets are both relevant to and directly impactful on the positioning and marketing of a new brand. Whilst it is important to examine the micro trends shaping the beauty and packaging industries to remain differentiated in an overcrowded marketplace, megatrends must be identified through a comprehensive and broad PEST analysis to interpret how macro trends are developing and will develop to drive micro trends in the ethical beauty industry.

THREATS

GOVERNMENT Domestic government bodies – Conservative party currently governing the UK (centre-right policies), with the next election in 2022 likely to alter policies, legislation, trade and governing priority Supranational government bodies – Britain’s exit from the EU resulting from a feeling of being unheard and unrepresented by domestic governing bodies leading to instability and an unknown future across all industries in Britain (Masterson & Pickton, 2014) SPECIAL INTEREST & PRESSURE GROUPS Friends of the Earth, Trade Unions, Greenpeace, Oxfam, WWF all striving to achieve the Triple Bottom Line of ecological, social and economic sustainability (Faud-Luke, 2009) POLITICAL INSTABILITY Unrest resulting from perceived governmental failure encouraging millennials in particular to rebel and look towards an experiential economy and a greener society BRIC NATIONS Rise of the BRIC nations exerting greater demand on the global economy due to westernised consumption habits and altering production and trade habits in the fashion industry and beyond ENVIRONMENTAL/ECOLOGICAL REGULATIONS AND PROTECTION Regulations such as green taxation and carbon trading encouraging greening of supply chains and from the consumers themselves, whether this be due to regulatory enforcement or consumer belief and choice FUNDING, GRANTS & INITIATIVES Current and future funding focussing on sustainable initiatives to ‘meet the needs of the present without compromising the ability of future generations to meet their own needs’ (Faud-Luke, 2009, p.23)

CONOMIC

OCIAL

TRADE CYCLE Boom - high spending, business profits and low unemployment levels, which increases demand and in the long run can result in shortages and inflation Recession - typically follows boom stage, high prices drive down demand, resulting in surplus and cutbacks (Masterson & Pickton, 2014) CIRCULAR ECONOMY MONETARY POLICIES IMPORT TARIFFS INFLATION High prices discourage consumer spending and confidence, threatening brands without high consumer loyalty MARKET ROUTES & DISTRIBUTION

POPULATION FIGURES DEMOGRAPHIC PROFILES EDUCATION GENDER BALANCE & FEMINISM CULTURAL DIFFERENCES & RELIGIONS INCOME DISTRIBUTION LABOUR & SOCIAL MOBILITY LIVING CONDITIONS All of the above social factors influence the products and services that are demanded, and the quantities that these are consumed in, a consideration for businesses when targeting each market respectively

EMPLOYMENT LEVELS CONSUMER CONFIDENCE GLOBAL ETHNIC PAY GAP UK POVERTY LEVELS DISPOSABLE INCOME Consumer ability and subsequent willingness to purchase products and services is depicted by disposable income, which informs Maslow’s Hierachy of Needs (Posner, 2011). Higher disposable income is related to an increased inclination to by into slow fashion and cost-intensive and longterm reward schemes ONLINE MONEY SCAMS CREDIT AVAILABILITY COLLABORATIVE CONSUMPTION SHIFT TO E-COMMERCE Altered consumer spending routes and habits providing an opportunity for brands to tap into the digitally native generation, whilst posing a threat to those unable to keep up with these changing consumption habits BUSINESS TAXES MAINTENANCE OF JOBS & PARTNERSHIPS IN DEVELOPING COUNTRIES VOLATILITY OF ENERGY & AGRICULTURAL PRICES RISING TRADE TENSION IN ASIA CHINA INTEREST & EXCHANGE RATES ECONOMIC DISTRUST TRANSPARENCY DEMANDS Demands for transparent supply chains forcing brands to re-evaluate the priority of each element of their marketing mix to meet consumer needs

The key macro trends influencing the ethical beauty industry have been identified as ‘The Optimised Self’, ‘Whole-System Thinking’, ‘Uneasy Affluence’ and ‘Branding & Packaging Futures’. These are most relevant and impactful on Recharge due to their altering of consumers’ expectations within the beauty and wellness market, planetary-scale thinking, and attitudes towards materialism and unnecessary non-consumer driven packaging. With these trends originating and developing from 2010 onwards, micro trends must be determined to make predictions as to how they have shaped the ethical beauty industry and how brands are re-

LIFESTYLE CHANGES Shift towards urban living, altering interaction channels with the rise of social media, decreased drinking levels amongst millennials and a surge in mindfulness and the need for moments of calm and reflection relating to lifestyle and purchase ENTREPRENEURIAL SPIRIT ALTERING WORKING HABITS Greater desire for collaborative and curative working environments and insubordination against austerity fatigue resulting in a rise in freelance work offering greater flexibility and a life of culture and travel (Casselman, 2018) MEDIA VIEWS ADVERTISING AND PUBLICITY FASHION, HYPES SUSTAINABILITY AWARENESS & ACCEPTANCE RISE OF DATING APPS CONSUMER BUYING PATTERNS BUYING ACCESS AND TRENDS SPEND RATHER THAN SAVE ECONOMY Millennial focus on experiential gain rather than future saving presenting the opportunity for businesses to tap into this with socially and sustainably rewarding products as well as services

ECHNOLOGICAL NEW TECHNOLOGIES IT and production technologies altering all aspects of the supply chain and the purchasing process itself , with new technologies such as drones and robots also presenting a machine vs human moral dilemma COMMUNICATION TECHNOLOGY Experiential shopping aided by continuing development of augmented reality, body scanning, touch-screen enhanced mirrors and virtual reality INTELLIGENT SOFTWARE Development of existing software, accompanied by changes in lifestyle, encouraging the rise of social media, influencers, blogs and vlogs, which brands also use to tap into this target audience TECHNOLOGY CONVERGENCE Convergence of computers and telecommunications producing smart phones, accommodating e-commerce and lifestyle apps AVAILABILITY OF EXISTING TECHNOLOGY E-COMMERCE & SHIFT TO ELECTRONIC PAYMENT Responding to consumer demands for convenience and speed with purchase resulting in brands switching entirely or partly to e-commerce and electronic payment methods TECHNOLOGY LEGISLATION & DATA PROTECTION GOVERNMENT RESEARCH SPENDING ENERGY USE & COSTS GREEN TECHNOLOGIES Electric cars and solar panels encouraging greener energy use in businesses and at home, whilst recycling and upcycling technologies in the fashion industry are extending the product life and obsolescence, and creating ‘zero-waste fashion’ (Bloom, 2018) SUSTAINABLE GARMENT INNOVATIONS Lab-grown leather, bacteria-based dyes, recycled and ocean plastic garments and new plant based fibers paving the way for new brands and existing high street brands to adopt and appeal to the increasingly conscious consumer

sponding to changing consumer demands. LSN’s micro trend forecasts present an undisputed shift in the beauty industry towards natural, fresh and honest brands that are offering alternative packaging and encouraging sustainable spending. This is driving the Gen Zero trend innovators and subsequent early majority to seek ethical and alternative methods of beauty consumption, presenting a gap in the market for Recharge to occupy and respond to the new ‘Refined Refillables’ microtrend (Houghton and Bishop, 2019). 121

GLOBAL SUSTAINABILITY

CLOTHES OFFERED FOR SALE BEFORE PRODUCTION

SUSTAINABLE RESOURCES - BOTTLES WITH LONGEVITY

LUXURY SECTOR RESPONDING

MILLENNIALS’ RESPONSIBLE WEALTH

HUMBLE GOODS TO EVERY DAY LUXURIES

IMPACT OF INVESTMENTS ON FUTURE

LAB-GROWN LUXURY

LONGER LIFE PACKAGE THAN PRODUCT

COMPOSTABLE QR CODES

MOULDED PAPER & CORN-BASED BIOPLASTIC RESPONSIBLE LEGACIES

COLLECTIVE INVESTMENTS

COMMUNICATING EXTRA INFORMATION TO CONSUMERS

‘DISDAIN TOWARDS OVERT MATERIALISM’

SUSTAINABILITY ADVICE

PRINTED ELECTRONICS

OXYGEN SCAVENGERS MOISTURE ABSORBERS & BARRIERS

BIODEGRADABLE BIOPLASTICS PRODUCTS PACKAGED INSIDE OTHER PRODUCTS

CONSUMER DRIVEN

CULTURE-LADEN

WEALTH CAUSING CHANGE

NANOMATERIALS

ANXIOUS AFFLUENT REFILL ZERO PACKAGING

SHARING ECONOMY

BIODEGRADABLE & NANOTECH PLASTICS

ELIMINATION OF UNNECESSARY PACKAGING

INCONSPICUOUS GOODS

LABGROWN FUR

PACKAGING TO BECOME SOMETHING USABLE WITH THE PRODUCT

RE-USE

LESS IS MORE

UNEASY AFFLUENCE

BRANDING & PACKAGING FUTURES WHOLE-SYSTEM THINKING

BEAUTY INDUSTRY: THE STATS

$135bn 2021

The global skincare product market is expected to reach with facial care forecast to show above-average growth (Yee, 2018)

Amazon’s health and personal care segment is predicting a year-on-year growth of (Bailey, 2018)

Searches for indie facial skincare (unique brands) grew by (Bailey, 2018)

659%

The natural beauty industry has witnessed exponential growth at 2018)

NEO-MATERIALISM

NATURAL CAPITALISM

AGRILOPOLIS LIVING

8.8%

year on year (Bailey,

The organic skincare sector is forecast to grow at a compound annual growth rate of between 2016 to

HUMAN SOCIETY & LIVING WORLD

WHOLE-SYSTEM THINKING

2025

VERTICAL FARMS The male grooming market is expected to grow at a compound annual growth rate of

GROWING UNDERGROUND 122

BIOSYNTHETICS

EKOCYCLE

DOLLAR VALUE ON ECOSYSTEM SERVICES

over the next 2 years to a value of

10%

(Yee, 2018)

ENVIRONMENTAL PROFIT & LOSS SYSTEM

OCEAN WASTE

31%

between 2016 and 2017

URBAN AGRICULTURE PLANETARY SCALE THINKING

$60.7bn

5.2%

(Bailey, 2018) 123

KEY CHANNELS

STRATEGIES

FREQUENCY/TACTICS

BENEFIT

Instagram

Awareness Desire

6 times a day 7am, 12pm, 2pm, 6pm, 7pm, 2am

efficient and cost-effective way of targeting the digitally native millennial and gen Z consumer groups posting product and interview series to evoke awareness of new product and desire to achieve goals set by interviewees and models

Loyalty app

Consideration Intention Conversion

'Wow Brows' app to encourage loyalty and view how consumers are engaging with the service

20,000 users regularly booking appointments shows effectiveness, which could be reproduced for Recharge with a loyalty and 'one touch refill' app

Events

Awareness Desire Conversion

pop-up shops, influencer hubs

generates a hype and talkability around the brand whilst ensuring existing and potential consumers view and (subconsciously) desire the product ability to create a sense of aspiration surrounding the brand whilst also educating consumers

Celebrity Endorsement /video

Desire Intention

Endemol Shine Beyond and Benefit collaborative YouTube channel fronted by presenters and influencers Fearne Cotton, Emily Hartridge and Sali Hughes

develops a lifestyle led communication channel with consumers and includes branded content potential to produce an educational and lifestyle channel surrounding sustainable living and using influencers and the brand's products

Instagram

Awareness Desire

Every 3-5 days

feed reflects the brand image and values showing product and press coverage to educate and promote a sense of desire excluding coverage from press releases, none of Recharge's direct competitors and few ethical beauty brands occupy channels outside of social media, thus presenting an opportunity for the brand to use its campaign strategy to differentiate itself in a crowded marketplace

HIGH SUSTAINABILITY

ODYLIQUE

PETIT VOUR

ORGLAMIX

RECHARGE THE NATURAL DEODORANT CO

TATA HARPER

TERRA BELLA BOX CLEAN BEAUTY CO

LUSH

NEAL’S YARD

ISLA APOTHECARY

KYRPIS LAUREL & REED

ALL PAI ODACITE

FRANK BODY

LOW PRICE

AESOP

HIGH PRICE

GLOSSIER

PIXI MALEE

ISLA APOTHECARY

BIRCHBOX

LOOK INCREDIBLE

COHORTED

GLOSSY BOX

LOW SUSTAINABILITY

FRANK BODY - INSTAGRAM INFLUENCERS Prior to their launch of their new coffee body scrub, the brand gifted micro-influencers who were asked to give their feedback to make it better and to share user-generated content to grow brand awareness (MintTwist, 2018). This created a sense of exclusivity and excitement surrounding the launch, with the hashtag TheFrankEffect making the brand viral.

BIRCHBOX - INFLUENCER & SUBSCRIBER EVENTS venue: London head office, collaboration brands’ stores target audience: existing natural skincare customers, influencers, potential consumers offering: beauty box products, candy bar, photo booth, educational trial bar STRENGTHS draw in influencers and potential consumers create a talking point and hype on social media create an element of exclusivity and therefore de sire offer more than the brand, an experience OPPORTUNITIES collaboration with beauty and sustainable brands influencer events DIY workshops refill pop-up shops community-led events

EFFECTIVENESS/ REPRODUCIBILITY

COMPETITOR

fig 30

fig 28

WEAKNESSES cost-intensive relies on collaboration could be viewed as elitist or female orientated THREATS lack of attendee to sales transition cost not covered by profits similar competitor events and insufficient differentiation

fig 31

DOLLAR SHAVE CLUB - VIRAL VIDEO The brand’s bootstrapped beta site launched in 2011, which provided $4,500 for the production of a video about Dollar Shave Club in 2012 (TradeGecko, 2018). The video immediately went viral, and the startup received more than 12,000 orders in

GLOSSIER - INSTAGRAM USER-GENERATED CONTENT Through engagement with micro-influencers, Glossier has created a template of their Instagram aesthetic for beauty influencers to replicate and spread. This therefore makes the products, what they stand for and their image aspirational, particularly as a result of their association with influencers.

the first two days (TradeGecko, 2018). The brand has expanded into more than 30 products across five categories, and promoted them with hundreds of funny videos for TV, YouTube and its own website (Trop, 2017).

NEAL’S YARD - WORKSHOP EVENT fig 29

venue: Covent Garden target audience: existing natural skincare customers offering: DIY workshops, natural beauty, de -stress, herbal remedies, aromatherapy STRENGTHS provide the consumer with knowledge regarding ingredients in beauty products power to consumer product transparency, which increases brand loyalty and authenticity OPPORTUNITIES community-led workshops workshops exclusively for subscribers or loyal customers ‘tupperware party’ workshops in local communities

124

fig 32 viral video 2012

WEAKNESSES relies on a knowledge -hungry consumer attendees may not subscribe or purchase THREATS lack of attendee to sales transition cost not covered by profits similar competitor events and insufficient differentiation

fig 33 video series 2018

125

DECADE EVOLUTION

VALUES CHARACTERISTICS

TURBULENT TEENS

DESIRES

VALUES CHARACTERISTICS

RURBANITES

DESIRES

VALUES CHARACTERISTICS

ASCETIC LUXURIANS

DESIRES

VALUES CHARACTERISTICS

WASTE WARRIORS

DESIRES

VALUES CHARACTERISTICS

SKINTHUSIASTS

DESIRES

BEAUTY BACKLASHERS

VALUES CHARACTERISTICS DESIRES

Meaningful work Self-reliance Contributing to ameliorating the world Digitalised, democratised anarconomy Exclusivity raises value Inclusive value goods Producer/consumer relationship Accomplishment from purchase Self-expression as entertainment

DIY rather than waiting Participation in everything digital Open-source innovation Turbulence aiding change Optimistic and imaginative Lean and sustainable companies Paving the way for the Roaring Sustainable 20s

20 and 30 somethings Grew up in an urbanised world Embracing localism Changing surroundings for the better Low-impact livers Shunning packaging and plastics Pure, organic and natural beauty Up-to-date trading and sourcing processes

Remedies, therapies and apothecaries Ethically sourced ingredients Holistic dedication to physical, social and mental wellbeing

Seeking meaning and fulfilment Shunning brand fetishisation Fatigued by hyper-commercialisation Adopting sustainable systems that give back to the planet Conscious lifestyle decisions Seek ways to express sophisticated tastes through meaningful and pleasurable experiences

Ethically driven Repelled by quick-fix sensationalism Engaging with brands that deliver a sense of personal meaning Drawn to curated retail environments with a finely tuned product selection Cherish technology for information, efficiency and entertainment

Motivated, disciplined and inventive Concerned citizens Striving for a zero-waste lifestyle Removing clutter from every day life Mindful approach to consumerism Making beauty products at home from scratch using natural and biodegradable products when time permits Packaging free soap

Using social media to educate followers Avoiding preservatives

Understanding scientific knowledge behind skincare Conscious purchasers and users Avoiding parabens Inquisitive Demanding efficacy over marketing and function over form Sceptical of pre-made product ingredients

Immune to beauty marketing buzzwords Empowering with matters such as age Testing products on different skin types Making products at home or purchasing green products Favouring transparency and brands that provide a lot of information about ingredients that can be further investigated by the consumer

Actively rejecting the prevailing narratives in the beauty industry Searching for brands that enable expression of love of skincare without compromising on principles Fighting against the crisis of conscience Avoiding false promises, dubious advertising practices, ethnically unrepresentative products and harmful ingredients Searching for products that don’t compromise ideals

Looking to return their skin biome to its natural state after years of over-cleansing Sceptical about the benefits of products and elaborate beauty routines endorsed by major brands Highlighting the negative impact of the mainstream beauty industry on gender and racial equality Buying few necessary natural and organic beauty products

DAY IN THE LIFE WAKE UP - 7AM

BATH

MORNING SKINCARE ROUTINE

BREAKFAST

They wake up in a minimalistic and zen-orientated bedroom

Each weekend, when time is less sparse and they have coun-

They use organic and ethically sourced shampoo and con-

Living a sustainable lifestyle is complimented by a healthy

at 7am every weekday and weekend in order to form a habitu-

terbalanced the use of more water by sustainable weekday

ditioner in the morning, accompanied by natural soap. This

and active one. Therefore they start her day with a nutritious

al routine for maximum productivity. Like their own lifestyle,

actions, they bathe to reflect on the past week and plan for

soap is bought in paper packaging rather than plastic coating

smoothie or breakfast bowl, made from organic and palm-oil

their bedroom is free from ‘clutter’ and unnecessary items,

the forthcoming week and the challenges that it will present

or plastic dispensers, and the shampoo is bought from pack-

free ingredients that they sources every Wednesday and Sat-

with only the necessities, complimented by O2-enhancing

with regard to cooperation, curation and sustainable-living.

age free or refillable suppliers, such as Lush. Many make their

urday from the local market.

greenery.

own products, and use a natural alternative to deodorant.

TRAVEL TO WORK/UNIVERSITY

WORK - OFFICE

WORK - PERSONAL SPACE

When they aren’t travelling or working from home, they aim

When working in the office, which is complimented by work

In order to verify this sense of curation and ensure it is more

They have a focus on contemplation and meaningful activi-

to cycle or use public transport to the office/university to re-

abroad or from home, they encourage a cooperative corpo-

than just an office activity, they eat their lunch every day

ty, which is facilitated by their personal space. This may be a

duce their carbon footprint. They impress the need for this

rate business structure. This curative nature is encouraging

with their co-workers in the office dining room. This lunch is

public place such as a park or cafe, or it may be a hidden or

habit amongst contemporaries and co-workers, who due to

businesses to collaborate ‘with peers, competitors and con-

provided on a rota system so that employees work as a team

private location. Regardless, this location is relied upon for

their growing understanding of the environment and their

sumers to produce solutions’ (Wallman & Jones, 2010). There-

both in and out of the office. The company is also switching

enriching activity and work, supported by curative business-

impact on it, are also beginning to adopt this mode of trans-

fore, the layout of the office compliments this flat hierarchy

its energy use to renewable sources by installing solar panels

es. They add sustainable beauty finds and organic skincare

port.

and allows for discussion amongst and between departments.

and green roofs to reduce its carbon footprint.

recipes to their blogs here to shared education & enrichment.

fig 34

GEN ZERO

PRIMARY RESEARCH From primary research of Gen Z females aged 18-23 the below statistics contribute for the formation of the Gen Zero target customer and emphasise the need for Recharge to cater for their desires and relieve their pains in both lifestyle and beauty purchasing choices.

believe that a balanced coexistence between people and their environment is important demonstrating a level of and willingness for environmental and societal sustainability amongst Gen Z

Affordability > function = Quality > price =

Purchasing from socially and ethically responsible businesses is good, according to market

of the target Only

are NOT aware of the environmental and societal consequences of their purchasing decision highlighting the need and gap in the market for Recharge to provide educational and transparent experiences Individual sustainable actions have impact on global issues, according to which makes Gen Z more inclined to make small lifestyle and purchasing changes to contribute to global sustainability 126

would NOT pay a higher price for sustainability

Convenience determines brand choice for purchase from sustainable brands predominantly to support their cause

WORK - TRAVEL

SOCIAL MEDIA AND PUBLICATIONS

EVENING SKINCARE ROUTINE

GO TO SLEEP - 11PM

Millennials are 23% more likely to travel abroad than Gener-

After work, the digitally native consumer updates their eth-

They use a homemade moisturiser in the evenings made from

Due to their desire to reduce spend on housing, they may own

ation Jones (Clark, 2016). Their travel allows for inspiration

ical blog. Like ‘stories behind things’, this blog explores the

a few raw materials sourced organically. Many also use a

a campervan, in which they will travel and sleep for half of the

to be gained in terms of both business and beauty ingredi-

alternatives to fast fashion and chemically laden beauty.

homemade toothpaste, which they learnt to make from eth-

year. They are also planning for a future of co-living, to re-

ents, heightening the trend of Bleisure (LSN, 2015). It also

Following this, they read publications which heighten their

ical beauty blogs that they endeavour to test and pass on to

duce their individual impact on the environment and encour-

increases awareness of the impact of plastic waste on the en-

desire to travel - National Geographic and Escapism Trav-

contemporaries as a sustainable and natural alternative.

age ‘a quality of life but also a social activation’ (Mairs,2016;

vironment in rivers and in seas, encouraging a move towards

el Magazine - and those which increase their sustainability

sustainable packaging as well as product purchase.

knowledge - Refix Magazine, A Green Beauty Magazine and

Frearson, 2016).

Sublime Magazine.

127

Branding is defined as a strategy utilised ‘to differentiate products and companies, and to build economic value for both the consumer and the brand owner’ (Pickton and Broderick, 2005, p. 242). Simplified, Branding is the process by which brand images get inside your head’ (Posner, 2015, p145). This is achieved through the coexistence and nurturing of brand identity, the outward trappings of the brand, and brand image, people’s perception of the brand (Masterson and Pickton, 2014). Identity is, therefore, on the sender’s side and specifies the brand’s meaning and message, whilst the image is both the result and interpretation of this from the consumer’s perspective (Kapferer, 2012). Brand identity is comprised of the below components and can be presented in multiple ways, such as brand onions or identity prisms (Masterson and Pickton, 2014) (appendix 1). The logo The product and services Packaging Retailing environment Windows and visual merchandising Promotion, advertising and PR Website, blog and social media Essentially, branding helps to differentiate between retailers and contributes to retail’s continued growth (Easey, 2009). The advantages of branding are listed below and explain why branding is of paramount importance to brands’ marketing and communications plans. High brand equity

BRAND BUILDING TOOLS AND OBJECTIVES CHOOSING BRAND ELEMENTS memorability brand name meaningfulness logo appeal symbol transferability character adaptability packaging protectability slogan

Increased product awareness levels Ability to charge a premium price Reduced susceptibility to price competition Competitive edge A basis for building consumer relationships Higher likelihood of repeat purchases Retail leverage Brand name pushing new product success Products with positive brand equity achieve the following customer-related benefits, maintained by the customer-brand equity model (Keller, 2008). Perception of better product or service performance Greater loyalty and less vulnerability to competition and marketing strategies Greater margins and more inelasticity to price increases and elasticity to price decreases Trade cooperation and support Marketing and communication effectiveness Opportunity for the successful licensing and brand extensions Achieving this customer-related benefits is critical in Recharge’s success, as the gaining of loyal customers will drive refill purchases, contributing to environmental sustainability and will encourage community manufacturing scheme signups, contributing to societal sustainability. The building of this customer-based equity is summarised in Keller’s (2008) diagram, which segregates the areas of consideration for Recharge into objectives, effects and benefits.

A primary and secondary logo allow for a dynamic presentation of brand image across all marketing and branding platforms. Both the brand name and letter R were experimented with to achieve a unique yet approachable logo to communicate to the Gen Zero consumer. The primary logo of the letter R adopts a leaf symbol around the letter’s stem to convey the image of a plant and emphasise the natural element of the brand. This was trialled in a number of fonts and lines, with the interconnected lines joining as one to represent the uniting of commu-

r r r

nities to work towards environmental and societal sustainability. To maintain alignment and consumer recall with the colour palette, this logo has been placed on the core colour background in a circle to represent the circular economy, with the letter in white representing purity of product. The secondary logo adopts the primary sans serif font and is in capital letters for maximum impact, with the full stop representing the brand putting a stop to overconsumption and plastic waste.

r r

BRANDING BENEFITS

CONSUMER KNOWLEDGE EFFECTS BRAND AWARENESS depth - recall, recognition breadth - purchase, consumption

r r r r

POSSIBLE OUTCOMES greater loyalty less vulnerability to competitive marketing actions and crises larger margins more elastic response to price decreases

DEVELOPING MARKETING PROGRAMS product - tangible and intangible benefits price - value perceptions distribution channels - integrate push and pull communications - mix and match options

BRAND ASSOCIATIONS strong - relevance, consistency favourable - desirable, deliverable unique - point-of-parity, point-of-differene

more inelastic response to price increases greater trade cooperation and support increased marketing communication efficiency and effectiveness

LEVERAGE OF SECONDARY ASSOCIATIONS company country of origin awareness channel of distribution meaningfulness other brands transferability endorsor event

possible licensing opportunities

DRAFTS

SELECTED

more favourable brand extension evaluation

your one stop refill shop

recharge your body, recharge your mind

save on plastic, it’s fantastic Figure 9, Keller, 2008

fill up and feel good recharge, refresh, and realise a better you

PRIMARY The primary and secondary fonts were selected based on the image and values intended to be portrayed by the brand on first sight, and the impact that this has on consumer interest and consideration. Both Serif and Sans Serif fonts were experimented with, using the R from the Recharge logo to accurately interpret the brand identity that this might portray. Serif typefaces are typically associated with classic, formal and established brands, whilst sans serif with modern, friendly, clean and minimal brands (Cousins, 2018). With the brand image being minimalistic and modern, and the target customer seeking clean, natural beauty, it was decided that sans serif was the most appropriate font type. Initially Ubuntu was selected as the font, however the range of heaviness offered with Futura made this the more appropriate font for the brand to provide it with a primary and secondary type. The numeric type was chosen primarily based on its aesthetic on the brand’s packaging, but also to adopt the established and reliable image given from serif fonts.

SECONDARY Futura Bold

recharge

a b c d e f g h i

recharge.

j k l m n o p q r

s t u v w x y z

Futura Medium

Futura PT Book Aa

a b c d e f g h i

j k l m n o p q r

Zapfino

a b c d e f g h i j k l

m n o p q r s t u v w

c l

d m

e n

f o

h i

RECHARGE RECHARGE.

Futura PT Light

x y z

128

Recharge

RECHARGE.

Recharge. reCHARGE rec harge 129

Perception of colour and its meaning is subjective and dependant on viewing conditions; illumination, background and size. Colour accuracy and communication in design is altered by user perception and subsequent description. Norman’s theories of constraint and Hutchins’ concept of scene analysis, display the way in which we form false expectations of colour-rendering between RGB and CMYK colour spaces (Henry, 2016). Bonnardel expands upon this by suggesting that although colours are easily detectable, they are difficult to reproduce and describe because we remember them to be more saturated than the original (Henry, 2016). Therefore, colour management methods such as Pantone are adopted in order to replace colour language limitations with universal values. In the design industry, there are strong links between colour accuracy and commercial success that render it a viable colour management solution in all aspects of the production process (Henry, 2016). It is therefore important to develop a consistent and limited colour palette for the brand to communicate the brand values and image with the consumer on a conscious and subconscious level.

3. selected

almost-neutrals

1. initial

2. refined

minimalist clean natural

feminine

“Colour has the ability to make us aware of what

modern refined earthy

we see, for nothing has meaning without colour” (Feisner, 2006, p.2). 130

131

The initial packaging adopted the brand’s sans serif font to reflect brand modernity and minimalism, and the circle to represent its contribution to the circular economy. Recycled plastic PET bottles were sourced, with natural and feminine colours on the labels. Despite this being a good starting point for packaging development, the brand’s identity was not sufficiently translated through the packaging due to the inconsistent colour palette and primary logo. It was decided that greater consistency and minimalism was necessary across the entire bottle and sachet range to appeal to the target customer.

COMPETITOR PRODUCT COMPOSITION In order to create a sustainable, natural and affordable product that meets the functionality of competitor products, an ingredient investigation was necessary during the product development phase of the brand. This provided guidance as to the most frequently and effectively used ingredients in each product in the range, allowing for local host city ingredients to be selected. From this, the core ingredients of beeswax, oats, sage, geranium and lavender, each of which is sourced from farms local to their host city. AESOP Cleanser Normal Skin Bergamot Rind, Chamomile Bud, White Clay, Parsley Seed Combination Skin Witch Hazel, Sage Leaf, Bergamot Rind, Chamomile Bud, Parsley Seed, Ylang Ylang, Salicylic Acid, Lactic Acid Dry Skin Chamomile Bud, White Clay, Bergamot Rind, Parsley Seed Oily Skin Parsley Seed, Ylang Ylang, Mandarin Rind Exfoliant Tea Tree Leaf, Walnut Shell, Aloe Vera, Lactic Acid, Fine Quartz, Rosemary Leaf Toner Witch Hazel, Niacinamide, Chamomile Bud, Sodium Gluconate, Panthenol, Green Tea Hydrater Normal Skin Juniper Berry, Ylang Ylang, Rose Petal, Bergamot Peel, Sage, Manderin, Lemon and Tangerine Rind, Chamomile, Panthenol, Magnesium Ascorbyl Phosphate, Sodium Lactate, Zinc, Combination Skin Witch Hazel, Sandalwood, Juniper Berry, Ylang Ylang, Manderin, Lemon and Tangerine Rind, Rose Petal, Bergamot Peel, Panthenol, Magnesium Ascorbyl Phosphate Dry Skin Sage, Zinc, Sandalwood, Neroli Blossom, Panthenol, Sage Leaf, Rosemary Leaf, Lavender Stem, Sodium Ascorbyl Phosphate, Frankincense, Tocopherol, Copper PCA, Bisabolol Oily Skin Juniper Berry, Ylang Ylang, Rose Petal, Bergamot Peel, Sandalwood, Neroli Blosson, Sodium Ascorbyl Phosphate, Panthenol, Magnesium Ascorbyl Phosphate, Sodium Lactate Shampoo Normal Rosemary Leaf, Cedarwood Bark, Juniper Berry Nurturing Grape Seed, Borage Seed, Fennel Seed Equalising Fennel Fruit, Eucalyptus Leaf, Mistletoe Leaf Volumising Fennel Seed, Peppermint Leaf, Rosemary Leaf Colour Protection Tangerine Rind, Panthenol, Hydrolyzed Oats Conditioner Normal Bergamot Mint, Cedarwood Bark, Lavendar Stem Nurturing Tocopherol, Sweet Almond, Shea Butter Volumising Bergamot Mint, Polyquaternium-67, Fennel Seed Colour Protection Tangerine Rind, Hydrolyzed Oats, Sunflower Seed INLIGHT BEAUTY (black glass to preserve ingredients in the sun) Cleanser Sesame seed oil, jojoba seed oil, olive fruit oil, coconut oil, beeswax, shea butter, lavender flower extract and oil, green tea leaf extract, lemon peel extract, rose hip fruit extract, clove flower oil, cypress leaf oil, evening primrose oil, rosemary leaf extract, ginger root extract, rosemary leaf oil. Linalool, eugenol, limonene, geraniol, isoeugenol

fig 35

ODYLIQUE (British) Soap Saponified virgin olive, castor oils, Saponified cocoa butter Body Moisturiser Aloe vera juice, Extra virgin olive oil, Raw Fairtrade shea butter, Herbal extracts of Chamomile, Calendula, Chickweed, St. John’s Wort and Rosemary, Non-palm plant glycerine, Plant origin moisturisers & emulsifiers, Sugar-cane alcohol Face Moisturiser Aloe vera juice, Rose flower water, Jojoba oil, Coconut oil, Raw Fairtrade shea butter, Coldpressed sunflower oil, Concentrated extracts of Rosehip, Rosemary and Sea buckthorn, Nonpalm plant glycerine, Essential oils of Geranium and Rose, Plant origin moisturisers & emulsifiers Aloe vera juice, Cold-pressed avocado oil, Extra virgin olive oil, Raw Fairtrade shea butter, Horsetail, Rosemary, Sea buckthorn, Non-palm plant glycerine, Essential oils of Bergamot* (bergaptene-free), Frankincense, Lavender, Orange (sweet) and Ylang ylang, Plant origin moisturisers & emulsifiers, Sugar-cane alcohol

The second stage of packaging development involved the design of boxes to hold each product set. Following feedback and focus group packaging trial, the aesthetic of the bottles was manipulated to ensure simple communication of product type and range, to allow for quick consumer refill. Whilst the boxes aid and are in alignment with this brand identity, they contradict the brand’s values and promise to the consumer of reducing unnecessary packaging. Alternative methods of collating product sets were therefore explored, with reusable Jute bags being selected as the most eco-friendly and aesthetically pleasing method of packaging.

CLEAN BEAUTY CO Toner 2 drops of tea tree oil, 10ml of rose water, 1 tablespoon of aloe vera gel Scrub 8 tablespoon of sugar, 2 tablespoons of mashed papaya, Juice of half a lemon, A dash of olive oil 1 tablespoon loose leaf green tea, 3 tablespoons brown sugar, 3 tablespoons coconut oil Face Mask 4 tablespoons of rice milk, 1 teaspoon white clay, 1 pinch of of turmeric powder, 3 bunched mint leaves 1/2 avocado, mashed, 1 tbsp honey, A handful of oats or oat bran SANS CEUTICALS (millennial orientated packaging, amber glass jars) Face Mask White clay, Rhassoul clay, Yarrow flower powder, Colloidal Oatmeal kernal meal, Rosehip seed powder, Lemon peel powder, Raspberry leaf powder, Clove bud powder, White Willow bark powder, Lemon balm powder, Vitamin E oil, Orris root powder Face Moisturiser Plum kernel oil, Raspberry seed oil, Cannabis sativa (Hemp) seed oil, Blueberry seed oil, Macadamia nut oil, Olive) oil, Rice Bran wax, Apricot kernel oil, Castor seed oil, Vitamin E oil, Blood Orange essential oil, Calendula flower extract, Lavender essential oil, Carrot seed oil, Citral, Geraniol, Limonene, Linalool

Following the elimination of the boxes from packaging, the compostable stand up pouches were introduced and designed. Both white and kraft pouches were prototyped, with the white matching the bottles and kraft the bags. It was decided through focus group feedback with the target customer that the kraft pouches look more natural, less clinical, and convey the brand identity most accurately. To maintain product alignment and consistency between the bottles and sachets, to facilitate recognisable product type and quick refill, the product sticker patterns were designed based on the number assigned to each skin type. It was important in this process to achieve a balance between the numbers looking like a pattern print and still being recognisable for the consumers’ journey around the store. The colour palette for these has been generated in alignment with that of the brand, with each colour representing a different product type. In the final stages of packaging development, NFC QR codes were designed and manufactured, to be installed on each bottle and refill pouch, allowing for consumers to learn more about each product, sign up for manufacturing experiences and with future development and funding, quick refill.

SAGE jekka’s herb farm

BRISTOL

OATS

BEESWAX

hamlyn’s of scotland

community beekeeping

EDINBURGH

132

5 5 5 5 5

5 5 5 5

5 5 5 5 5

5 5 5 5

5 5555 5555 5555

LONDON

GERANIUM

LAVENDER

delamere flower farm

yorkshire lavender

MANCHESTER

LEEDS

5 5 5 5 5

5 5 5 5

5 5 5 5 5

5 5 5 5

5 5 5 5 5

5 5 5 5

5 5 5 5 5

5 5 5 5

55 5 5 55555 55555 5

5 5 5 5

5 5555555 5555555 5555555 5 5

55 55 55 55 55 55 55 555555555555555555555 555555555555555555555 55 55 55 55 55 55 5 5

133

Recharge’s initial campaign imagery was inspired by the product photoshoot imagery of competitors Frank Body and Glossier. The models used are the brand’s target market of females aged 18-23, ensuring a sense of consumer relatability to the models and therefore the brand itself. If the target customer is aware of the brand’s use of like-minded and aspirational but achievable models, they are more likely to put their initial trust in the new brand. The photoshoot took place over two consecutive days, using the same product and mood board. However, due to the transition in environment, the photos produced on each day differ in exposure and saturation due to the relative lack of natural light on the second day. It will therefore be ensured that for all future Recharge shoots, the level of natural light will be controlled and artificial light will be manipulated to maintain a sense of cohesion between photographs. Furthermore, future shoots, supported by a greater budget, will cast a wider age range within the demographic, ethnicity and body type to ensure the brand’s diversity and inclusivity is translated. The purpose of the imagery is not only to display the use of the product, but also to convey the brand’s light-hearted, young and minimalist identity. This is communicated through the fun shots, which are complemented by the more serious Recharge Revolution shots, aiming to inspire Gen Zero to unite and join. Marks have been made over the photos in the style of a photography contact sheet in order to highlight key campaign imagery and eliminate the less effective of duplicates and less impactfully styles photos.

90% of the information our brains process is visual (Reux Design Co, 2018)

134

135

Marketing planning, to execute effective campaigns, provides direction and focus for the brand and is the most important fashion marketing task in achieving brand objectives (Easey, 2009; Kotler et al, 2013). The marketing strategy is developed within the brand’s corporate strategy, which “involves the formulation of a desired position for the organization in terms of how it wants to be seen by its different stakeholder groups” (Cornelissen, 2017, p. 110). The process can be summarised in terms of the marketing planning process and the communication programmes and campaigns process (Easey, 2009; Cornelissen, 2017). Each of the elements

An innovative strategy, as presented by Frankelius (2009), has been adopted in order to solely target the Gen Zero target market. The devotion of communication energy towards them through digital marketing channels allows for the greatest unique user to sale and signup rate. Through word of mouth, and also through a light adoption of traditional marketing innovation strategy, a potential older consumer will be reached with a higher level of disposable income and willingness to try new product. Based on this, the core mini projects of bricks and mortar, workshop events, videos and Instagram content have been selected, with each adopting owned, earned and paid promotion to ensure its effectiveness.

of the marketing planning process must be carefully considered, with the target market in mind in order to understand customers’ requirements, expectations, perceptions and satisfaction levels (Kotler et al, 2013). Percy and Rosenbaum-Elliott (2012) propose the implementation of a five-step strategic planning process for new brands. Whilst Kotler’s planning process focuses on the marketing plan itself, this process highlights the importance of understanding the customer themselves and using this to formulate a brand’s strategy (Percy and Rosenbaum-Elliott, 2012).

marketing strategy.

paid

owned

sponsored social media banner adverts

Vision

Reputation

influencer marketing

Mission statement

video promotion

1. Strategic intent

earned PR coverage

flagship store information website QR and AR Instagram channel Facebook channel YouTube channel

word of mouth/buzz viral coverage influencer engagement

Corporate objectives 2. Define communication objectives

Marketing objectives

3. Identify and prioritise target audiences

ENGAGEMENT STRATEGY

PROMOTIONAL STRATEGY awareness

Marketing audit INTERACT Marketing strategy

4. Identify themes message(s)

Marketing plan

5. Develop message styles

ENGAGE

Implementation 6. Develop a media strategy

DIGITAL MARKETING - SOCIAL MEDIA GUERILLA MARKETING GOOGLE ADWORDS

VIRAL MARKETING DIGITAL MARKETING - SOCIAL MEDIA SHARING WORD-OF-MOUTH

community manufacturing

launch event viral video

organic social media

digital advertising Evaluation and control

7. Prepare the budget

EMBRACE (B2C INTERACTION)

VIRAL MARKETING DIGITAL MARKETING - SOCIAL MEDIA

INFLUENCE

PUBLIC RELATIONS PERSONAL SELLING

consideration

press coverage

Figure 36, Cornelissen, 2017 Figure 37, Easey, 2009

Recharge’s marketing planning process (Percy and Rosenbaum-Elliott, 2012) 1.

select the target audience based upon the overall marketing strategy

understand how the target audience makes decisions in the category

determine the best positioning for the brand within its marketing communication

develop a communication strategy based upon the communication objective selected

set media strategy to deliver the message and satisfy the communication objectives

This is expanded upon by Fill (2013), who proposes that the marketing communications plan consists of context analysis; the context in which the marketing communications events occur, communications objectives; the role of promotional objectives, marketing communications strategy; target audience-orientated strategy, coordinated communication mix; key message to be conveyed, resources; human and financial, scheduling and implementation, evaluation and control, and feedback. A marketing campaign is a set of specific activities, which have a clear objective of changing behaviours and consists of objectives, strategies, channels, tactics, time periods and measurements. Objectives can be business, behavioural or intermediate and are guided by the acronym SMART (Fill, 2013). This requires brands to consider what is to be achieved, when, where and for which audience (Blythe, 2012). Specific Measurable Achievable Realistic Targeted Choosing the strategy and how best to achieve the brand’s objectives requires the use of a consumer funnel as a guide, which transitions from awareness to consideration, desire, intention and finally conversion.

Corporate objectives 1. improve sustainability awareness and the need for refillable purchasing 2. alter ethical stereotypes and provide accessible ethical beauty products 3. achieve coexistence between affordable prices and high-quality product 4. operate on a zero waste policy and reduce consumers’ plastic waste 5. unite city communities and develop a self-sufficient production model SMART marketing objectives Specific Communicate with Gen Zero consumers in their real and digital worlds and drive their awareness of the societal and environmental impact of their purchasing behaviour, and desire back to their planet by becoming educated and involved with their consumption habits. Measurable The brand’s marketing strategy aims to communicate the brand’s values and objectives sufficiently to Gen Zero to ensure that alongside its contribution to environmental and societal sustainability, the first year profit of £34,834.25 is achieved and built upon through loyal refill customers to reach a peak of £1,984,084.82 profit at the end of the third financial year. Achievable Through the brand’s carefully selected online and offline marketing strategies that meet the target customers’ desire and relieve their pains, creating strong B2C communication and relations. Realistic A spread of digital platforms, which have been proven by primary and secondary research to be the target customers’ most heavily used and influential channels, in addition to experiential

EDUCATE (ABOUT THE NEED TO CONSUME SUSTAINABLY AND HOW THE BRAND ACHIEVES THIS)

INSPIRE (TO ENCOURAGE REFILL AND MANUFACTURING LOYALTY)

NURTURE (LOYAL CONSUMERS)

GUERILLA MARKETING ADVERTISING EVENTS INFLUENCER GIFTING PERSONALISATION

offering, to convert consumer interest into action of initial and refill purchase and desire to be a part of the community manufacturing scheme. Time-bound Monthly reviews of all marketing strategies and their effectiveness, in addition to formal six-monthly reviews and audits

Meeting consumer needs

attention

interest

desire

action

direct marketing influencer marketing

paid social media

intention

video marketing

conversion sales promotion

DIRECT MARKETING LOYALTY REWARDS PERSONAL SELLING

STRENGTHS

WEAKNESSES

Communicating predominantly via Instagram, the target markets’ most frequently used social media app Combining organic and paid social media to achieve customer interest and desire Collaborating with influencers to heighten the sense of desire and assurance in the brand Breaking the divide between digital and real worlds through interactive marketing Cost-effective owned promotional strategies Experiential offering

Initial cost intensity of the store and community manufacturing centre Inability to achieve zero waste during the initial phases of marketing implementation Lack of ability for consumers with old iPhones or Androids to access the QR codes

Produce viral videos to maintain the level of buzz with existing consumers and continuously attract potential consumers Develop QR codes to include promotional features and quick refill Develop AR codes as the technology continues to be improved Increase paid posts and influencer collaborations as profit rises Secure regular press and influencers for workshop events Continue to open stores and community manufacturing centres in cities and more rural locations across the UK, widening the point of sale

Consumer inability or unwillingness to refill in London Insufficient workshop event of community manufacturing signups Insufficient profit or funding to maintain or expand the manufacturing centres Loss of interest in the YouTube channel post-viral video

OPPORTUNITIES 136

ADVERTISING FLAGSHIP STORE DIRECT MARKETING

desire

THREATS 137

Whilst it was initially proposed that the product be purchased online, due to the digitally native nature of the gen Z consumer, primary research has shown that this customer in fact favours in-store purchases due to their desire for experience with purchase, met by the interactive hotspots in store and events and schemes in city community centres. Furthermore, a website as a point-of-sale relies on shipping direct to consumer, conflicting the brand’s values and objectives to reduce carbon footprint. Therefore, the shop off Carnaby Street was selected as an appropriate location for the flagship store, due to it being consistently listed as one of the best shopping locations in London and housing stores visited frequently by the gen Z consumer. Whilst this makes the location cost-intensive to rent, at on average £50,000 pa, it is predicted that the footfall on Carnaby St will drive sales and in the long term provide a greater return on investment.

Carnaby St.

According to Cope and Maloney (2016), visual merchandising is the process of collecting, sorting, editing and displaying product to draw customers to retail spaces and persuade purchasing. This can be segregated into bricks and mortar (B&M), and online visual merchandising. For the purpose of this research B&M visual merchandising has be focused on due to the in-store nature of Recharge. “Instore visual merchandising is the process used to lead customers through them to stop at designated points and, hopefully, to make a purchase” (Morgan, 2016, p. 118). It is important to consider both macro and micro merchandising, which are simplified below (Pegler, 2012).

STORE LAYOUT

SIGNAGE

Micro: High level: store architecture, wallpaper, lighting, graphics, pictures, hotspot, colours and product positioning, atmosphere, the general feeling Eye level: mannequins (semi-realistic, realistic or abstract), hotspots, product positioning Ground level: equipment (props, tables, fixtures, counters, layout, store’s blueprint, density, flooring)

Morgan (2016) advises the use of four areas to define the floor area; platinum, gold, silver and bronze. The first area of the store is prime selling space and the level of importance diminishes as you move to the back of the store, the bronze area. The entrance and exit of the store determine the positioning of the platinum area, which is filled with the lower-priced, sale or promotional items to attract consumers (Morgan, 2016). Whilst Recharge will use this zone for personal selling, it will be limited due to the brand’s objective to reduce unnecessary overconsumption of beauty product. It is important to place staple products or experiential hotspots in the bronze zone to ensure that consumers are drawn to the back of the store past other product. Therefore, the Recharge Bar has been carefully positioned at the back of the store to draw consumers past potential refill product, prior to interacting with the AR codes in the bar. Clear directions past and through each of the zones ensures consumers browse, spend and return to the store. Footfall refers to the route a customer walks through the store, predisposed by the retailer (Pegler, 2012). Sight lines and focal points encourage consumers to explore the store. Whilst sight lines are imaginary lines that guide the customers to areas, focal points are in-store features, such as displays and interactive hotspots (Morgan, 2016). Sight lines can be used in the store to draw consumers directly to the focal point. Morgan (2016) proposes the use of linear wall space to guide consumers around the store if key products are positioned on linear fixtures. Therefore, consumers will be guided around the store by sight lines and linear wall space using the product numbering. Clever use of product adjacencies, placing products with empathy next to each other will reinforce the appearance of the area and give it authority (Morgan, 2016). Strait-line formation: brand affirmed windows Pyramid formations: show-pieced window Open back window: works well for high-level brands

of females aged whether

18-23 to

decide purchase

based on the layout and visual merchandising of 138

a store

according to primary research

60 48 48 40

C M Y K

53 37 51 26

C M Y K

39 29 29 08

C M Y K

35 29 36 08

C M Y K

06 09 10 00

LIGHTING

Macro: Location Product grouping Product allocation Live brand experience (environment change, experience change, emotion change) Store guide Commercials and advertising Entertainment factors (e.g., music) Art & creativity

The macros elements of the store’s VM are addressed in the store summary and layout, whilst micro merchandising is detailed through the use of visual images of the store itself.

C M Y K

MUSIC RetailRadio

DISPLAY FORMATIONS

by PlaylistGiants

straight-line shelf formations

329 songs

pyramid window & hotspot formations

INTERACTIVE HOTSPOTS

COLOUR

fig 38

The two universal styles of fixtures are mid-floor fixtures and linear fixtures (Morgan, 2016). Mid-floor fixtures are free-standing and can carry merchandise but also guide customers through the store. The store adopts linear fixtures of shelving and tables, with specialist features for the interactive hotspots. These are merchandised using horizontal and vertical symmetrical merchandising (Morgan, 2016). Morgan (2016) advises the use of signage to help orientate customers, which should be simple and informative to avoid customer confusion. The store will therefore simply direct consumers around the store numerically and with arrows, in addition to UV signage to draw consumers to interactive hotspots. “Lighting plays an integral part in any retail environment, whether it is used for highlighting an in-store focal point or simply to flood the fixtures with enough light so that customers can easily find what they are looking for” (Morgan, 2016, p. 178). The store has installed a track system, which has adjustable lamps provides the most flexibility with the array of lamp fittings, whilst spot fittings highlight an individual piece of merchandise and flood fittings give ambient light to a whole area (Morgan, 2016). Music is used instore to create image, perceptions, emotions, willingness to stay and browse, and purchase intentions. This adds to the ambience but must consider the style of merchandise and consumer to ensure they are not put off (Morgan, 2016). Solomon and Rabolt (2004) and Foxall et al (1998) propose that in-store environments have social and physical dimensions that provoke both conscious

and subconscious consumer behaviour. Foxall et al refer to merchandising features as behaviour triggering devices, whose common aim is “to increase visibility and appeal, and so increase the probability of a sale being made” (Foxall et al, 1998, p.197). Buttle (1984) describes this as the silent salesman, due to its ability to attract consumers’ momentary attention, prior to and at the point of sale, to persuade the purchasing decision. According to Foxall et al (1998), this ensures a dictated level of pre-purchase product exposure via compelling and informative material, which can subconsciously drive desire in the consumer and widen the gap between attitudes and intention, and actual behaviour. Kotler (1973) proposes the use of atmospherics as a method of translating consumer attitudes into behaviour, consisting of factors that can be manipulated within retail spaces to provoke concurrent emotional and behavioural responses in consumers. Donovan and Rossiter (1982) explain that rather than referring to the objective and social factors that form the store experience, atmospherics constitute the sensory reactions and subjective feelings that these factors cause. Mehrabian and Russell (1974) and Kotler (1973) propose a model in which emotional response to an environment is characterised in terms of pleasure, arousal and/or dominance, which can be manipulated to entice consumers in and encourage purchase. Furthermore, Zaltman (1965) claims that the consumers’ inner voice gives them the impression that they have made a conscious purchasing decision when it is, in fact, the context of the shopping experience and consumer characteristics that have led to subconscious decision making. This, Zaltman (1965) maintains, results in 95% of consumers’ decision making being in their subconscious mind. This can have both a positive and negative effect on the attitude-behaviour gap, depending on the individual consumer dynamics, with the subconscious being driven by the desire for good feelings (Zaltman, 1965). Therefore, Shen et al (2012) propose that a high level of consumer knowledge of ethical issues can too subconsciously impact purchasing behaviour and narrow the ethical purchasing gap.

of females aged 18-23 prefer to shop in-store rather than online

according to primary research

139

The workshop locations are based on the community manufacturing scheme venues, which have an even geographical spread across England and Scotland. It is anticipated that as the brand and community manufacturing scheme grows, so these venues will multiply and spread. Focussing on the manufacturing of products using the host city’s core local ingredient, the workshops offer actual and potential refill customers an insight into the brand’s transparency and manufacturing scheme. The target customer seeks the opportunity to use the store as their first meaningful interaction with the brand, which is furthered beyond the point of sale (Haber, 2018) Physical stores are now equal parts showrooms, “live product demo forums, experiential spaces, social gathering spots and sources of inspiration for customers’ social media photo shoots, stories and other content” (Haber, 2018). These in-person experiences influence the entire customer lifecycle making them more important than ever because if the consumer isn’t willing to engage with the brand offline, online marketing strategies’ effectiveness will be limited.

RISKS

SCHEDULE First Saturday of every month manufacturing teaching from community scheme employees

11:45 - 12:00pm Introduction to the day from community leaders 12:00 - 1:00pm Product preparation - Preparation of key ingredients for production 1:00 - 1:30pm Lunch - local food stalls/networking

SOLUTIONS

Insufficient signup rate

1:30 - 3:00pm Product manufacturing workshop

boost and broaden marketing for refill rewards associated with workshop attendance

Uneven distribution of workshop attendees across cities

heighten and lessen incentives and promotion in specific cities

Continuous workshop attendance with limited conversion rate to community employment schemes

create a system whereby consumers pay for product at workshops by working hours in their local community manufacturing centre

Lack of influencer interest in voluntary talks and Q&A

offer gifting in return for collaboration, which will subsequently drive earned influencer social media coverage

Oversubscription of events leading to consumer dissatisfaction

11:00 - 11:45am Arrival - Recharge bar drink and sample of city’s local product

LONDON

3:00 - 3:30pm Talk - The waste cycle

BEESWAX

3:30 - 5:00pm Product pouch packaging and bottle design 5:00pm Organic cocktail masterclass/networking

BRISTOL

SAGE

increase the frequency of workshops to once a fortnight

MANCHESTER

GERNANIUM

OPPORTUNITIES Expansion across a wider geographical spread and subsequently local ingredient sourcing Increase of workshop frequency with popularity Introduction of additional social media competitions and interactive experiences driving desire for signup Competition prizes involving press events and the manufacturing scheme itself

LEEDS

existing manufacturing centre worktop and chairs

LAVENDER Neal’s Yard workshop invites and itineraries

recreational area for networking during and post-event

EDINBURGH

OATS inspiration for Recharge’s lanyards and reward cards

140

Recharge bar

consistent features across all workshop venues 141

YouTube Video

RE CHARGE

of females aged 18-23 are more influenced by digital than print campaigns

RE FILL

WE WORK

according to primary research

RE WORK

RISKS

JOIN THE RECHARGE REVOLUTION

SOLUTIONS

Insufficient maintained video series following

paid promotion of the series and inclusion of influencers in selected videos to maintain a consistent following

Lack of attendee willingness to be featured in the video series

rewards attendee participation with product gifting and personalised bottles

Insufficient sharing of viral video across social media

drive sharing with the #rechargerevolution and competition incentives

Low click-through rate from AR video to signup

make alterations to the app to highlight the brand attributes

Unequal distribution rate of AR merchandise between cities

shift stock from successful locations to those with a lesser distribution rate

@recharge_beauty

mirror merchandise manufacturing

With YouTube being gen Z’s most heavily used website and 60% of the consumer group favouring the platform for educational purposes, the viral video and video series are appropriate methods of communication and persuasion. The video series consisted of motivational shorts during initial development, encouraging Gen Zero to join the Recharge Revolution through the use of relatable models. The development of the workshop events and competitor analysis allowed for an understanding of the strong B2C relationship created through the brand’s YouTube channel and their regular posting of videos. The series has then been developed to focus on coverage, backstage access and exclusive content from the workshop events, not only to encourage the target customer to sign up but also to provide an educational platform for Gen Zero to learn about how to live a sustainable and affordable life. These are shot, produced and published on the brand’s channel on a monthly basis, creating 142

a regular and dedicated following and generating a buzz around the channel in the lead up to its release. With the channel being the brand’s owned endorsement and footage being unpaid, this is also a cost-effective promotional method for the brand, allowing for budget to be allocated to paid areas of the campaign. The viral video uses more of the brand’s marketing budget through its dissemination across paid channels, to transmit the brand’s vision and purpose prior to the launch party. This marketing strategy has been inspired by the success of Dollar Shave Club’s initial viral video in 2012, which drove the brands initial 12,000 orders in the first two days of release (TradeGecko, 2018). With the target demographic being similar, and budgets aligning the effectiveness of this marketing strategy, providing the youthful and storytelling tactics are adopted, can somewhat be predicted and risks can be identified and mitigated (Trivedi, 2017).

Previews of the viral video are disseminated across social media, using organic and paid posting, the viral nature of which encourages and facilitates engagement and sharing. In addition, Augmented Reality codes are developed during the brand’s research and development stages to facilitate the scanning and watching of the viral video on branded merchandise. With the target customer seeking experience, novelty and interactivity with the brand, the AR codes meet their needs whilst responding to changing trends in technology and remaining differentiated in a crowded marketplace. It was initially proposed that these codes be installed on digital billboards across the community manufacturing scheme’s host cities. However, this promotional method is cost-intensive to appear in the desired location and does not have a high assurance that the target customer is reached. Merchandise dissemination across university campuses of the brand’s host cities is, therefore, a more effective method of directly engaging with females aged 18-23. The novelty of the merchandise also drives consumer engagement, which is selected based on its reusability for the target customer (mirror and coffee cup).

OPPORTUNITIES

Frequently collaborate with influencers on the YouTube channel Create a new viral video following the success of the initial video Offer alternative merchandise and spread distribution beyond host cities Include additional interactive hotposts displaying videos across the flagship store 143

of females aged

18-23 are more influenced

Tapscott (1997) is credited as the first academic to acknowledge the term digital economy. In modern-day society, this has revolutionised how, when and where consumers engage with brands and their products and services (Narver and Slater, 1990). Mesenbourg (2001) segregates this into three main components: 1. Supporting infrastructure: computer equipment, computer programmes, network connectivity and telecommunications 2. E-business: the conduct of business over computer-mediated networks 3. E-commerce: the transfer or exchange of goods or services Oxford Economics (2015) identified that the key trends in the rapidly evolving digital economy affecting marketing operations are: Mobile communications: e-Marketer estimates that 4.3 billion of the world’s population use mobile phones Business intelligence: the wealth of data now available allows much more precise, strategic decision-making Cloud computing: the cloud gives more flexibility to respond to marketing opportunities, improves the accessibility of businesses and brands and ease of business operations Social media: now a cultural phenomenon, social media is used by consumers to comment on their experience of goods and services and provide new promotional and research resources for marketers to understand and communicate with their target and potential consumers The key properties of digital communication in modern-day society are fragmented attention, radical interactivity and instrumentality (Deighton & Barwise, 2002). Fragmented attention refers to the segmentation of audiences based on their individual preferences, which challenges brands to integrate their message across these channels to create a common culture (Deighton & Barwise, 2002). Radical interactivity is the use of digital communication to facilitate B2C dialogue and feedback with minimal cost (Deighton & Barwise, 2002). It is important to brands to focus on building intimacy, creating relationships and cultivating communities whilst facilitation radical interactivity. Finally, instrumentality refers to the gathering, processing and analysing of website information as a method of revealing new markets and segments, and new ways of producing and distributing goods and services more profitably (Deighton & Barwise, 2002). It is also important for Recharge to consider digital strategies, channels and tactics when planning its marketing strategy and promoting its product (Deighton & Barwise, 2002). Digital interactive media can be segregated into the following distinctive properties: broadcast to addressable media addressable to interactive media

Goal-orientated mindsets (Dholakia & Bagazzi, 2002): Deliberative - intent on collecting and processing information, associated with problem-identification, information search and decision making stages of consumer behaviour Implemental - action-focused and post-decision to facilitate goal attainment. Experiential mindsets (Dholakia & Bagazzi, 2002): consumers are focused on experiences themselves, without a specific purpose Exploratory - seek new experiences and satisfy their curiosity Hedonic - focus on the sensory elements of their experiences According to Solomon and Rabolt, consumer behaviour is “the study of the processes involved when individuals or groups select, purchase, use, or dispose of products, services, ideas, or experiences to satisfy needs and desires” (Solomon and Rabolt, 2004, p.23). Foxall et al (1998) note that to understand consumer behaviour, the conscious and subconscious nature of consumers’ decisions must be taken into consideration. Solomon (2018) recognises that contemporary researchers and marketers consider consumer behaviour to be a complex and ongoing process, in which the consumer and each of the variables driving purchasing decisions must be understood. This builds upon Dickson’s (2000) proposition that consumer behaviour and social psychological theories are dominated by the hierarchical relationship between values, attitudes and behaviours. Foxall et al (1998) suggest that rather than a one-way association between attitudes and behaviour, a multi-dimensional model where attitudes both affect and are affected by behaviour is most appropriate to understand the attitude-behaviour consistency. In this case, information, reason and experience can be referred to as context, and affect is attitude, the culmination of which drive behaviour (Foxall et al, 1998). Sheppard et al (1988) support the use of this simplified model to test whether consumers’ cognitive and behavioural outcomes are consistent, providing it is utilised within carefully described constraints. It can be assumed that inconsistencies between the translation of beliefs to behaviour result in the emergence of a gap, referred to by Solomon (2018) as the attitude-behaviour gap, and in the case of slow fashion purchasing by Nicholls and Lee (2006) as the ethical purchasing gap.

It is useful for the brand to understand the features of digital interactive media in order to adopt them and respond to changing trends and consumer needs (Deighton & Barwise, 2002): Any-to-any (not one-to-many) communication B2C communication and community digital communication and advising The internet allows any participant to interact with any other Consumers can collaborate, caution others, complain etc Content can be perpetually fresh Continuous updating of the Instagram channel to remain relevant and exciting Content is not fixed and can be refreshed continuously Out of stock items can be removed and prices revised in line with demand and supply Communities can form, unbounded by space or time Transition of the brands communities centres from the real to the digital world to heighten the relationship and broaden the scope Individuals can link themselves to others with related interests, and access the links those others have created Networks can form faster than ever before Digital interactivity redefines privacy and identity The internet allows privacy and identity to be decoupled A web-user can remain anonymous but use a constructed persona to receive tailored communications. Interactivity enables hyper impulsivity The guidance of consumers from the social media platforms to the sign up website and experiences themselves The consumer journey from awareness to desire, transaction and payment can happen in a much more closely joined together sequence

directly by influencers than the marketing campaigns of the brands that they’re promoting

of Gen Z are more likely to

according to primary research

purchase from a brand that they’ve seen advertised/promoted on social media

according to primary research

step one. follow @recharge_beauty

step two. like your city’s workshop post

step three. tag your #rechargerevolution babe

step four. post and geotag your city

#RECHARGEREVOLUTION

Dholakia & Bagazzi (2002) recommend that marketers understand consumer mindsets in the digital environment to create cues to modify consumer behaviour. This allows for a consideration of consumer behaviour in the digital environment and encompasses cognitive-orientations from experiential at one end, to goal-oriented at the other (Dholakia & Bagazzi, 2002).

interactive to digital interactive media Interactive to digital interactive media has been primarily focussed upon in Recharge’s marketing strategy through its integration of selling, enticement and engagement into one seamless whole, with no handing off to a second stage salesperson or retailer. This creates a responsive cycle of send and receive across the brand’s channels allows for the measurement of an integrated marketing strategy. The internet, and particularly social media, enables this interactive marketing to combine both mass scale and individual responsiveness, making Instagram the appropriate platform for this communication.

FOR A CHANCE TO WIN... a free refill a personalised 500ml bottle hair and skincare bundles worth

144

£100

145

research innovation development

COMPETITOR FINANCIAL STATEMENTS BEAUTY COMMUNITY PLC

End of financial year 2017 (The Securities and Exchange Commission, 2018)

COST/EXPENSES

QUANTIFICATION

VALUE

TRADE

12 mo

$ 106,734,143.95

EMPLOYEE BENEFITS

12 mo

$ 1,557,657.96

GENERAL & ADMINISTRATION

12 mo

$280,085,833.09

SALES EQUIPMENT

12 mo

$89,669.65

INVENTORIES

12 mo

$45,211,095.01

INCOME TAX

12 mo

$177,839,471.27

The two beauty companies were chosen to evaluate and provide a competitor-based pricing strategy based on their positioning within the beauty and subscription sectors. Beauty Community’s financial statement provides guidance as to the marketing and technology expenditure by a successful PLC, whilst also giving an insight into their variable costs of interest and taxes. What can be taken from this is the need to use the statistics as guidance in terms of weighting between expenditures and a three year goal, profit permitting.

production

£17,750

£128,050

QUANTIFICATION

VALUE

MARKETING

12 mo

$356,217

MERCHANDISING

12 mo

$ 1,096.4

GENERAL & ADMINISTRATION

12 mo

$1,287,232

PROPERTY & EQUIPMENT

12 mo

$1,189,453

CAPITAL EXPENDITURE

12 mo

$440,714

INCOME TAX

12 mo

Ulta Beauty, being a smaller beauty company, provides a more accurate representation of Recharge’s proposed financial statement, with marketing expenditure sitting at £276,598 for the year and property and equipment costing £923,598. Whilst the figures for each company were published in dollars, the similarity between the US and UK economic climates allow for a conversion to pounds to provide a sufficiently accurate figure. Due to the limited availability and accuracy of start-up beauty brand’s financial statements, pricing and costing figures are primarily based on wholesale pricing and desired profit and margin (costbased pricing).

$231,625

Area

Product (250ml) Skin type

Face

RETURN ON INVESTMENT

The nature of competition in the market COMPETITION RELATED

FACE COMPETITION

Joint or related demand for products

KEEP COMPETITORS AWAY

The nature of the product

ACHIEVE QUALITY LEADERSHIP BY PRICING

Other members of the distribution channel

ELIMINATE COMPETITORS

CONSUMER RELATED

WIN CONSUMER CONFIDENCE SATISFY CONSUMERS

Government policy and distribution INTERNAL The ability to control costs Other elements of the marketing mix

12.5

7.5

12.5

7.5

1 in 40 ppl told + organic 1.002

Bottle

Set

Refill bottle

Refill set

Year 2 Hair Month 1

SALE RELATED

TARGET MARKET SHARE INCREASE IN MARKET SHARE

OTHER

MARKET PENETRATION PROMOTE A NEW PRODUCT MAINTAIN IMAGE AND REPUTATION IN THE MARKET MARKET SKIMMING

146

The product range GAINS Capital Funding: lenders, equity holders, debt (bonds), equity (stock), bank loan (EU funding), collaboration (internal funding)

(Easey, 1995)

Set

Refill bottle

Refill set

796

607

Year 3 Hair Month 1

Bottle

Set

Refill bottle

161

1429

Refill set 621

Month 2

980

658

Month 2

169

1590

674

103

100

Month 3

1079

709

Month 3

178

1760

726

Month 4

158

150

Month 4

104

1183

761

Month 4

187

1938

779

Month 5

216

201

Month 5

109

1292

812

Month 5

196

2124

832

Month 6

276

251

Month 6

115

1407

864

Month 6

206

2320

885

Month 7

340

302

Month 7

120

1527

915

Month 7

216

2526

938

Month 8

407

352

Month 8

126

1653

967

Month 8

227

2742

991

Month 9

477

403

Month 9

133

1786

1019

Month 9

238

2969

1044

Month 10

551

454

Month 10

139

1925

1071

Month 10

250

3207

1097

629

505

Month 11

Month 12

710

556

Month 12

Total Units:

Month 11

796

607

796

3322

£9,948.20

£21,232.55

£5,968.92

£66,441.99

Refill bottle

Refill set

TurnOver

Year 1 Face

Bottle

Set

Month 1

Month 2

Month 3

100

205

30 60

146

Total Units: TurnOver

Year 2 Face

2072

1123

154

2225

1176

1429

621

17924

10682

£17,865.55

£21,747.77

£134,432.42

£213,648.86

Month 11 Month 12 Total Units: TurnOver

263

3457

1151

276

3720

1204

2567

636

29784

10942

£32,083.95

£22,275.50

£223,380.36

£218,833.21

Refill set

Bottle

Set

Refill bottle

Refill set

Year 3 Face

Bottle

Set

Refill bottle

Month 1

1592

607

Month 1

161

2858

1243

Month 2

1960

637

Month 2

169

3181

1306

Month 3

2158

668

Month 3

178

3520

1369

Month 4

315

Month 4

104

2366

699

Month 4

187

3875

1432

Month 5

431

120

Month 5

109

2584

730

Month 5

196

4249

1495

Month 6

553

151

Month 6

115

2813

761

Month 6

206

4641

1559

Month 7

680

181

Month 7

120

3054

792

Month 7

216

5052

1622

Month 8

814

211

Month 8

126

3307

823

Month 8

227

5484

1686

Month 9

955

242

Month 9

133

3572

854

Month 9

238

5938

1750

Month 10

1103

272

Month 10

139

3851

885

Month 10

250

6415

1814

Month 11

1258

303

Month 11

146

4143

917

Month 11

263

6915

1878

Month 12

1421

333

Month 12

154

4450

948

Month 12

276

7440

1942

Total Units:

796

364

7834

1993

1429

373

35849

9321

2567

382

59568

19095

£11,937.84

£14,559.46

£78,342.53

£49,831.49

£21,438.65

£14,912.76

£358,486.46

£233,033.95

£38,500.74

£15,274.63

£595,680.96

£477,377.39

TurnOver

Year 1 Body Month 1

Total Units: TurnOver

Bottle

Set

Total Units: TurnOver

one person recommends to another One inperson Two people recommend to another

Refill bottle

Refill set

Year 2 Body Month 1

one person recommends One in Two to another peopleperson recommend to another

Bottle

Set

Refill bottle

Refill set

Year 3 Body

Bottle

Set

Refill bottle

1592

607

Month 1

161

2858

Refill set 1243

Month 2

100

Month 2

1960

639

Month 2

169

3181

1312

Month 3

205

120

Month 3

2158

671

Month 3

178

3520

1381

Month 4

315

180

Month 4

104

2366

703

Month 4

187

3875

1451

Month 5

431

241

Month 5

109

2584

736

Month 5

196

4249

1520

Month 6

553

301

Month 6

115

2813

768

Month 6

206

4641

1590

Month 7

680

362

Month 7

120

3054

801

Month 7

216

5052

1660

Month 8

814

423

Month 8

126

3307

833

Month 8

227

5484

1730

Month 9

955

483

Month 9

133

3572

866

Month 9

238

5938

1800

Month 10

1103

544

Month 10

139

3851

899

Month 10

250

6415

1870

Month 11

1258

605

Month 11

146

4143

932

Month 11

263

6915

Month 12

1421

667

Month 12

154

4450

964

Month 12

276

7440

2011

Total Units:

796

364

15669

7973

1429

391

35849

9419

2567

419

59568

19505

£9,948.20

£12,739.53

£117,513.80

£159,460.77

£17,865.55

£13,673.75

£268,864.85

£188,383.21

£32,083.95

£14,676.48

£446,760.72

£390,107.93

Total Units Sold

2388

1335

24299

13288

Total Units Sold

4288

1385

89622

29423

Total Units Sold

7700

1438

148920

49542

Total per product

£31,834.25

£48,531.54

£201,825.25

£275,734.24

Total per product

£57,169.74

£50,334.28

£761,783.73

£635,066.02

Total per product

£102,668.65

£52,226.60

£1,265,822.04

£1,086,318.54

Year 3 total turnover

£2,507,035.82

TurnOver

Cash-flows: selling price, advertising, commission, membership fee

Bottle

Month 3

one person recommends One into4 another people recommend person to another

SALES GROWTH

£70,425

Refill pouch individual price Refill pouch set price 40

Body

Month 1

EXTERNAL

Hair

Year 1 Hair

CONSIDERATIONS

Initial bottle individual price Initial bottle set price

1.05

PROFIT RELATED

£188,466

Recharge’s financial statement has been curated using guidance from competitor statements, primary research and cost analysis. A cost analysis of each mini project and key development outgoings provides the statistics to compare with predicted sales over the three years, to allow for accurate yearly turnover, costs and profit forecasts. The forecast figures allow for organic growth from the integrated marketing strategy, as well as word of mouth recommendations as more consumers join the recharge revolution. The refill rates are based on the prior month’s sales, with an initial purchase of 50 bottles in month one. This is a minimum and its expected that figures could exceed this with the success of the launch party and viral video. The predicted average refill rate of monthly for hair and bi-monthly for face and body, with the revenue stream emphasising the importance of loyal refill customers, as addressed in the Recharge business model.

1 in 20ppl told

PROFIT MAXIMISATION

marketing

£522,951

COST/EXPENSES

OBJECTIVES

£118,260

End of financial year 2017 (Ulta Beauty, 2018)

ULTA BEAUTY

staff costs

store overheads

Year 1 Totals:

Total Units: TurnOver

Year 2 Totals:

Total Units: TurnOver

Year 3 Totals:

Year 1 total turnover

£557,925.28

Year 2 total turnover

Total Costs

£522,951.00

Total Costs

£522,951.00

Total Costs

Profit

£981,402.77

Profit

£34,974.28

1940

£1,504,353.77

£522,951.00 £1,984,084.82

147

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(Accessed: 26/04/19). Available from: https://www.jekkas.com/pages/jekkas-open-days Day out with the kids. 2019. Yorkshire Lavendar. (Online). (Accessed: 26/04/19). Available from: https://www.dayoutwiththekids.co.uk/yorkshire-lavender Delamere Flower Farm. 2019. Delamere Flower Farm Facebook. (Online). (Accessed: 26/04/19). Available from: https://www.facebook.com/delamereflowerfarm/photos/d41d8cd9/1952060741705029/ Hamlyns. 2019. How we produce our oats. (Online). (Accessed: 26/04/19). Available from: https://hamlynsoats.co.uk/about/production/ Figure 12: Obby. 2019. Ethical beauty workshop. (Online). (Accessed: 26/04/19). Available from: https://obby.co.uk/classes/health-and-beauty/beauty-products/ bezalel-ethical-beauty-workshop-1508341850 Neal’s Yard. 2019. Workshops at Neal’s Yard Remedies Beverley. (Online). (Accessed: 26/04/19). Available from: https://www.nealsyardremediesbeverley. co.uk/workshops/ Obby. 2019. ByBi beauty workshop. (Online). (Accessed: 26/04/19). Available from: https://obby.co.uk/classes/health-and-beauty/beauty-products/bybi-beauty-balm-workshop--lululemon-1509449012 Bonart. 2019. Skin care DIY workshop. (Online). (Accessed: 26/04/19). Available from: http://www.bonart-hk.com/workshops-skin-care-diy/ Figure 13: Kiss Clipart. 2019. Iphone, Technology. (Online). (Accessed: 26/04/19). Available from: https://www.kissclipart.com/samsung-galaxy-blank-screen-clipartgoogle-allo-st-knd2jn/ N.B. same iPhone template used henceforth Figure 14: Teen Vogue. 2019. Beauty. (Online). (Accessed: 30/04/19). Available from: https://www.teenvogue.com/search?q=beauty Kristen Leo. 2016. August Favourites! Ethical Fashion and Vegan Beauty. (Online). (Accessed: 30/04/19). Available from: https://www.youtube.com/ watch?v=aOpmmQMdSFQ&t=337s Figure 15: Lander, R. 2018. A Guide To The UK’s Cutest Ethical Beauty Salons. (Online). (Accessed: 30/04/19). Available from: https://www.refinery29.com/ en-gb/ethical-beauty-salons-uk Figure 16: Mackenzie, M. 2018. How to Tell If You’re Overwashing Your Face. (Online). (Accessed: 12/04/19). Available from: https://www.allure.com/story/over-washing-your-face-symptoms Cochrane, C.J. 2016. 5 celebrities you didn’t know have rosacea plus 5 products to help. (Online). (Accessed: 12/04/19). Available from: https://www.healthista.com/5-celebrities-with-rosacea-and-what-to-do-about-it/ Costa Craft Beauty. 2019. DIY Beauty Bars and Workshops. (Online). (Accessed: 12/04/19). Available from: https://www.costacraftbeauty.com/pages/workshop Figure 17: Recharge Beauty. 2019. Recharge Beauty YouTube channel. (Online). (Accessed: 12/04/19). Available from: https://www.youtube.com/channel/ UCnzf-g99SRW0JzPtFwMdZZg Figure 18: GymFlex. 2019. UK Coverage. (Online). (Accessed: 12/04/19). Available from: https://www.gymflex.co.uk/uk-coverage.php PurePNG. 2019. Phone in Hand. (Online). (Accessed: 12/04/19). 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Figure 19: Besmacc. 2019. Instagram screenshot 1. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/besmacc/?hl=en Besmacc. 2019. Instagram screenshot 2. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/besmacc/?hl=en Thingsthatgrowblog. 2019. Instagram screenshot 1. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/thingsthatgrowblog/?hl=en Thingsthatgrowblog. 2019. Instagram screenshot 2. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/thingsthatgrowblog/?hl=en Demicolleen. 2019. Instagram screenshot 1. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/demicolleen/?hl=en Demicolleen. 2019. Instagram screenshot 2. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/demicolleen/?hl=en Veganbeautygirl. 2019. Instagram screenshot 1. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/veganbeautygirl/?hl=en Veganbeautygirl. 2019. Instagram screenshot 2. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/veganbeautygirl/?hl=en Crueltyfreebecky. 2019. Instagram screenshot 1. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/crueltyfreebecky/?hl=en Crueltyfreebecky. 2019. Instagram screenshot 2. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/crueltyfreebecky/?hl=en

I’VE

Figure 20: adapted from Kapferer, J. 2012. The new strategic brand management: advanced insights and strategic thinking. 5th edn. London: Kogan Page Figure 21: adapted from Keller, K. L. 2008. Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 3rd edn. Harlow: Pearson Education Figure 22: adapted from Posner, H. 2011. Marketing fashion. London: Laurence King Figure 23: adapted from Posner, H. 2011. Marketing fashion. London: Laurence King Figure 24: adapted from Kapferer, J.N. 2004. The new strategic brand management: creating and sustaining brand equity long term. 3rd edn. London: Kogan Page Figure 25: Adidas. 2018. Official Adidas. (Online). (Accessed: 29/11/18). Available from: https://www.adidas.co.uk/ Trek. 2016. Patagonia Logo. (Online). (Accessed: 29/11/18). Available from: http://trekstorebattlecreek.com/patagonia-logo/ Bresciani, A. 2015. Asos. (Online). (Accessed: 29/11/18). Available from: https://www.alessiobresciani.com/foresight-strategy/51-mission-statement-examples-from-the-worlds-best-companies/ Bresciani, A. 2015. L’Oreal. (Online). (Accessed: 29/11/18). Available from: https://www.alessiobresciani.com/foresight-strategy/51-mission-statement-examples-from-the-worlds-best-companies/

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Figure 26: adopted from Aaker, D. A. 1996. Building Strong Brands. New York: The Free Press Figure 27: adopted from Aaker, D. A. 1996. Building Strong Brands. New York: The Free Press Figure 28: Birchbox. 2018. Inspiration. (Online). (Accessed: 29/11/18). Available from: https://www.birchbox.co.uk/features Figure 29: Neal’s Yard. 2019. Workshops. (Online). (Accessed: 29/11/18). Available from: https://www.nealsyardremedies.com/course-categories/workshops/ Figure 30: Frank Bod. 2019. Instagram screenshot. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/frank_bod/?hl=en Figure 31: Glossier. 2019. Instagram screenshot. (Online). (Accessed: 06/04/19). Available from: https://www.instagram.com/glossier/?hl=en Figure 32: Dollar Shave Club. 2012. DollarShaveClub.com - Our Blades Are F***ing Great. (Online). (Accessed: 14/12/18). Available from: https://www.youtube.com/watch?v=ZUG9qYTJMsI Figure 33: Dollar Shave Club. 2018. Get Ready | Dollar Shave Club. (Online). (Accessed: 14/12/18). Available from: https://www.youtube.com/watch?v=QEU-MAZRhJs Figure 34: Moon to Moon. 2015. White Walls and House Plants. (Online). (Accessed: 25/10/18). Available from: http://frommoontomoon.blogspot.co.uk/2015/01/ white-walls-and-house-plants.html Dunelm. 2017. Ideas & Advice. (Online). (Accessed: 25/10/18). Available from: http://www.dunelm.com/info/ideas-and-advice Bailey, E. 2018. Male Grooming. (Online). (Accessed: 25/10/18). Available from: https://0-www-wgsn-com.wam.leeds.ac.uk/content/board_viewer/#/78456/page/1 Very Breakfast. 2016. Avocado smoothie with spirulina. (Online). (Accessed: 25/10/18). Available from: https://uk.pinterest.com/pin/208924870192631223/ Green, D. 2015. The 70 coolest new buildings in the world, according to architecture fans and experts. (Online). (Accessed: 26/10/18). Available from: http:// uk.businessinsider.com/architizer-a-plus-awards-2015-2015-4?r=US&IR=T Yapparov, G. 2014. Cool and sustainable offices of Cuningham Group. (Online). (Accessed: 26/10/18). Available from: http://soyouknowbetter. com/2014/09/08/cool-sustainable-offices-cuningham-group/ The Grounds. 2016. Saturdays in The Shed: This is the high top in The Potting Shed, it can seat groups of up to 22 people. (Online). (Accessed: 26/10/18). Available from: https://www.instagram.com/p/5QVP3YP3KI/ Bodie and Fou. 2016. How to look after your plants. (Online). (Accessed: 26/10/18). Available from: https://uk.pinterest.com/pin/628955904179687177/ Jess. 2016. Why Millennials Are Quitting Their Jobs To Travel. (Online). (Accessed: 26/10/18). Available from: http://wherethefisjess.com/why-millennials-arequitting-their-jobs-to-travel/ Harris, G. 2016. NikeLab’s collection. (Online). (Accessed: 26/10/18). Available from: https://www.pinterest.co.uk/pin/551339179365859955/ Yee, T. 2018. Panacea. (Online). (Accessed: 26/10/18). Available from: https://0-www-wgsn-com.wam.leeds.ac.uk/content/board_viewer/#/80858/ page/7Figure 88: Johnson, K. 2016. HOME. (Online). (Accessed: 26/10/18). Available from: https://uk.pinterest.com/pin/342273640411883519/ Figure 35: Naturally Thinking. 2019. Cosmetic bases. (Online). (Accessed: 20/10/18). Available from: http://www.naturallythinking.com/cosmetic-bases.html?SID=6ec0llo8o0rlr719cic8n6cho2 Figure 36: adopted from Cornelissen, J. 2017. Corporate Communication: a guide to theory & practice. 5th edn. London: Sage Figure 37: adopted from Easey, M. 2009. Fashion Marketing. 3rd ed. London: Blackwell Science Ltd Figure 38: Filson, L. 2017. Brooks + Scarpa recycles cardboard tubes and paper for Los Angeles Aesop store interior. (Online). (Accessed: 28/10/18). Available from: https://www.dezeen.com/2017/03/21/aesop-store-interior-brooks-scarpa-los-angeles-recycled-cardboard-tubes/ 152

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