ALLSAINTS -1-
COLLECTIVE
KAROLINA WILCZEK AYSEN MILLER
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CHARLOTTE PRATT
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Trend Followers (Karolina Wilczek)
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Meet the Synergic (Karolina Wilczek)
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Filling the Gap (Charlotte Pratt)
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Into the Soundwave: AllSaints Studios (Charlotte Pratt) Battle of the Brands (Charlotte Pratt) The Issue & The Solution (Charlotte Pratt) The Big Idea (Charlotte Pratt) Into COLLECTIVE (Karolina Wilczek) Inside Your Leather Jacket Pocket (Karolina Wilczek) Everything At a Thumb-Swipe (Karolina Wilczek) Route to Consumer (Aysen Miller)
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Marketing to Generation Y (Aysen Miller)
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Meeting the Demand (Aysen Miller)
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AllSaints Advertising (Aysen Miller)
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Promotional Strategy (Aysen Miller)
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Introduction (Karolina Wilczek)
INTRODUCTION
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This report highlights key findings from both primary and secondary research around the brand AllSaints. The brief requests to create a new digital strategy to communicate with a consumer in a modern way. This report identifies a gap in a market for a mobile app which utilises brand’s content and develops it further. Additionally, it explores this idea to make it suitable to current trends and the brand aesthetic.
Figure 2. (AllSaints, 2015)
TREND FOLLOWERS
The highly respected creative industry provides its consumers with on-trend content to satisfy their demands. This season, the brands are following the trend of Personalisation through the use of customised experience. Consumers now, create mini-me brands which the industry is adapting to by following the trend of Self-Branding. Additionally, they invite their followers to help expand the brand further by becoming brand ambassadors and role models to other consumers. Through this, the brands are expanding their circle of their market, and creating brand conversation through word of mouth.
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LSN Global has predicted Self-Branding and Personalisation to be two most important trends of the season – Autumn/Winter 2015/2016 (Openshaw 2015). Additionally, the forecasting giant WGSN has confirmed for those two to be the most popular trends of the season, which brands are following (Rumsey 2015a, 2015b, 2015c).
Through the in-depth industry interview conducted with AllSaints Digital Team (see Appendix 3.1), it was found that the brand created three dIfferent consumer archetypes, based on their regions – United Kingdom, United States and Asia. As an addition, the brand personalises their marketing strategies according to consumers’ demographics and psychographics.
The UK consumer base Through further analysis of the brand, it can be identified that the consumer base in the United Kingdom fits into the Generation Y demographic – age range 18-35. They are both male and female, classed as AB workers with high-income levels. The psychographic research of this consumer group has shown they are savvy consumers. Due to this, they are placed in the Early Adopters sector of the Diffusion of Innovation Curve (Raymond 2011). Drawn to dark aesthetics of the brand, as well as fashion, art and music. They value their influential status in the creative industry. Their interests lie in unconventional music, design and craftsmanship, as well as fine details.
The US consumer base Research has shown that the UK and US consumer demographics mirror each other. The reflection of the two target markets also shows similarities in psychographics. With both consumers being Millennials, it is clear to
identify where their key interests lie within the cultural affairs sector (WGSN 2010), including music and art. Due to AllSaints drawing their inspiration from the spirit of LA, the US consumer is placed in the Early Majority sector of the Diffusion of Innovation Curve (Raymond 2011). Additionally, they are a fashion conscious consumer, looking for a combination of simplicity in colour palette and unique design. AllSaints engages them with the brand by providing them with an easy route to the instant edge, with a cool British touch.
The Asia consumer base AllSaints identified a target market in the Middle East and Asia. The consumer base in these regions is predominantly females, aged 16-30. They fit into the Generation Y (Millennials) sector. Additionally, placing themselves in the Late Majority sector of the Diffusion of Innovation Curve (Raymond 2011), due to being the last to find out about AllSaints out of the three target markets. Psychographics of this consumer show interest in in-store merchandising, as well as technology and innovation. The forecasting giant WGSN has recognised that this consumer market is mostly interested in accessorising their religious garments, with handbags and shoes.
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MEET THE SYNERGIC
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After analysing the key trends (see figure 15) and consumer behaviours (see Appendix 5.1) which are ALL SAINTS appropriate, we were able to identify the trends that would be in whole beneficial for the brand and the consumer, especially within this time period. The aim is to provide an innovative idea which will be ahead of the brand landscape, or if not provide that extra engagement the consumer is in demand for. Although the brand is not in need of online trading to increase revenue (see Appendix 3.1), they hold the potential to expand their online presence within their emerging consumer base as well. At I2I 2015 event, CEO William Kim states the brand is first digital based rather than product. “We opted to organise ourselves more like a digital company that happens to have some stores.� (i2i Events, 2016) This creates a window to expand their presence, integrate further into consumer base lifestyle while also driving sales.
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FILLING THE GAP
Figure 16. (AllSaints, n.d.)
“By using branded films, advergames, and other advertisement-type genres, advertisers aim to enhance consumer’s brand perceptions, brand awareness, brand recall, and brand recognition, along with increasing consumers’ brand attitudes and purchase intentions” (Parreno, Mafe, and Scribner, 2015).
INTO THE
ALLSAINTS STUDIOS
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S O U N D WAV E :
All Saints studios is a brand add-on established in 2011, which holds the incentive of providing exclusive film and music content online. Filled with influential bands across the globe, ALL SAINTS Studios enhances the consumer purchase behaviour through influencers and stimulating the brands recognition on the brand landscape (see Figure 18). Looking into Advertising Specialty Institutes study on ‘Micro-influencers Driving Consumer buying Behaviour’, they found 82% of consumers were more likely to follow a “recommendation made by an influencer” (Promogram, 2016). In other terms, ALL SAINTS studios content is a brand incentive to push sales within the consumers’ interests using aspirational figures for the consumer can relate to. With this, content of ALL SAINTS STUDIOS includes videoed sessions of emerging bands wearing ALL SAINTS, based in the relatable pinpoint locations, such as London, LA and the East. Creating this engaging add-on content for the brand highlights themselves from their competitors.
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BATT LE O F T H E B RAN D S
Measuring the success between All Saints Studios and Burberry Acoustic, it’s evident that All Saints Studios is falling behind in recognition for their music influence and add-on brand. When chatting to potential and current All Saints consumers, majority shared the opinion that ALL SAINTS Studios is unknown to the brand consumers, let alone to the outside consumer base (see Appendix 3.3).
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Analysing the brands landscape, its evident big-named brands are adapting the use of influences to push product sales, while also integrating the brand further into the consumer’s interests and lifestyle. Burberry, Saint Laurent & Emporio Armani follow the path of integrating music into the brands ethos, either online, mobile apps or instore. Within this market sector, Burberry is high rising with Burberry Acoustic which filters through online content, apple music (Burberry Group PLC, 2015) and in flagship stores, staging influential, emerging musicians. With consumer markets saturated constantly by visual content, brands such as Burberry are enhancing the brand memorabilia by using another form of sensory within their ethos, which from 2010 has been growing success.
This creates the opportunity to combine the trends identified and drive ALL SAINTS Studios within the brand landscape and competitors. We understand consumers are becoming savvy shoppers, craving transparency (Openshaw, 2015) personalisation (Rumsey, 2015c) and want to become part of the conversation to feel fully engaged. Enabling ALL SAINTS studios to expand within these trends will hold potential for the brand to stimulate their digital presence within the ALL SAINTS community. The idea is to create conversation and more influential engagement between the consumer and ALL SAINTS Studios. It’s evident our consumer is at their most online social state, to where it’s predicted they spend up 1.72 hours a day from social media. (Bennett, 2015) From this, the consumer has adapted to building an identity online, which they choose to translate constantly where possible. “People – of all ages and in all markets – are constructing their own identities more freely than ever.” (Trendwatching, 2015). Consumers are merging into their own minibrands, ready to share, exchange content between each other. For ALL SAINTS STUDIOS to integrate into the consumer’s lifestyle, this must be combined to create a social hub experience applicable to the consumers’ lifestyle.
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THE ISSUE &THE SOLUTION
- 28 Figure 22. (Collective, 2016)
Figure 23. (Burberry, 2014)
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Translating these interests within a social hub experience will allow consumers to engage with not just a brand but with each other, creating a constant conversation. With bands within ALL SAINTS studios standing the as the influencers within the brand, the APP will trickle through to online trading, stimulating revenue. Together, the app will become the ultimate collective hub (see figure 22), which can be accessed from your leather jacket pocket.
THE BIG IDEA It’s evident from current trends and consumer behaviour, the consumer is in demand for brands to become part of their lifestyle, rather than a brand they follow personally. The idea is to bring the social hub experience within the ALL SAINTS community, with the beneficial focus of ALL SAINTS STUDIOS “ music is a major part of communication because music inspires positive emotion, it ignites fashion but it can also help brands create meaningful stories that generate experiences, content and social engagements” (Anonymous 2015) . Creating a social platform will allow the consumers to deep-dive further into the brand, with a sense of discovery within their day-to-day lifestyle. “Millennial customers crave the joys of adventure and discovery, whether epic or every day. “ (Solomon, 2015).
“CAPTURING THE HEARTS AND MINDS OF THE TARGET CONSUMER THROUGH A COMMUNITY-BASED FRICTIONLESS EXPERIENCE”
Combining these concepts will create the experience of exclusivity, personalisation and the opportunity for consumers to become more involved within the brand. While consumers today are building their desired identities online, becoming influencers and tastemakers, ALL SAINTS COLLECTIVE will allow the consumers to differentiate themselves within a global community. “We all have an image of ourselves or a sense of who we are; this is called our self-concept. A social identity is the part of our self-concept that results from our perceived membership in a group.” (Champniss, Wilson, and Macdonald, 2015).
To meet the project brief, the Big Idea was visualised to create an execution in form of a mobile app. AllSaints is known for their dark and grungy aesthetic. Therefore, the design recipe of the mobile app has to follow the brand image to fit in. Additionally, the mobile app will adapt the visual trends of 2016 to AllSaints aesthetic.
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INTO COLLECTIVE
T R E N D ANALY S I S Graphics and print The master of forecasting – WGSN, predicts 2016 to be the year of unconventional and eccentric print and graphics design. The online reports are showing works of young creatives who are inspiring the digital industry. Most demanded graphics which are trending for Spring/Summer 2016 are ‘visceral’ (WGSN 2014a) and ‘sartorial’ (WGSN 2014b).
Neon lights in phosphorescent colours, simplified with a black background are working very well for the visualising digital ideas for brands. Additionally, this creates a link between the industry and the consumer technology-savvy needs of the modern age. Glow-inthe-dark designs with transparent 3D blocks added to slogans and geometric shapes, create a unique look for the brand if used appropriately (WGSN 2014a). This trend uses the ‘gradient’ and ‘overlay’ tool on Photoshop to create interesting, contemporary and clean cut imagery. In addition to parallel lines, and distorted images which give an effect of retro throwbacks (WGSN 2014a). Sartorial Prints of the ‘sartorial’ collections are inspired by Pablo Picasso’s abstract vision of the world. The artists created clashing patterns, adding contrasting colours to envision the new Spring/Summer 2016 trend. Surreal imagery is used in these collections, alongside gentle pastel colours.
Figure 25. (Collective, 2016)
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Visceral
Both of these trends are being recreated by brands and applied to their own design recipe. To keep the status of an independent yet on-trend fashion brand, AllSaints will adapt these trends to their own aesthetic and make them on-brand. The new look will be introduced to the AllSaints consumer through the mobile app. This is where they will be able to get a first glimpse of the fresh colour palette (Figure 27). Additionally, to stay true to the AllSaints aesthetic, the app will utilise the brand’s own content through the use of AllSaints
Studios photography. The aim of the app is to capture the heart and minds of the AllSaints consumer via a frictionless experience. Through applying an on-trend colour palette which is appropriate for the brand, as well as adapting the new visual trends of the season, COLLECTIVE will create a grungy yet contemporary aesthetic.
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I N S I D E T H E LEAT H E R JAC K E T PO C K E T
- 36 The technology-savvy consumers are more demanding than ever. They expect fast, frictionless experience in their day-today life. Additionally, they now treat their phone as one of their 5 a day, which puts pressure on brands to create unique content which enables the consumer to create mini-me brands within the actual brand itself. To make COLLECTIVE a creative yet unconventional addition to AllSaints, it will follow the steps of its competitors. Through the app, the brand will be able to connect with the consumer at a thumb swipe. With the features COLLECTIVE is offering, the target market of the brand will expand and word of mouth will be added.
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“E V E R Y T H I N G A T A T H U M B - S W I P E�
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ROUTE TO CONSUMER
Objectives: - form a consistent brand image through the use of influencers that carry ALLSAINTS values - successfully generate awareness of COLLECTIVE globally through digital platforms, promotions and advertising - encourage consumer interaction both online and offline with relevant social activity - associate COLLECTIVE with ALLSAINTS STUDIOS artists as influencers to promote the brand and attract a wider consumer base The intention of this promotional strategy is to establish a firm place for COLLECTIVE within the app marketing, with a focus on combining music and fashion. With this the plan should generate, through targeted market and consumer research, various multimedia promotional strategies to enable a successful and recognizable launch of ALLSAINTS COLLECTIVE.
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Aim: to establish the COLLECTIVE app among ALLSAINTS consumers and focus on creating a community experience for brand followers.
The ALLSAINTS consumer is known as the Millennial, one of the most valuable demographics of our time. This cohort of consumers are known as digital narratives “as 80% log into social media daily” (The Drum, 2015) and their phones exist as their personal lifeline. With this heavy demand for AllSaints consumers missing an app and millennial consumers needing an experience that feels more personalised, it was neccessary to analyse consumer’s behaviour in order to create the ideal solution. “Millennials are all about memorable experiences” (Econsultancy, 2016) as they are constantly searching for the next big thing to do and ALLSAINTS are constantly focusing on creating a personal connection with their consumers and enabling them to fully experience the brand lifestyle. “40% of consumers buy more from retailers who personalise the shopping experience across channels” (Monetate, 2015). Therefore, an app following this trend will create a new scope for ALLSAINTS in regards to s-commerce and storytelling making their overall experience more socially interactive.
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MAR K E T I N G T O G E N E RAT I O N Y
CONSUMER DEMAND& INDUSTRY INSIGHT
More and more customers are preferring to buy online from their mobile devices and this trend is going to continue in the future too. “The first step was to create websites that could operate decently well on mobile devices. Now, the next phase is to graduate beyond simple mobile friendliness and to marry the e-commerce experience to mobile utility, thus rearing an m-commerce store with ‘zero friction’” (Roughol et al., 2015). Equally, with the rise of social commerce expanding ALLSAINTS need to meet consumer demands whilst additionally giving the consumer an experience that is not solely focused on product.
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Digital engagement is a direct form of communication with the consumer and is a key tactic to express ALLSAINTS personality. ALLSAINTS are about story-telling and influencing consumers into personalisation, and self-broadcasting will allow themselves to tell their own story. “When you’re on mobile [you want] to feel completely intuitive” (Thomson, 2016) and creating a frictionless experience ensures that the consumer will return to the app and remain consistent in engaging with the brand.
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ALLSAI N T S MAR K E T I N G S T RAT E G I E S ALLSAINTS is more than just a brand, it is a culture. Creating a seamless experience for both the brand and the consumer is imperative for the COLLECTIVE app to launch and attract a new consumer base. As a brand that is both design thinking and digitally innovative, the app promotional marketing strategy must encompass this and create an experience that inspires. By ennobling an aspirational and contemporary story, consumer demands to be immersed into the ALLSAINTS community can be easily reached. ALLSAINTS currently employ the use of banner ads on various websites and it has been recognised that “cross-screen banner ads can drive brand lift� (Arnold, B., 2015). By noting the key referral sites and social platforms that drive traffic for ALLSAINTS, it would be beneficial to partner with and place banner ads on these sites in order to target the consumer and promote COLLECTIVE.
When deciding the route to consumer, it was imperative to look at top marketing strategies with good results and picked out three key ones that relate to the idea behind Collective: telling a story, gratifying the audience and having a social media aspect. Having a promotional strategy that reflects COLLECTIVE is imperative in engaging existing as well as new customers because it ensures that the overall experience is one hundred percent community-orientated.
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P R O M O T I O N A L C A M PA I G N
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S TAG E 1 :AWAR E N E S S
The COLLECTIVE marketing strategy is going to follow the six stages of the marketing funnel in order to fully immerse the app into the ALLSAINTS brand. Initially, awareness will be created through the use of an interactive digital window at the ALLSAINTS flagship store to engage consumers and generate curiosity around the brand. Doing this ahead of the app launch will create anticipation and a buzz within the ALLSAINTS community. It will be used to advertise the brand to as many consumers as possible.
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Figure 42. (Collective, 2016)
S TAG E 2 : C O N S I D E RAT I O N
The second stage of the marketing funnel is a consideration. This process will be initiated both online and offline by providing in-store content marketing at the heart of the brand introducing the app to consumers and generating awareness ahead of the launch, and using direct email marketing to build upon relationships with consumers and invite them to be a part of the COLLECTIVE community.
S TAG E 3 : PR E FE R E N C E
Teaser content will be leaked through Instagram and various social media channels fitting in with the story-telling aspect and the curiosity of the millennial consumer, and strategies will be in place to create community conversation for consumers during the lead up to the launch. As ALLSAINTS already use cookies to market their website through display adverts on Facebook, this same strategy will be implemented for the launch of COLLECTIVE. In doing so, this inbound marketing technique will not disturb consumers but be integrated into their lifestyle.
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“Social media is not just an activity, it is an investment of valuable time and resources� (Scott, 2014). During the app campaign, consumer interaction will be encouraged by social media. Each social media page is a marketing strategy within itself as consumers can both like and share posts to a wider audience.
Figure 44. (Collective, 2016)
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S TAG E 4 :AC T I O N
The process until this point will have been focused on capturing the attention of the consumer and creating an interest for the COLLECTIVE app, leading up to the website launch. In order to generate traffic to COLLECTIVE, ALLSAINTS will utilise their e-commerce site as a call-to-action to create a passage to the app landing page. The COLLECTIVE page will feature an insight into the purpose of the app, key features, and channels to download and keep up-to-date with the brand. COLLECTIVE will also feature a consumer campaign video to highlight the accessibility of the new app and how it easily fits into everyday life.
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Keeping to the exclusivity of ALLSAINTS, a strategy has been put in place to allow a number of consumers to take part in the launch of COLLECTIVE. Taking inspiration from Stefan’s head, the invites will be distributed via a first come first served text service via the landing page. The app launch event will be held the Elm Street creative pop-up space with ALLSAINTS Studios band: Cage the Elephant playing live music. Those who are unable to attend will be able to watch the performances through a live stream on the COLLECTIVE website as to not miss out and can still be part of the brand conversation on social media platforms using the hashtag #COLLECTIVExCAGE. “Music artists bring with them valuable social followings and they represent one of the principal gateways into mainstream media coverage, which means they effectively come with a ready-made marketing platform for brands” (Degun, 2015).
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THE APPENDIX
2.1 BIG IDEA PROCESS 2.2 COLLECTIVE SWOT MODEL 2.3 ROUTE TO CONSUMER BRIEF 2.4 CREATIVE CONCEPT BRIEF & DEVELOPMENT 2.5 CASE STUDIES I. EMPORIO ARMANI SOUNDS II. ASOS APP III. THE NET SET IV. BURBERRY ACOUSTIC V. ROUTE TO CONSUMER: DISNEY STORY VR VI. STEFANS HEAD 2.6 ALLSAINTS BRAND ESSENCE MODEL 2.7 ALLSAINTS SWOT MODEL 2.8 ROUTE TO CONSUMER: MARKETING FUNNEL 3.1 INDUSTRY INSIGHT: ALLSAINTS DIGITAL TEAM 3.2 INDUSTRY INSIGHT: ASOS 3.3 FOCUS GROUP & HALL TESTING 4.1 SURVEY 5.1 DIARY ENTRY FROM CONSUMERS 5.2 BRIEF CONSUMER QUESTIONNAIRE 6.1 CONSENT FORMS 6.2 SKETCHBOOK
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1.1 ILLUSTRATIONS 1.2 REFERENCES 1.3 BIBLIOGRAPHY 1.4 METHODOLOGY TABLE 1.5 CRITICAL PATH 1.6 GROUP MEETING RECORD SHEETS
Figure 1: Initial Logo. Own Image, 2016. Figure 2: Net Dress. [image]. AllSaints, 2015. Figure 3: Rams Skull. [image]. Tumblr, n.d. Figure 4: Consumer Fingerprint. [image]. Pinterest, 2014. Figure 5: Consumer World Map. Own Image, 2016. Figure 6: Consumer Day in the Life Film [still]. Own Image, 2016. Figure 7: Consumer Day in the Life Film [still]. Own Image, 2016. Figure 8: Consumer Day in the Life Film [still]. Own Image, 2016. Figure 9:Consumer Day in the Life Film [still]. Own Image, 2016.
Figure 29: Collective. Own Image, 2016. Figure 30: Collective App Store. Own Image, 2016. Figure 31: Artist Profile. Own Image, 2016. Figure 32: Artists Page. Own Image, 2016. Figure 33: Discover. Own Image, 2016. Figure 34: Scan to Access. Own Image, 2016. Figure 35: Jump on Tour. Own Image, 2016. Figure 36: App Mock Ups. Own Image, 2016. Figure 37: Gen Y. Own Image, 2016.
Figure 11: Consumer Day in the Life Film [still]. Own Image, 2016.
Figure 38: SS16 Male. [image]. Available at: http://fyriceonwhite.tumblr.com/ post/133058955764/theasianmalemodel-allsaints-ss16-new-york
Figure 12: Consumer Day in the Life Film [still]. Own Image, 2016.
Figure 39: Facebook Banner Mock Up. Own Image, 2016.
Figure 13: Consumer Day in the Life Film [still]. Own Image, 2016.
Figure 40: Marketing Funnel. Own Image, 2016.
Figure 14: Consumer Day in the Life Film [still]. Own Image, 2016.
Figure 41: Interactive Window Display. Own Image, 2015.
Figure 15: Trend Summary. Own Image, 2016.
Figure 42: Instore Promotion. Own Image, 2016.
Figure 16: AllSaints Store Event. [image]. AllSaints, n.d.
Figure 43: Email Marketing. Own Image, 2016.
Figure 17: AllSaints Studios band. [image]. AllSaints, 2015.
Figure 44: Instagram Teaser Campaign. Own Image, 2016.
Figure 18: Brand Landscape Map 1. Own Image, 2016.
Figure 45: Collective Landing Page. Own Image, 2016.
Figure 19: Brand Landscape Map 2. Own Image, 2016.
Figure 46: Elm Street Space. [image]. AllSaints, 2015.
Figure 20: Who’s Already Doing This? Own Image, 2016.
Figure 47: Route to Consumer Timeline. Own Image, 2016.
Figure 21: Digital Consumer. [image]. Source: unknown. Figure 22: Collective Access. Own Image, 2016. Figure 23: Burberry Model. [image]. Burberry, 2014. Figure 24: SS16. [image]. AllSaints, 2016. Available at: http://www.allsaints.com/collections/2016/spring/ Figure 25: Trend Analysis. Own Image, 2016. Figure 26: Spitalfields Market. [image]. Available at: http://www.e-architect.co.uk/london/spitalfields-market
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Figure 10: Consumer Day in the Life Film [still]. Own Image, 2016.
Figure 27: Colour Palette. Own Image, 2016. Figure 28: Welcome to AllSaints. Own Image, 2016.
Anonymous (2015) Should brands collaborate more with music artists? Available at: http://www. campaignlive.co.uk/article/1342651/brands-collaborate-music-artists (Accessed: 20 May 2016).
Rumsey, A. (2015c) Extreme Engagement – Mass Personalisation. Available at: http://www.wgsn. com.ezproxy.ntu.ac.uk/content/board_viewer/#/58460/page/1 (Accessed: 9 May 2016).
Arnold, B. (2015) Inside Google marketing: Banner ads can be creative and effective. Available at: https://www.thinkwithgoogle.com/articles/inside-google-marketing-creative-effective-banner-ads.html (Accessed: 20 May 2016).
Scott, M. (2014) Social media is not just an activity... Available at: http://www.docmarketing. co.uk/2014/07/14/quote-of-the-day-social-media-is-not-just-an-activity/ (Accessed: 20 May 2016).
Bennett, S. (2015) 28% of time spent online is social networking. Available at: http://www.adweek.com/socialtimes/time-spent-online/613474 (Accessed: 20 May 2016).
Solomon, M. (2015) 2016 is the year of the Millennial customer: Is your customer experience ready? Available at: http://www.forbes.com/sites/micahsolomon/2015/11/14/2016-is-the-yearof-the-millennial-customer-heres-how-to-be-ready/#1904b8856e72 (Accessed: 20 May 2016).
Champniss, G., Wilson, H.N. and Macdonald, E.K. (2015) Why your customers’ social identities matter. Available at: https://hbr.org/2015/01/why-your-customers-social-identities-matter (Accessed: 13 May 2016). Degun, G. (2015) Should brands collaborate more with music artists? Available at: http://www. campaignlive.co.uk/article/1342651/brands-collaborate-music-artists#o8pZ0ZKTV8IRBgKY.99 (Accessed: 20 May 2016).
Hamirani, R. (2015) 5 stats that prove businesses must personalize to win customers • Gigya. Available at: http://www.gigya.com/blog/5-stats-that-prove-businesses-must-personalize-to-wincustomers/ (Accessed: 20 May 2016). i2i Events (2016) Congrss Report Day 1. Available at: https://www.worldretailcongress.com/sites/ worldretailcongress.com/files/WRC_Day1_Complete.pdf (Accessed: 10 May 2016). Openshaw, J. (2015) LSN Global Trend Briefing: Beyond Borders October. Parreno, J.-M., Mafe, C.R. and Scribner, L. (2015) Engaging Consumers through Branded Entertainment and Convergent Media. Edited by Parreno Jose-Marti. Pennsylvania: IGI Global. Promogram (2016) Study: Micro-Influencers drive consumer buying behavior. Available at: https://www.asicentral.com/news/newsletters/promogram/april-2016/study-micro-influencers-drive-consumer-buying-behavior/ (Accessed: 10 May 2016). Raymond, M. and Martin, R. (2010) The trend forecaster’s handbook. London: Laurence King Publishing. Roughol, I., Christianson, J., koren, jonathan, Everatt, L., TweneyInfluencer, D., Abell, J.C., Pope-Chappell, M., Botteri, P., AltucherInfluencer, J., Handler, C., R, S., Venugopal, R., FrommerInfluencer, D., BaudinInfluencer, M., FertikInfluencer, M., C-Scott, M., CBEInfluencer, J.C. and HENRY, E.-M. (2015) Ecommerce marketing trends – what to expect in 2016. Available at: https:// www.linkedin.com/pulse/ecommerce-marketing-trends-what-expect-2016-justin-christianson?forceNoSplash=true (Accessed: 20 May 2016). Rumsey, A. (2015a) Extreme Engagement – Elevated Engagement. Available at: http://www. wgsn.com.ezproxy.ntu.ac.uk/content/board_viewer/#/58463/page/1 (Accessed: 9 May 2016). Rumsey, A. (2015b) Extreme Engagement – Fast-Laning. Available at: http://www.wgsn.com. ezproxy.ntu.ac.uk/content/board_viewer/#/58462/page/1 (Accessed: 9 May 2016).
WGSN (2010) Generation Y. WGSN. WGSN (2014) Print & Graphics - Sartorial. WGSN. WGSNa (2014) Print & Graphics - Visceral. WGSN.
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Gilliland, N. (2016) Four great examples of marketing to millennials. Available at: https://econsultancy.com/blog/67822-four-great-examples-of-marketing-to-millennials/ (Accessed: 20 May 2016).
Trendwatching (2015) Discover three imperatives of the POST-DEMOGRAPHIC world that demand you take action! Available at: http://trendwatching.com/trends/post-demographic-imperatives/ (Accessed: 11 May 2016).
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Holt, B. (2015) The rise of personalisation. Available at: http://www.telegraph.co.uk/fashion/style/ the-rise-of-personalisation/ (Accessed: 20 May 2016).
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Hounslea, T. (2015) Burberry launches interactive 3D marketing campaign. Available at: http:// www.drapersonline.com/7003084.article?WT.tsrc=email&WT.mc_id=Newsletter387&cm_ven=ExactTarget&cm_cat=DR+Daily+(R)&cm_pla=All+Subscribers&cm_lm=aysenmiller@live.co.uk&WT. tsrc=email&WT.mc_id=DR_Daily-R_Newsletter15122015&& (Accessed: 20 May 2016). Housley, S. (2015) My Phone is My Life. Available at: http://www.wgsn.com.ezproxy.ntu.ac.uk/ content/board_viewer/#/62702/page/1 (Accessed: 9 May 2016). Hughes, N. (2016) Inside iOS 9.3: Apple’s native apps gain new 3D touch shortcuts on iPhone 6s. Available at: http://appleinsider.com/articles/16/01/12/inside-ios-93-apples-native-apps-gainnew-3d-touch-shortcuts-on-iphone-6s (Accessed: 12 April 2016).
Mellerey-Pratt, R. (2015) The secret of saint Laurent’s success. Available at: http://www.businessoffashion.com/articles/intelligence/the-secret-of-saint-laurents-success-saint-laurent-hedi-slimane (Accessed: 20 May 2016). Nelson, H. (2013) AllSaints Spitalfield’s Retail Environment. Available at: http://www.slideshare. net/HannahNelson2/allsaints-spitalfields-retail-environment (Accessed: 20 April 2016). Openshaw, J. (2015) LSN Global Trend Briefing: Beyond Borders October.
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Quiros, C. (2015) Emporio Armani launches music App, Emporio Armani sounds. Available at: http://www.pastemagazine.com/articles/2015/06/emporio-armani-launches-music-app-emporio-armani-s.html (Accessed: 10 May 2016).
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Ko, E. and Megehee, C.M. (2012) ‘Fashion marketing of luxury brands: Recent research issues and contributions’, Journal of Business Research, 65(10), pp. 1395–1398. doi: 10.1016/j.jbusres.2011.10.004. MacDonald, A. (2015) The New East. Available at: https://www.wgsn.com/content/board_viewer/#/59577 (Accessed: 10 May 2016). Macdonald, M. (no date) Which social media platforms drive the most sales? [Infographic] – Shopify. Available at: https://www.shopify.co.uk/blog/12731545-which-social-media-platformsdrive-the-most-sales-infographic (Accessed: 12 April 2016). Mander, J. (2015) Daily time spent on social networks rises to 1.72 hours. Available at: http:// www.globalwebindex.net/blog/daily-time-spent-on-social-networks-rises-to-1-72-hours (Accessed: 16 May 2016).
Roughol, I., Christianson, J., koren, jonathan, Everatt, L., TweneyInfluencer, D., Abell, J.C., Botteri, P., Pope-Chappell, M., AltucherInfluencer, J., Handler, C., R, S., Venugopal, R., FrommerInfluencer, D., BaudinInfluencer, M., FertikInfluencer, M., C-Scott, M., CBEInfluencer, J.C. and HENRY, E.-M. (2015) Ecommerce marketing trends – what to expect in 2016. Available at: https:// www.linkedin.com/pulse/ecommerce-marketing-trends-what-expect-2016-justin-christianson?forceNoSplash=true (Accessed: 20 May 2016). Rumsey, A. (2015a) Extreme Engagement – Elevated Engagement. Available at: http://www. wgsn.com.ezproxy.ntu.ac.uk/content/board_viewer/#/58463/page/1 (Accessed: 9 May 2016). Rumsey, A. (2015b) Extreme Engagement – Fast-Laning. Available at: http://www.wgsn.com. ezproxy.ntu.ac.uk/content/board_viewer/#/58462/page/1 (Accessed: 9 May 2016). Rumsey, A. (2015c) Extreme Engagement – Mass Personalisation. Available at: http://www.wgsn. com.ezproxy.ntu.ac.uk/content/board_viewer/#/58460/page/1 (Accessed: 9 May 2016).
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Research Method
Samples
Purpose
Strengths
Weaknesses
Outcomes
Effectiveness of research
8-10 Focus group idea testing
With 3 initial big ideas, we want to understand what strategy we will be able to develop and progress within our consumer market and to additionally understand what is in demand.
Not all participants will be fully ALL SAINTS loyal consumer, which can lead to biased opinions.
Range of idea testing insights of what works, doesn’t work and how we can develop further to fit our consumer base wants and needs.
Measure emotions and thoughts with reliable insights which can be put forward to be more catered to our consumer personally.
Ethnography
To monitor our ALL SAINTS consumer engagement with social media brand platforms & online shopping through desktop
Creating an interactive environment participants can discuss through opinions and emotions their needs for the future of engagement, which will allow us to adapt into our own APP idea Gain insightful readings of what gets visits first, how long for and what they view through brand engagement.
Participants can feel pressured while being recorded exploring through personal social media.
Visual insight to correlate with secondary consumer habit and lifestyle research.
Able to understand how we develop our ideas to engage with our ALL SAINTS while exploring self-unconscious browsing and social media habits.
Saunter, L. and Arthur, R. (2015) Cannes Lions 2015 - Big Ideas. Available at: https://www.wgsn. com/content/board_viewer/#/59522/page/1 (Accessed: 8 May 2016). Scott, M. (2014) Social media is not just an activity.. Available at: http://www.docmarketing. co.uk/2014/07/14/quote-of-the-day-social-media-is-not-just-an-activity/ (Accessed: 20 May 2016). Sender, T. (2016) Youth fashion - UK - December 2014. Available at: http://academic.mintel. com/display/679691/ (Accessed: 8 May 2016). Smith, C. (2015) It’s time for retailers to start paying close attention to social media. Available at: http://www.techinsider.io/social-commerce-2015-report-2015-6 (Accessed: 12 April 2016).
de Swaan Arons, M., van den Driest, F. and Weed, K. (2014) The ultimate marketing machine. Available at: https://hbr.org/2014/07/the-ultimate-marketing-machine (Accessed: 20 May 2016). Trefler, A. (2014) Build for change: Revolutionizing customer engagement through continuous digital innovation. Available at: ProQuest ebaray (Accessed: 11 April 2016). Trendwatching (2016a) Get ready. 5 consumer trends to run with in 2016. Available at: http:// trendwatching.com/trends/5-trends-for-2016/ (Accessed: 16 May 2016). Trendwatching (2016b) New Asia Trend bulletin from TrendWatching | BUILT-IN BRANDS. Available at: http://trendwatching.com/trends/built-in-brands/ (Accessed: 16 May 2016). Wallpaper* Magazine (2015) Net-a-porter moves into s-commerce with social media shopping network the net set. Available at: http://www.wallpaper.com/fashion/net-a-porter-moves-intos-commerce-with-social-media-shopping-network-the-net-set (Accessed: 12 April 2016). Wegert, T., Loras, S. and Favell, A. (2016) 3 secrets to branded mobile App engagement. Available at: https://www.clickz.com/clickz/column/2416721/3-secrets-to-branded-mobile-app-engagement (Accessed: 12 April 2016). WGSN (2010) Generation Y. WGSN. WGSN (2013) Social media best practice: Asos.Com. Available at: https://www.wgsn.com/content/board_viewer/#/127817/page/1 (Accessed: 8 May 2016). WGSN (2015) 10 Ways Retailers Can Service the Gen Z Consumer. Available at: http://www. wgsn.com.ezproxy.ntu.ac.uk/content/board_viewer/#/63423/page/8 (Accessed: 9 May 2016). WGSNa (2014a) Print & Graphics - Visceral. WGSN. WGSNa (2014b) Print & Graphics - Visceral. WGSN.
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Solomon, M. (2015) 2016 is the year of the Millennial customer: Is your customer experience ready? Available at: http://www.forbes.com/sites/micahsolomon/2015/11/14/2016-is-the-yearof-the-millennial-customer-heres-how-to-be-ready/#1c5b47666e72 (Accessed: 16 May 2016).
Purpose
Consumer Profile/ Interview
1
Understanding participants lifestyle can allow us to monitor hot-moments in the consumers day to life, understanding what the APP needs to entail to keep themselves engaged within their lifestyle. To analyse We can Some opin- Detailed, engageexplore ions can front-line ment with what othbe biased analysis on brand er brands due to competitor digital are doing participants brand encompetitors and how its preferred gagement measuring engaging brand and interemotions with our loyalty and activity with and reacconsumers engageconsumers. tions with through first ment. APP use. impressions and opinion.
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Samples
Hall Testing 10 - Digital competitors
Explore the daily lifestyle of the ALL SAINTS consumer.
Strengths
A deepdive understanding to what the typical consumer lifestyle entails, which can reflect on consumer base income, habits, culture involvement and overall lifestyle.
Weaknesses
Can differ between range of locations and hot-spots between ALL SAINTS consumers.
Outcomes
Effectiveness of research
Research Method
Samples
Reliable source to understand our overall consumer profile to correlate with consumer secondary and primary research.
Deep-Dive 5 - Headoffice brand insight trends, development and demands
Purpose
Strengths
Weaknesses
Outcomes
Effectiveness of research
To gain front-line insight to what the brand are currently developing towards, in-demand for, trends and how the consumer is evolving within the market
Professional insight into the business within brand discussion.
Some opinions can differ between departments within the brand or can be classed biased.
Reliable insights into what the brand are currently in-demand for, to back up competitor secondary case studies and research.
An understanding on how they can differentiate themselves within the brand landscape and current consumer demand within the brand.
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Research Method
We can understand from our consumer point of view what brands are missing or filling the gap for within the digital market and how competitors are engaging with their consumers as opposed to ALL SAINTS.
Week 20 Christmas Christmas Christmas Christmas
7.12.15 14.12.15 21.12.15 28.12.15 04.01.16
Week 25 Week 26 Week 27
JANUARY 11.01.16 Categorise research, pick out insights, day in the life board, social media cartogram 18.01.16 Questionnaires, draw out 3 main ideas (big idea process), primary research 25.01.16 INTERIM PRESENTATIONS
Week 28 Week 29 Week 30 Week 31
Week 32 Week 33 Week 34 Week 35 Week 36
01.02.16 08.02.16 15.02.16 22.02.16
TOKYO // Big idea process phase Big idea - primary research(focus group) Big idea - primary research Big idea final development
FEBRUARY - 77 -
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DECEMBER Context - secondary research: online, databases, Context - meeting at head office, in-store interviews, ethonographic research in store Context - background research and luxury brand case studies Context - luxury brand case studies, consumer observations (social media/shopping habits) Context - infographics (social media), further research into app trends digital
MARCH
29.02.16 07.03.16 14.03.16 21.03.16 28.03.16
Collecting references Creative concept - sketchbook Creative concept - visual trends Creative concept - layout for the app Creative concept - layout for the app
Week 37 Week 38 Week 39 Week 40
04.04.16 11.04.16 18.04.16 25.04.16
APRIL Execution - colour palette for the app, collecting visuals Execution - creating the mobile app mock-ups Execution - development of the mobile app mock-ups Execution - final idea development for the app
Week 41
MAY 02.05.16 Route to consumer - idea development, visuals for r2c
WEEK 20
Aim: Further development of the Big Idea; research in Tokyo
Aim: Secondary research through online and databases
Didn’t meet due to a Tokyo trip
Met three times; all attended every meeting
WEEK 29
WEEK 21
Aim: Gather additional information about the competitors and plan the focus group
Aim: Gain industry insights in order to help with secondary research and idea development; contextual research around London
Met four times; all attended every meeting
Met once; all attended the meeting WEEK 22 Aim: Background research aboout the brand; gathering information about competitors; creating case studies Didn’t meet due to a Christmas break
Aim: Additional case studies to find out what other brands in the market are doing; idea development
Aim: Gather additional primary research for the Big Idea process Met three times; all attended every meeting WEEK 31 Aim: Gather information and development for final Big Idea construction; finish the Big Idea sentence which summarises our idea clearly Met four times; all attended every meeting WEEK 32
Didn’t meet due to a Christmas break
Aim: Collect all references for context and Big Idea
WEEK 24
Met twice; all attended every meeting
Aim: Gathering information about digital trends in the market
WEEK 33
Didn’t meet due to a Christmas break
Aim: Catch-up on creative concept; sketchbook time
WEEK 25
Met twice; all attended every meeting
Aim: Pick out key insights out of research gathered over Christmas; Met three times; all attended every meeting
WEEK 34
WEEK 26 Aim: Idea development; collecting primary research Met four times; all attended every meeting WEEK 27 - INTERIM PRESENTATION Aim: Gather additional information from our feedback Met four times; all attended every meeting WEEK 28
Aim: Gather information about visual trends for the season Met everyday; all attended every meeting WEEK 35 Aim: Create mock-ups and inital idea sketches for the mobile app Met four times; all attended every meeting WEEK 36 Aim: Create additional digital mock-ups for the mobile app Met four times; all attended every meeting
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WEEK 23
WEEK 30
WEEK 37 Aim: Develop the visuals for the app further Met three times; all attended every meeting WEEK 38 Aim: Create digital mobile app mock-ups and test against competitors’ apps Met three times; all attended every meeting WEEK 39 Aim: Create additional digital mobile app mock-ups, improved after idea testing Met three times; all attended every meeting WEEK 40 Aim: Create final mock-ups of the mobile app
WEEK 41 Aim: Gather information and develop ideas for route to consumer; create inital sketches to visualise our ideas Met three times; all attended every meeting WEEK 42 Aim: Create final mock-ups of the route to consumer; create a new presentation and practice; write up the report by mid-week Met everyday; all attended every meeting WEEK 43 Aim: Prepare the report for final hand-in; practice the presentation and perfect our speeches for it Met three times; all attended every meeting WEEK 44 FINAL PRESENTATION WEEK
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Met four times; all attended every meeting
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STRENGTHS - unique translation of the new trends - many aspects to the mobile app - consumer constantly entertained - not disturbing the lifestyle of the ALLSAINTS consumer, but creating a useful and entertaining addition to it - bringing recognition to ALLSAINTS Studios - identifies consumers’ interests outside the brand - invites the consumers to explore the brand further - utilises the content of a mobile device by connecting it with the app
- let’s consumers create a mini-media brand within it WEAKNESSES - brands with wider communities are creating this, such as NET-SET OPPORTUNITIES - new consumer base for ALLSAINTS - builiding up the connection and conversation with the loyal consumer - development of ALLSAINTS Studios - utilising new content at no cost - additional revenue - recognition - the rise of word of mouth around the brand THREATS - busy mobile app market - competitors following the same trends - personalisation rising as a trend
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- creates a strong relation between the consumer and the brand
Aim: to establish the COLLECTIVE app among ALLSAINTS consumers and focus on creating a community experience for brand followers. Objectives: • form a consistent brand image through the use of influencers that carry ALLSAINTS values • successfully generate awareness of COLLECTIVE globally through digital platforms, promotions and advertising • encourage consumer interaction both online and offline with relevant social activity • associate COLLECTIVE with ALLSAINTS STUDIOS artists as influencers to promote the brand and attract a wider consumer base
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The intention of this promotional strategy is to establish a firm place for COLLECTIVE within the app marketing, with a focus on combining music and fashion. With this the plan should generate, through targeted market and consumer research, various multimedia promotional strategies to enable a successful and recognizable launch of ALLSAINTS COLLECTIVE.
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Emporio Armani is the sister luxury brand to Giorgio Armarni, established in 1976. Known for its ready-to-wear on the catwalk and lifestyle accessories products on the highstreet, Emporio Armani Is more than just a fashion based brand, but is also a lifestyle. Including Burberry into the brands landscape, Armani explores ranges of ways in keeping constant consumer engagement, while celebrating the brand for what it is.
THE APP: “And Emporio Armani is the latest brand proving the hybrid potential within the music, fashion and tech industries. The biggest and most successful brand under the Armani umbrella is launching a new app, Emporio Armani Sounds, which “combines for the first time,” according to a press release, “the fashion world with music on Spotify.” (Quiros, 2015) Released on the APP store in 2015, Amani Sounds is about combining their consumer interests and aspirational figures within an online community platform. As they understand their consumer base have similar music interests, they have noticed consumer spending journeys and behaviours are changing. Consumers are now looking towards aspirational figures to drive their purchases, from bloggers to artists and tastemakers. Armani have identified this and combined them together to create a brand APP, which allows consumers to get a little closer with their musical role models with exclusive content provided by the brand.
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Their key channel of brand to consumer engagement is through Amarni world, which is found through the official online website. Currently, to celebrate 40 years of the brands establishment, ‘#ATRIBUTE is trending, with the brand filling our feeds with nostalgic content.. Alongside, is the ARMANI Silos exhibition being held in Italy and A/LIVE web channel. Exploring their online presence on the market, Armarni has integrated within social channels and the app store.
ARMARNI SOUNDS APP CONTENT: - Artist interviews - Event press - Music-based articles - Exclusive videos and playlists - Catwalk music/deep-dives TRENDS IDENTIFIED: - Role Models - ‘The Aspirational Consumer’ - Sensory - Story telling With brands such as Armani promoting ‘music’ sensory and shared interests to not drive sales but drive consumer engagement provides the potential for ALL SAINTS to take advantage of ALL SAINTS STUDIOS and the consumer base demand and content behaviour. Consumers are becoming savvy shoppers (LSN) and are in need for constant engagement, even within industries far from the itself. They want to feel constantly involved with the brand, to watch it grow and to become part of the conversation. ALL SAINTS COLLECTIVE can adapt the success of this idea and develop the concept further. Emporio Armani Sounds doesn’t include social activity, which in turn limits the users to brand conversation and engagement. Emporio Armani Sounds is the minimal beginnings of the concept idea of combining music and fashion together, which can be directed in a range of ways. From this ALL SAINTS COLLECTIVE will fill the consumers demand for community and brand
conversation, shared interests and the role of tastemakers within drive to purchase and loyal engagement. It’ll will step up the potential idea of combining music and fashion together with consumer benefits.
ASOS THEME: DIGITAL ASOS has been considered one of the key competitors in the market to ALLSAINTS. Although the overall brand doesn’t fully hold the high street luxury image, it caters to the similar audience, if not the same, with a range of high street luxury and upcoming brands. Providing 850 brands to chose from and 80,000 products now online available today, ASOS is about catering to a wide demographic. Although this isn’t a direct competitor to retail, ASOS hold a massive reputation for its digital connection and engagement with it’s consumers. DESKTOP - ASOS has held 29m visits with an average of 9 minutes on the site - United Kingdom being the most popular reign of visit, with USA falling behind by 5% - Key platforms for online advertisement: MSN, 123kuno.com, Facebook, Appledaily.com, Azlyrics.com
APP
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- Facebook provides the heaviest traffic from social Media at 42%
- Launched in 2010, the ASOS.com APP allows their loyal consumers to shop, where-ever, whenever (Fashion at your fingertips). - So far there has been 5 million installs of the app and is ranked 12th for shopping (Jan 2016) - The APP includes all features of the website, and also shares similar cookies to identify ad create a connection with their consumer and ‘interests’. - Allows users to login in personal accounts, which allows keeping track of basket, adding and removing on the go. - With Iphone 5 & 6, the app allows quick pay of fingerprint authorisation. - You can connect your account to Facebook, Google+ & Twitter with the APP.
Share & shop with the world’s most stylish women NET-a-PORTER are an established brand, known to sell high-end designer clothing via an online site. They create a memorable experience for their consumers – always keeping them on their toes. Additionally, they provide fashion style advice and continuously build up their relationship with their target market. To fit to the demands of the technology-savvy generation, NET-a-PORTER have created a mobile app version of their online site, called NET-SET. The app lets the consumers create a mini-me brand within itself. Through this, they are able to feel as though they are part of the brand conversation. NET-SET works as a social media app and lets the user connect with others. Additionally, they are able to purchase from their mobile phone at a thumb’s swipe.
Christopher Bailey was named the CEO in October 2013. He faced a challenge to sustain the brand’s success, because of the economic slowdown of Europe and China. Since 2012, Burberry issues a profit warning due to the fact that luxury customers were becoming more price conscious (Murali 2012). At first, Bailey’s strategy was to maintain and develop more on the same path with Ahrendts – the previous CEO. Part of his brand development plan was to focus on strengthening and extending the brand through products like accessories, bags, shoes and beauty. Due to the changes, towards the end of 2014, Burberry had contributed to the 17% revenue growth (Burberry 2015). MARKETING Burberry’s approach to marketing communications highlights three important considerations. First, it recognises the importance of advertising in the creation of a luxury brand image and lifestyle association. Second, it is clear that fashion shows and associated events are crucial to the achievement of international media coverage. Finally, a proactive media management strategy is crucial for the achievement of adequate editorial coverage and the development of a credible international brand profile and standing (Moore 2004).
Since Christopher’s arrival at the label in 2001, he has not only re-established it but also created outstanding additions to its which have put the brand above all of its competitors. Bailey’s love for music, evolved him to mix fashion and music together – creating Burberry Acoustic. The subbrand lets the consumers explore emerging young talent, as well as established British artists through Burberry. Additionally, through this, the brand helps itself to up-keep of the status of a British heritage brand. Burberry combines the music and fashion of the label together, through fashion shows and a feature of the Burberry Acoustic on their website.
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BURBERRY ACOUSTIC
Through this, the brand receives extra recognition from their consumers, as well as fans of the artists they feature. Furthermore, it keeps the word of mouth around the brand growing.
Last year, Disney unviled a outdoor marketing VR Store instalment which allowed consumers to become their favourite Disney characters. The outdoor instalment involved a misted out screen, which once the public walked past projected a shadow inspired by family-loved Disney character. This gained huge positive response, with Youtube footage sharing the experience, holding 5,315,756 views alone. This idea was hugely effective within the Disney’s consumer base and across all demographics. All Saints can adapt to this idea within the concept of innovative marketing strategies. While the brand is known for its innovative uses of technology, this idea can be adapt instore, while providing the opportunity to extend the consumer base. This marketing strategy will keep with the values of ALL SAINTS only using digital and instore marketing, keeping within the aesthetic of the brand. With competitors like Burberry dominating the instore experience landscape, using this idea will shift ALL SAINTS further, generating a innovative experience before launch.
“Welcome to Stefan’s Head. Pleasure to have you here. Pause for advertisement: Text 646-759-0904. Now back to the show.” - Stefans Head Website Stefans Head is a niche streetwear brand, with an unique selling point of exclusivity. For consumers to become part of the brand and purchase products, Stefans Head requires a text message of demand. Unlike most online stores are available from a webpage, Stefans Head can only be accessed through consumer access. Consumer texts the brand > the brand scans consumer purchases/activity/content > Consumer gets accepted to shop with the brand. With consumers today becoming savvy shoppers, Stefan’s Head takes advantage of this behaviour and uses against its potential consumer base. Only certain consumers can shop with them, providing the oppurtinity for themselves to shape their brand within their brand landscape market.
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Our APP can adapt this exclusivity idea within our Route To Consumer and app launch. While the ALL SAINTS consumer base is emerging globally, the launch event at Earlham Street will need to be controlled, and hold exclusivity for the loyal consumer. Using this method will take advantage of the concept that the consumer mobile is the ultimate tool between themselves and the brand. Integrating what they use within their lifestyle, such as texting/messaging to allow them to access into the brand further can reduce disruptions for marketing the APP.
STRENGTHS - New logo - Re-developed brand model - Unique brand model – no other brand has anything similar - Attitude, individuality and creativity - Loyal consumers - Amazon one-click pay - Free returns policy - Customer service in-store and online - Social media showing lifestyle of the brand and letting the consumer engage with it - AllSaints Studios - 100% of the budget is used on the digital department
- Failed mobile app - Nearly gone bankrupt - AllSaints is on the brink of bankruptcy following the collapse of Icelandic bank Kaupthing, which owns the majority of the company - Merchandise management OPPORTUNITIES - Expanding consumer base + product range - New options (in clothing, as well as, website look) for consumers from different regions - Mobile app that adds to the consumers lifestyle + keeping the loyal customers - Going into John Lewis as a concession - Redeveloping old content into new ideas THREATS - Cheaper alternatives can be found within the high street stores - Keeping up with the ever changing technology-savvy Generation Y - Competition in the mobile app sector - Integration of foreign business concept - Changing fashion trends
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WEAKNESSES
Meeting with the digital marketing team in order to carry out further research about AllSaints and their digital space and to find out how we can create an app that will work with the direction in which they are taking the brand. KS – Kane Sutton C – Charlie Pratt A – Aysen Miller KW – Karolina Wilzcek S – Sean O’Neill B – Baptiste Daguise D – David Blanton KS: Um, I guess if you guys just want to talk through… So Sean is aware of the brief that you’ve been set overall, but obviously how you’ve got your perspective on it and what your basing your brief on – so maybe just talk Sean through that and then we can go through the questions. C: Well so far… S: Well, how about we start with introductions…
S: So, um, we’re part of the e-commerce team. So digital is broken into development for technology back-end, and the front of house – so we’re more the e-com side of things, “trading” as they like to call it in the business as well. So I deal with just like, the global side of things, but we’re also broken up by regions, and by country. So the way that we like to approach it is um, versus industry, um they organise themselves by gender – so there’s like a menswear team and a womenswear team, and we were actually broken out that way before I was here so maybe up until last year right? Um, but this year what we did was, um we wanted to localise all content and talk to the customers in their tone, um so we’re broken out by countries. And then certain countries or certain areas are big enough so that we’re regional. So Baptiste runs UK and UK is actually about 70% of trade now…oh um, 65% of our global! And David runs US and Canada and that’s pretty much it really. KS: And then obviously you know already what we do… A/C/KW: Yeah... KS: Unless you need a refresher of what we do?? (All laugh) S: He’s our personal hair stylist ha-ha KS: Yeah that’s right (All laugh) S: - In house stylist I mean… Um so yeah okay, if you guys just want to take it away! We’re here we can answer questions, we can give you any background on other stuff, so… we’re here for you guys to use.
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KS: Oh yeah sorry.
C: Um, well basically we’ve started – we only got the brief recently – but we’ve just been starting to look into your consumer in general and just looking kind of into technology trends, and what is coming up that consumers are kind of wanting to experience in terms of devices and that. So um, we are at the really early stages of this project – so we’ve just got a few questions just underlying the consumer, and what you’re wanting to see in general at the end, and so forth. KW: So shall we start with the questions now? A/C: Yeah… KW: So we’ve got a few questions about the brand, um where do you see AllSaints as a brand in five years’ time? And where do you see your social media scope heading? S: (reading questions off sheet) - where do you see your social media scope heading… So these are kind of like two, very separate questions, so we’ll answer it in two parts. So um, I’d actually also like to open this up to everyone to answer it including you guys as well (to Kane and Amy) because um, the way that we work or the way that we operate as a company is where we… we’re pretty empowering at all levels – and if we see where the brand was three years ago, when William Kim our current CEO took over versus where we are now it’s quite different.
S: So from products it’s evolved quite a bit. We’ve elevated the brand, um, we actually have some colour in our store and our products as well, um… B: And some new categories as well… S: Yeah, that’s true. B: I think that’s probably the biggest or the largest scope in terms of um, the biggest opportunities in the next few years is probably opening up new markets, not new markets but new products and new categories as well. KS: New markets for our brand? B: Yeah from a product perspective, it’s probably opening up to new categories and things. So, at the minute we only really cover um, apparel, um but there’s probably future opportunities in terms of accessories and that sort of thing. Even though we cover apparel accessories we don’t really do anything where it’s not anything you would wear. So potentially we could push further in terms of accessories and different kinds of accessories that you would expect from us and stuff – fragrance is a key thing. So that’s probably the best next thing to do I would say. S: So to add on to that, current um non-apparel business mix is less than 10%. So 90% of our products lies within ready-to-wear. Um, recently this year we just partnered with a manufacturing group called Simone, out in Asia, and they manufacture handbags for Michael Kors, Kate Spade, Marc by Marc Jacobs, um and it’s about I think it’s around an £8 billion company that just manufactures kind of contemporary handbags. So we just partnered with them and launched our new handbag collection – we launched it in February of 2015 in London Fashion Week, and by doing that it opened up a wholesale channel for us… So to-date we were 100% retail focused and we just started opening wholesale accounts, where now we’re in the U.S with handbags in Bloomingdales and Nordstrom and I think that’s going to be kind of a
B: Um then there’s obviously all the third party things, so um we’re currently selling via John Lewis for instance, which is quite a new thing for us but it’s very interesting in terms of the um, the way that we display ourselves and things. And we also can’t forget that their business base is also a lot bigger than ours, so it was very interesting for us to launch with them ahead of Christmas so that we get a lot more visibility on their markets I suppose. S: I mean, it’s basically just partnering with the right people to increase our branding, our brand awareness. Maybe in the UK our brand awareness is probably around 60%? But in other markets, our brand awareness levels are probably sub point. It’s just about partnering with the right partners that will definitely help grow the business. KS: I think you’ll see a lot more stores opening up in 2016, like in new countries and new regions as well. So obviously we’ve moved into Dubai and that’s one of five stores that we’ll be opening up over the next two years as well as moving into more and more countries as well. B: But then that kind of, um it links in with what you were asking about the future of social media for us, because obviously opening up to new regions for us means that we have to localise what we’re doing socially. So up until really recently we were doing things globally if you like, and we wouldn’t really specify, um I mean we wouldn’t really kind of localise our marketing campaigns, which is what we’re trying to do at the minute, via Facebook or Instagram and everything, we’re trying to cater what we’re doing from a content perspective. We’re not quite there yet, but we’re trying to cater for the various regions that we’re tapping into or that we’re looking to tap into… So it’s quite interesting for us it’s a lot more work, but um, it’s very interesting for us to be able to kind of suggest styles or options or various things to customers in France, it’s obviously completely different to what the customer likes here or in the U.S, or in Asia, or even in Canada or something.
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KS: It’s hugely different, yeah.
substantial size of the business in five years. So, and then another partnership we did was with the Kimudu group – for shoes. So I don’t know if you guys know Fitz Kimudu? But um, so they do kind of shoes, contemporary shoes and we’ll be able to create wholesale channels with that as well. Then we just opened up in Dubai, um we’re opening up in Kuwait in April I think – and that’s based off of a franchise model, so where we’re partnering with other partners for them to kind of source for us in specific markets. So that’ll be an additional growth as well.
D: The bigger differences are between Asia and the Middle East, you know the kind of content that we push in those regions versus the U.S. A/C: Yep. S: Then, um I guess we can go into where we see the social media scope heading. Um, what do you mean by that? C: Like is there any um… because at the moment we looked at your Twitter and your Facebook, and you do have quite a personal touch between you and your consumer in the way that you communicate. But I was just wondering what is coming up in the future and with what other brands are doing with their apps, do you have any ideas and development of where you want to go towards against your competitors? B: I think there is a lot of um, we felt the need to push a lot more content because recently what we’ve been doing is pushing things via social media that was already on the site such as images of the products and that sort of thing. Um, but we found that the demand is a lot more content based type things, more like blog style – A: Yeah, we’ve seen that – B: More lifestyle kind of stuff, things that seem to be missing from what we’re offering at the moment. So we’re looking perhaps at um personal styling, or that kind of stuff. We’re not saying
we want to go into that sort of stuff but it is a big kind of area that we want to look at – where we can be more personalised with the consumer, whether it’s from a regional perspective or whether it’s tailored to each individual customer. I know that is what we’ve been looking into at the moment. S: I mean, it kind of goes back to brand awareness right? So again if brand awareness here is like 60% but in Korea its 2%, right – we opened in Korea in 2014, we have to do a lot more storytelling. So previously, what we did was take the same content and basically just share that globally without really communicating it or localising it to the customer. And what we’re also doing now is we’re adding on kind-of-maybe-some old content – we’re taking back old content that we used to share years ago here in London but it is more relevant in Korea now because the product lifecycle is different. So we’re 21 years old now here, but we’re 7 years old in the US, and out in Asia we’re really 1. So you can’t really say the same thing at the same point in time to all your customers, it kind of has to be like this where UK customer could know this, but Korean customer is only ready for this, so you’ll see that kind of stuff happening. Um, in terms of things being linked to apps, I saw that kind of in your question as well um… For us we, we don’t feel the need to kind of do an app because other people are doing apps. We used to have an app, it added no value to the customer right? You turned it on and it was basically this lightbulb that would kind of, like slowly turn on – you guys remember that shit? (All laugh and nod) S: It was horrible right? So… B: It was basically a GIF – (all laugh)
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KS: It was no different to our store website, just like a web view. S: So, rather than having that, I mean if we have a mobile divisive website by using html 5, you can code it so that what you see on, with one platform you can use it on your desktop and then you’ll see what you need to see what you need to see based on your phone size. So if it’s this size screen, this size screen or this size screen, it basically kind of resizes everything for you, right? D: It’s responsive.
D: Yeah and also at that time we didn’t have a responsive website, so it was two separately maintained websites, so the content wasn’t always mirrored between the two platforms. Um and also it was literally just for the web view as an app. KS: From our point of view it was just double the work. A: Yeah that’s understandable. (Laughs) B: I think for us, it’s probably worth a lot more to have a site – a responsive site like we have now, which caters for every single device: tablet or phone… D: Yeah I mean, I think personally in terms of an app it would be more about pushing customer curated content. Um, obviously the functionality to buy and make a purchase should be considered but I think that should somehow be integrated into content. Looking at content and then the option to buy something, it should just be somewhat of a seamless experience. A: Following on from that, we had ideas to do with virtual reality… What’s your opinion on the virtual reality market, like VR software and stuff? Um, this is kind of two questions in one – (All laugh) A: From the VR research we also found the Microsoft Yarn experience… S: Well what do you guys think about it?
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S: It would turn on and it would shake a little bit and I think you were able to see like, some store info or something.
A: Is that why it was taken off the market then, purely because of functionality?
C: Well at the moment, because I’m really into like tech and gadgets and that anyway. I’ve been looking a lot into VR and that too, and I feel like it’s going to be a big thing not just for games and all that, but for brands especially. It’s even been used in stores already, its now, you can get it on Facebook on your phone, and it’s just so easy to access already. And next year is going to be its breakthrough year, so I was just wondering like, obviously with consumers now – it is more about the experience and I was just wondering if you guys had any opinions on VR? Do you see the brand at all using it? D: We’ve tried a couple of things that we um…
KS: It just served like a website.
B: It wasn’t quite VR but it was the choices that we drew from it – I forgot the name of it – we had a little um, icon on the site when you purchased something which told you something like if you purchase something from a brand it told you the equivalent that AllSaints sold. That didn’t really work um, in terms of, well we tested it and we had two versions of the site – one version without and one version with it and we didn’t sell any more on either. So for example, the version with the little thingy – that didn’t really work because I think AllSaints is a bit of a peculiar brand and I think that they’re very design centred so sometimes it’s very difficult for us to have a generic size to display for customers. We couldn’t say all our shirts would be equivalent to Topshop shirts because every single one of our pieces is quite unique in a way. So Ii think we have to work on our categories and our product offering before being able to kind of, jump into these things, with virtual mirrors and stuff. I do think obviously here is a lot of potential there, I don’t know that it’s quite for us just yet based on what we’ve tried and things. But it’s been a few years that we’ve been looking into it – at the moment what is out there is not very interesting. I think the interesting thing would be to build something in-house which is what we’re used to doing anyway, but at the moment we’re a bit limited with all the big projects and things so…
A: Right, okay.
A/C/KW: Mm yeah.
D: You could purchase from it but it wasn’t subversive. It was a bumpy experience.
C: We also looked at Microsoft Yarn, you guys had a prototype… I think it was actually Microsoft’s prototype because Vans had one as well…
S: So if we have that, do we really need an app that doesn’t do anything? Do we feel the need to do an app? Probably. But unless we really make an app that adds value to the customer, we wouldn’t release anything. C: So you wouldn’t want an app that just sells? You need something hat adds to the experience of the brand? S: Yeah, everything that we do here is about customer experience or brand experience. A: Yeah so did the previous app just have no function at all? We wanted to know why it got taken off.
D: I remember – C: It was like an advertisement within Vice app, say like with Android and Microsoft tablet and it was very much – it did kind of link to VR because you would click on the ad and scroll across and it would be like a video, you’d go back and forth with all your models and back stories providing more engagement with your consumer. Very personal and in-depth, so do you guys know much about that or?
C: So when you do create your content, do you focus more on a loyal customer experience rather than a generic social media experience? B: Um… A: It’s quite tricky. (All laugh)
C: Yeah that’s what we though because quite a lot of brands I think tried to like…
D: Yeah it is, I mean we always want to stay quite consistent to our loyal customers but at the same time there’s always an aspect of kind of perspective marketing when it comes to social, because you always are looking for new customers as well and trying to get them in. But we want to stay true to the people who are loyal to us, so it’s kind of a mix of both I think.
D: I remember that but I don’t know much about it because I wasn’t involved in it to be honest.
B: At the moment we’ve got the customer base is around 50:50 like new to old customers?
C: It looked really good from what we saw in the video with the prototypes and everything. It’s a shame that it didn’t work –
S: I’d say like 40% new customers?
A: - yeah because it was quite similar to a lot of the ideas that we’ve been having.
B: Yeah it sometimes fluctuates but I think this year it’s more or less around those figures so it’s important to us to keep loyal customers obviously.
B: Well I though Microsoft had sort of shut it down?
C: Yeah 100%. B: Yeah well if I’m right, I think they’ve created a new version of it, which they haven’t released yet so they’ve kind of scrapped the old one. So I’m quite excited to see the new one, as far as I know the old one is gone.
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B: Um, specifically digital? C: Yeah, or just overall? I know you guys don’t really do campaigns in magazines and that – S: Yeah so our business model is to allocate the entire percent of our marketing budget to digital, unlike other brands… So even at Burberry, when I was there we were spending max 30% on digital and that’s like really pushing it, that’s putting in like casting, video recording, like reallocating actual budgets to create the digital budget higher than what it actually is. So versus literally any other competitor in the industry, I mean, we do something unlike other brands right? So we don’t do traditional, what we do is and what has been working well for us has been extreme focused efforts on um, paid digital marketing. So um, we have a local in-house SEO head, just working on um, search engine optimisation, then we also have an in-house digital team where, I would say focusing on um, affiliate channels is working really well for us. D: Facebook has been massive the past two years. S: Um, email has actually been another channel that works out really well for us. And I guess keywords. But for us, we’re really focused on kind of, what our returns are, and it will be per marketing campaign. So you won’t really see us out there doing just like display. So you would probably never see one of our campaigns on the homepage of some site that you would go on, because the returns that you would see there is really minimal. Um, everything that we do is kind of…its very performance based. B: The only exception would be times where for example, we’ve launched with John Lewis – that was interesting for us to have a bit of exposure on their homepage, so we’d have a slight campaign reminder of AllSaints kind of thing, but we wouldn’t have anything like a full campaign. But this would be purely for exposure and not so much for trying to actually get revenue from it, not directly at least.
S: For me that loyalty aspect, is drawing more on what we could do with the app versus just a generic app. So adding value through the app is something that our loyal customers would benefit from. A: So we saw that your reach had increased, what kind of content were you creating and pushing out to increase your reach on social?
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C: Have you – um, are there any occurring or consistent marketing methods that you feel have worked well for AllSaints in the past few years?
D: Especially right now, I think because the brand has changed so much in the past kind of three to five years, you know I feel like the entire brand image a few years ago was completely different so there was a small chunk of customers that we did lose, so the ones that have stayed loyal – are very loyal and we don’t want to lose any of them.
B: So at the moment, it is very much design centred. So whatever design kind of wanted to showcase, we’d showcase. For the upcoming months, we’re going with a slightly different strategy in the sense that we’re going to have a slightly more commercial input to it – so that will help us with the use of best sellers or classic sellers that will help us attract new customers I think. So the current way of doing it is, I mean, because we work in the trading team, we’re not always in full agreement with it, um, but in the future the plan is that we’ll me merging both design inspiration and obviously commercial focus I suppose. S: I mean at the beginning of every month or the end of each month, we get together with our chief creative officer and the creative team or the art director, and we always kind of give them feedback in terms of what we need. Um, usually there are times where what we get always what we ask for, because there’s always a creative version of what our creative chief wants to communicate to the customers, but I think it’s kind of the collaboration, or the end results is a version of the collaboration of what we kind of, strive for. Um, I would say that the month in Q4 so November, December, January, is kind of when power turns, and we’ll get more of a say because we’re literally driving business and then the other ten months of the year we kind of let creative communicate to customers in the way that they see fit. So it’s kind of a mix of a balance. C: Sorry we’ve got so many questions… (All laugh) C: So, um as well with that, you’ve obviously got some competitors in the market but who would you say your digital competitors are when it comes to grabbing your consumer’s interest as
such?
D: It’s got to be more a lifestyle thing –
S: When you’re asking from like what perspective? So for me, if people ask me who are my competitors I really can’t name one because we do stuff in such a unique way. I mean our business model is so unique, um that I’ve spoken to a lot of leaders in other brands and I explain to them the way that we operate and the way that we’re structured and the digital team have been like “wow we’ve never even though of something like that”. In terms of maybe what the customers see, you know just from a brand, a fashion brand’s side of things, because technically we don’t even consider ourselves a fashion brand. We consider ourselves a digital company with a fashion arm, is kind of the way that we operate here right? But from the consumer’s point of view I would say each region, had we have different competitors. So for example in the U.S we always talk about Vince, Rag and Bone, versus in the UK we would say maybe Ted Baker alright? And then in Europe…
B: But that’s maybe just personal
B: But in the UK there’s more brands, we’d see in the UK the customer would also go and visit sites like Sandro, Mr Porter – brands that have clean sites and that kind of stuff, as opposed to say brands like ASOS for instance, which are doing very good e-commerce but is not so much a competitor in terms of practices and stuff. But then obviously we grab some of their customers and vice-versa, it doesn’t mean that they’re not fully a competitor, just not so much in the vibe that we try and portray. S: Did you get – um, during the tour they told you that kind of we do everything in house. We’re 100% vertical retailer, we own our own platforms, and we have our own in-house coders’ right? We have our own in-house picture studios, so I think again from a business model perspective we’re very different from really anyone else out there.
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B: It’s very interesting you know, working here. You go downstairs and you see the guys sewing and stuff, common floor there’s mostly business and the guys designing on the other side. It’s’ very interesting I think having everything in the same house, very motivating on a day-to-day basis. C: Yeah I’ve noticed that you guys follow the journey of a product from it’s very beginning right up until the consumer when it’s getting sold so…. A: What I really liked was the digital room, with all the statistics on the boards so you can quickly see what’s happening everywhere B: Yeah… C: Um, so… So say if you did have an idea for an app in the future anyway, would you want an app, obviously before it was just sales and that, would you want an app that constantly keeps you updated with the brand in general? So like say, an app that keeps you updated with what you’re doing, what you’re getting up to, photoshoots and stuff…
B: Yes because based on what we have already as a website platform, I don’t really see the benefits in a trading app. KS: We’ve tried before and it’s just not working D: But at the same time you have to understand kind of the impact of social as a commerce platform, an m-commerce platform has changed drastically – it’s a completely different landscape from I think three years ago. B: We can’t forget that there might be a huge demand for an app, even if it’s not one that’s trading, even if it’s not something that we think is really relevant, the customer might? So obviously we need to consider all of that because with the rise of m-commerce and e-commerce in general as well S: Well social commerce is kind of integrating its way in, so there’s a Pinterest buy button now and you can buy on Facebook and you’ll soon be able to buy on Instagram you know. So to be able to integrate those into the app, yeah again it’s cool… Personally I don’t like gimmicky stuff, and to me the whole VR thing is a bit gimmicky, you know we did RFID at Burberry again that was gimmicky. So again, you can get good press out of it but at the end of the day it really doesn’t do anything for you because technically, you pick up a trench coat with an RFID chip embedded into it and you walk across a screen and it plays content about that trench coat right? But in theory you’re in a store, there’s thousands of people in Regent Street and you walk by and you really don’t even notice it. You know, um so again for me, it really has to add value. The only thing that I can really see is um, some sort of a loyalty program right? Something like that I think customers would use right, so I think if you were to buy everything through this app and we gave you points for it and we rewarded you based on your purchases, you know then I can see people using it.
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C: Yeah I don’t know any other brand that does all of this in-house…
C: So more of like a personal engagement rather than just selling it
A: I think House of Fraser have started something like that… S: What? A: House of Fraser or Debenhams have started this kind of loyalty system B: Is it via their app or? A: I think it’s part of their app, I saw it advertised in store S: Is it a card?
D: Yeah –
A: I’m really not sure, I’ve not seen that much into it yet but I’ve heard about it.
KW: Follows lifestyle of the brand more…
S: Okay, so yeah something like that – once people start using it I guess than you can start integrating the social commerce side to it, you know and then they start integrating a little bit more with that. Other than that I really don’t know.
D: Yeah the easiest way to do that is social interaction so whether its social feeds or you know kind of letting the customer interact with us through our social channels through the app, I think that’s the B: I would see a bit of an opportunity on the customer service side of things as well. Um but personally I don’t really see the benefit of um trading through the app
C: Um, so now we’re going to ask a bit about your consumer. Um, what would you explain is like your typical consumer’s lifestyle? S: Kane…
S: He’s our typical consumer
KS: We could try and mechanise what the customer keeps putting in their shopping basket and send out mailers, or even as soon as they open their app up they might be interested in this or know that we’re currently shooting in New York.
KS: I don’t know whether to take that as a compliment…
C: So that’s like making it really personal like kind of connection…
(All laugh)
B: We’re trying to do that at the minute a little bit, but it’s very manual so we have to kind of pull all the data ourselves and then figure out how these customers would like this, so we send them an email. But it would be nice to have something automated or
(All laugh)
S: Um, no I mean we, well again I think it’s different by regions. Alright like, your customers (to David) are different from your customers (to Baptiste) versus the Asian customer. B: But then even in the UK for example, if you take for example we’ve already got two very separate customers, so one for the continuity business which is things are coming in season after season like best sellers and shit, I’ve noticed a lot more fashion D: Well you’ve got your London business and then your kind of rest of the country business B: As well yeah, so like there’s regional, there’s um, it’s very difficult to – KS: Well if you think about London, you’ve got King’s Road which is a really sort of lovely premium area, it’s a massively different customer to like Stratford? So it’s not just by country but it’s could be by area or district within countries themselves as well B: Yeah very true
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C: Like a different language KS: Yeah so the content we use is different as well because it’s basically a different customer. So you might want an app that works in defining various regions. B: We’re looking at kind of like making that more accurate, so having different product offering or different social campaigns. Not only by country but say by regions within the countries, so like by city. Because we’re seeing here that like in the UK the differences between just north and south are incredible. I mean the continuity market up north is unbelievable, graphic t-shirts is unbelievable, sweatpants that sort of stuff but that in London doesn’t really work other than at this time of year for gifting or something. So it would be very interesting for us to have the ability to do that regionally or even by city or even more accurate than by city, by district or something. But at the moment it’s only a project because it takes a lot of work within our team to do that, and because we do everything in-house it takes a bit longer as well.
C: I think H&M done that through Spotify – B: What do you guys think about that though? Would you actually use it? C: I think – A: No. (All laugh) C: Yeah… A: I’d see a quiz and I just think I don’t have time to do that, I’d rather just –
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KS: It is massively different like you said, you’ve got continuity who love branded products so with the rams skulls and stuff like that. But then you have people who go into King’s Road who don’t want any branding, very plain or something. So then it does depend on the area, but then are websites are um like the content we do on our social media page um, per region is different.
KW: Topshop has done something similar now haven’t they, on their website they have like a quiz for every single customer. So like when you purchase something then it sends you to the quiz straight away and then you pick which sort of style is yours, what you do during the day and everything and then it suggests what would be the best thing for you to wear, so maybe something like that?
S: Do you guys even use those size things? Where like you put in your measurements and then they show you how it would look on you? KW/A/C: No… S: See that’s the thing, so again there’s a lot of things that are in the market you know that, it’s more a hype than anything, and it’s more a hype within media. But when you actually go into it from a customer’s perspective or from a customer experience or a brand experience it really doesn’t equal to anything you know? C: Yeah, I think with like our generation and that, and our age group we’re just like buy it. But I think if someone like my mum was buying it she would go through all the measurements (laughs) and stuff like that as well.
D: Or even if we could try something kind of custom based content on the users…
S: Yeah but then I think that’s why for us we offer free returns, right? So like it’s almost like let’s make that transaction or the checkout so easy that you guys browse, you check out, once you get it you try it on and if you don’t like it then you just return it.
B: Yeah so like visual merchandising or -
C: Yeah…
C: So say on the website if someone was very more trend based
A: So you’ve really got to understand the consumer journey and the lifestyle of a specific demographic to kind of understand what you can put out to them rather than just giving them something bog-standard and not having people respond to it.
D: In the app we’d show that – C: - in the app you’d show what they’d be into compared to like another consumer who is more about AllSaints as a brand buying the old so-and-so…
S: Which one? A: No just like in general making sure everything you’re doing relates back to that journey.
D: Yes absolutely. C: Yeah. So we’ve got one more question based on the consumer, um how do you determine you content for the AllSaints consumer? Because obviously you said you’ve got your loyal consumer and you want to invite new ones, so for your content how do you determine what to put out, when to put it out like time periods and everything? B: Um, so as we kind of said earlier it was very much design based so whatever look they wanted to push we pushed. It’s changing slowly so everything is a lot more based on commerce, and on, um not necessarily on commerce actually but on D: Trade patterns. It’s a lot more commercial thinking now, as opposed to just image. S: Yeah um I think as we evolve as a company, we’re just getting a little bit better and we’re acting smarter. So we’ve been able to analyse a lot more of what we’ve done historically and from our side of things we’re giving input to the creative team because they say, for the month of August we need um, we technically rely on these types of products right? So we would give them a list, we would show them kind of which products we’d like for them to use to come up with a creative view point, you know, and then basically things that you may see on homepage will be based on what they want to push to the customers at that given point in time. You know, typically we’re doing homepage refresh every 10 days, every 10-14 days so that’s kind of the way that its working right now.
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C: Have you guys got any more questions? KW: No that’s it. C: Ok, so we’ve answered all of them. Thanks so much for that it’s really helped us out. A: Really has. B: What are you guys studying at uni? C: Fashion Communication and Promotion. B: Nice. C: Yeah final year. (All laugh) B: So is this your final project? A: Yeah we have two – our own self devised brief and then a live project. B: And you picked AllSaints to do? KW/C/A: Yeah (laugh) KS: This is the second year that we’ve done a live project with Nottingham through a digital communications
S: So what is the next step for this? KS: So the next step is the guys get the work done and then present to us, we will then review it and give feedback. A: Are you going to be at the presentation? KS: You’re just going to be down here. A: In February? KS: Yeah. C: Oh really? A: So then another one in May? KW: We’ve got two presentations. A: An interim one for our big idea which you might be attending? KS: If we do it’ll be Amy attending, but we’ll have to contact your tutor about that. And then the final one is in May here. C: Cool, exciting. S: Well… we’ll be here. (All laugh) C: Thank you guys. S: Let us know if there’s any other questions. KW: Perfect thank you. A: Thank you so much.
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B: And they are organised, so usually we wouldn’t really have the same one but at the moment David’s side kind of covers the whole of the US and America, mine would be UK and Europe but it also kind of control Korea, for a perspective so we’re localising in that but you know, hopefully we get better at it.
KS: No that was a design one. We actually did another one so last year it was an advert campaign and this year it’s an app.
Chat with Nicola Thompson, Senior Merchandising Director for ASOS Menswear. AM: How do you feel digital engagements benefits a brand? NT: Digital engagements benefits a brand? I think it um, in the world that we operate in particularly for us as a pure play retailer, we don’t have the same touchpoints as people in stores. So engagement, digital engagement is so important for us because it is our direct relationship with our customer. It’s how we get across who we are, our tone of voice, all of those kind of things, so it’s our key touchpoint. It’s how we create a personality that sit behind our business. AM: Okay, thanks. Um, what key features do you think consumers are in demand for digitally? Like what would you say they go for straight away? NT: In terms of an online shopping experience? KW: Yeah… AM: Or a mobile app.
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AM: Okay, why do you think that brands struggle to fully engage with consumers online and what are they doing wrong? NT: I think um, a lot of brands where they have - I think a lot of brands particularly who have bricks and mortar businesses still view online as like a secondary business, as like a store. So they don’t put all of their force kind of on developing that side of the business fully for the consumer. We have a massive benefit because that is our business. So I think brands and retailers who don’t put it first it comes across, because it’s not - it’s just not customer facing enough. Things are difficult, like there’s lazy things where you can’t view some of the pages in a mobile format because they’re not optimised for mobiles still. That you can’t get into bits of your account information, that you can’t track your order through mobile but you can on desktop. And I think whilst businesses are still doing that they’ll always struggle to drive that sort of engagement. You’ve got to completely put yourself in the shoes of the customer and think about everything from their point of view, and how they want to act with that device and have that experience with you and make sure you are matching up on every single level. So we have like, our proposition is to basically that we, all of the things we have on desktop that we can deliver on a mobile device in a better way basically. AM: Okay yeah. KW: How would you say your brand ambassadors so like the ASOS stylists you have on Instagram influence your consumers? Do you think it’s a massive thing having brand ambassadors? NT: No it is a massive thing. I mean we started off doing it actually we realised that we weren’t
AM: So it starts growing more… NT: Yeah if you have people who follow you and you recommend things to them, and they end up buying them then actually you get some points for that. So it’s actually the whole idea of social advocacy and community will become really important for retailers I think. KW: Okay perfect. Thanks, that’s great. NT: Was that alright? AM: Yeah thank you so much, bye!
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NT: Um, I mean we have a saying within ASOS that is “everything at a thumb swipe”. So that kind of that interface, and how we make sure that we have this – we talk about a frictionless experience. So we want the whole experience when you’re on mobile to feel completely intuitive, and that everything is easy to navigate, that actually all of our content and our experiences – we design mobile first now, we have an internal thing where actually we are mobile first in everything we do. So we actually encourage teams not to look at things on desktop anymore, so we design for mobile, all of our user interfaces are based on mobile first so yeah it’s I mean it’s super cool.
able to technologically deliver a lot of the personalisation stuff so it was an easier way of delivering edits within our range because if you spot somebody who you have an affinity with and they have provided an edit out of our huge range that sits with you then actually that creates a huge social following. It start off trying to do them as sort of personal shoppers, but in fact they have much more power as influencers and creating sort of followings in social media. I think that’s just the starting point, I think what will become, us as well as what other retailers will do is actually it will become much more of a community based thing. So rather than us selecting the people who we think provide the edits, consumers will have profiles and be able to select that themselves. So you’ll almost be able to go part of personalisation is being able to go, okay this person over here looks a bit like you and we might suggest that you follow them, and they might have shots of them wearing clothing and you might go okay yeah that person seems to have a real affinity with me. So you create that kind of really strong community groups that sit around personalisation, and that’s really nice it’s actually self-fulfilling and it’s a big part of what ASOS is about. It’s about going “we’re not trying to force our ideas on the customer, we’re trying to enable those twenty-something customers to form communities themselves”. And I think that the big thing about us is we’re not, we’re very kind of democratic. We don’t want to exclude anybody or tell anybody what to do, we know that twenty-something’s have their own mind, we just want to enable them to find stuff and find people who are like them and like-minded. So I think that will be where stylists will end up being, we’ll almost have stylists within the community and actually those people will build rewards behind their profile as well. So it almost become this virtuous circle as well –
now? Do you like it, do you hate it? JM: It’s OK Participants: - Katherina Vek (KV) - Rory Eaton (RE) - Katie Smith (KS) - Amy Heard (AH) - Molly McGarry (MM) - Julia Harvey (JH) - Charlotte Yau (CY) - James Moorley (JM) - Danny Linch (DL) Interviewees: - Charlotte Pratt (CP) - Aysen Miller (AM) - Karolina Wilzcek (KW)
CP: Yeah? JM: Just the price. MG: The quality as well. However, I wouldn’t pay that price. CP: So you guys don’t really shop there? JH: I have a look, maybe the one or two things I get. I’m not obsessed. CP: Do you guys follow them online? Like any platforms, facebook? *all group disagree* CP: So you aren’t all really engaged with them? Why’s that? MG: Just don’t shop there enough.
CP: Everyone’s all here? Okay, cool. So we’re doing a live project with All Saint’s where we are making a phone app. The last one failed for the company, as it didn’t much apart from online shop. Basically, we are holding this focus group to test what ideas we have so far. And as well, to discuss what you want to see, what you don’t want to see and what you think about All Saints overall. To begin, if I can get you all write down what you think the word personalisation means to you?
CP: Do you guys compare them to anyone else in the market? Style wise, price wise?
*passes around post-it notes*
KT: Price point, probably like Ted Baker I’d say? JH: Kooples? MG: Jack Wills?
KW: everyone got a pen?
AM: Are there any other brands you hold a strong engagement with? Like follow there facebook and everything. Or you follow there style pages?
*everyone notes down word association*
MG: Cos?
AM: Everyone done?
CY: Asos?
CP: if you want to pass them back around.
KS: Missguided?
KW: Right so if you all want to take another post-it note, the next word is digital.
CP: Any reason why you follow these guys?
*everyone notes down word association*
DL: You buy something then they send you emails, guess its easy to stay loyal and subscribed with them?
CP: All done, thankyou. KW: We have one more. AM: Lastly, if you can take another one and do the word style. *everyone notes down word association* CP: Katie you can’t copy peoples answers *all laugh* *group carry on writing* CP: You done Julia? If you want to pass them all back around. Right so, I am guessing all of you guys are aware of All Saints? Like as a brand… what is your guys thoughts on the brand right
KW: Do you like receiving emails and newsletters all the time from these brands? JH: No, after a while it gets annoying as you get the same things. Like Missguided as well. CP: I mean I agree, definitely with ASOS! They always get email. KW: Who do you think with the fashion industry is doing digital well, like engaging with the consumer through social media? CP: Like who’s doing it right? Whose able to put the right Facebook, Twitter content etc? Meaning like a clothing brand wise.
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*Begin Recording*
DL: You’re talking about… MM: ASOS do it right I guess? JH: I was going to say ASOS! CP: Why do you think that? MM: Because they have like stylists… people who represent and who we can relate to on some sort of level. CY: it’s all with the tone of voice as well… CP: Yeah! Cool. Overall apart from brands… are there any apps you are all loving at the moment? RE: Depop is up there! JH: We transfer? It’s helpful… I mean I’ve only just started using the app. Makes everything so much easier. CP: So like sharing and that? JH: Yeah
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*points at idea slide, talks through button mock-up* So the idea is, you follow bands with the discovery button. Here you have all the artists you can discover and follow in association with All Saints Studios. Each artist profile has a bio, a clip from a live session and a moodboard of products personally chosen by them which ideally can lead to the online trading site. The calendar function already filters with the bands you’ve followed with tour dates, big events and such so you can follow the band, or also known as ‘jump on tour’. Then we have your own profile, which will display your own devised content. This will be hooked up with ‘snap, shoot, share’ which will encourage the consumer to take shots and videos of either the gigs they attended relating to the bands, or even the outfit you wore on the night. You’ll be able to document your experience which will then filter into your newsfeed here *points at board* where you can check out what the bands you follow are posting, and additionally other fellow ALL SAINTS consumers. The APP is about consumers wanting to become part of the conversation, link of interests all around the world and additionally enforcing the trend of filtering, personalisation and role models. What is your first thoughts?
MM: Instagram?
KW: We wanted to create an APP which was an add-on to your lifestyle, rather than just a styling app. They want something which doesn’t sell clothing.
CP: yeah, sure!
RE: I really like it. I think you’ve like good bits of different apps and combined them all.
KW: I mean you all need social media and connectivity apps?
KV: Yeah like the studio thing… I didn’t even know about that until now. And like for every event people say like, wherever you go out in Nottingham you wear a different outfit. It’s good because then you can be like, ‘how do you dress for that event?’, you can all come together and get inspired and what you all wear, while also focusing on another interest we all have.
AM: Are there any apps which you downloaded but never use? You only got it because it was a hype? JH: Oh that Vollid one? The one that Alexa Chung did. CP: Oh yeah I know. Right so we are going to get you all writing again. Just write down three things you’ll like to see on an APP, and three things you don’t want to see? AH: Do you have a pen? AM: yeah! *everyone grabs a pen and notes down – 2 minute pause* KW: Thankyou! CP: You guys done with yours? KS: Yeah DL: Sorry yeah
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CP: Are there like any apps that you couldn’t see your phone without? Anything apart from the obvious like Facebook.
CP: Cool okay, so we are going to talk you through our idea with the company. So this year it’s ALLSAINTS 21st birthday in the UK and since establishing themselves as a brand. Unless you didn’t know ALL SAINT’s aren’t just a clothing brand, but they have loads of side departments that build like a community, such as ALL SAINTS STUDIOS. It’s all about live bands, emerging bands and providing live sessions all around the world like LA, London etc. So we’ve been focusing on a lot of that department and trends such as personalisation… hence why we asked you to write that all down. We’ve also looked into trends like filtering and such. We’ve seen that consumers are also craving to become their own mini-brands as well. So all this together combined we have decided to put these trends and all saints studios together.
CP: Yeah, so I mean you guys didn’t know about ALL SAINTS studios until today, I mean you guys might of… MM: No I didn’t! CP: Wow really! I mean like Burberry do something similar, Saint Laurent… so brands with similar aesthetic are all ahead of the game. Burberry have Jack Bugg and big names, not sure who Saint Laurent have… However overall, would you see this working into your lifestyle? Like if you either really into the bands, are even into the brand itself. Do you want to become part of the brand conversation. EVERYONE: Yeah MM: If it was like exclusive as well… with music as well. Like if it was a live thing you can only get from an APP CP: Yeah we were talking about every week, you can get a free song. You can have a collaboration with Spotify… like possibilities are endless.
KW: yeah
HALL TESTING END
CP: Anything dislike? Any add-ons you want to see?
CP: So guys, you all looked at bandsintown? What did all you guys like about it?
KV: So do you like follow people as well then?
RE: I think it’s a great idea. Somewhere I can get all sorts of music updates I need. Theres tags, genres. Really helpful, good idea.
CP: Yeah, basically. You get your own profile, people can see artists you follow, your pictures, your videos, your outfits. Newsfeed is everyone you follow within the app so consumers to bands. Snap Shoot & Share is devising your own content. Discover artists are, where you find the artists you want to follow and profiles and outfit choices. Lastly jump on tour is where you can find your favourite band playing near you, or big events such as album releases etc. It’ a constant updated calender.
KS: Yeah CP: And then theres FEELS as well. RE: Phil?
KV: yeah I love it!
CP: No FEELS. *laughs*
CP: We found some apps which have similar touch points to our idea so we’re gunna pass these around for you to play with. So we have bands in town here… Feel here.
JH: It’s like tumblr?
*group play around with APPs*
RE: It’s people who want to like self-promote isn’t? CP: Yeah! What else did you guys think about the APPS
HALL TESTING BANDSINTOWNAPP
DL: Yeah it’s easy to navigate. It’s simple. I like it. I’d use it!
KS: Ooooh I love it (reffering to bandsintown)… Is that madness?
KW: Do you think any of this will benefit ALL SAINTS at all?
KW: Do you like the app guys?
RE: Yeah hugely!
AM: Do you feel this will be beneficial for the brand?
AM: Yeah they said they don’t need the extra revenue.
JM: Yeah! Like people are influenced by music, they dress to what music they listen to. It’s great!
CP: When we spoke to them we said how just stop there communication at Facebook.
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KS: It’ll really be good for the music side. I mean not so much for shopping but can work.
*group agrees and discuss’s* RE: the apps alright, but can’t really locate myself around it. Needs to be clearer.
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JM: Yeah it’s great, it’s easy to follow and really useful! In terms of interface as well.
AM: They have huge potential to be a brand who is hugely connected to their consumer. MM: If your not their ideal consumer as well… this will be helpful.
KS: Maybe with your APP guys get a registered location?
CP: I mean if you guys being the age group they tap into…. And you guy don’t bother with the brand they are clearly doing something not right apart from price point, we’re all not all ballers
CP: Yeah that can work! I mean we don’t want something too gimmicky.
*group laugh*
FEELS
CP: Cool. Did you guys have a look at Feels APP then?
JH: So what’s this app?
MM: Too much like Instagram.
CP: It’s like where you make your own mini-brand. It’s great for bloggers, bit like Instagram I guess? But more promotional and blogger direct/
AH: Too much like Instagram.
MM: Yeah I like it, too similar to Instagram though *group agrees* JH: You get a cover photo and such… mmm yeah. I can see myself using this. *whole group discuss at same time*
RE: It’s more networking isn’t it? CP: I mean I follow bloggers and I see this APP as just a place to boost your own brand. Like bloggers keep with the same aesthetic so you know who they are etc. KV: You can’t post other peoples content then? CP: Don’t think so. These are the areas we want to tap into anyway so combine it all together.
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Pinterest Tumblr
Tumblr Tumblr Pinterest
Tumblr Pinterest Tumblr Pinterest Pinterest Tumblr Tumblr Pinterest
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How old areHow you?wouldWhat you specify kind of Facebook your appsgender? do you Instagram use theTwitter most? 21-25 Female Fashion Facebook Instagram Twitter 21-25 Female Social Facebook Instagram 21-25 Female Fashion Facebook Instagram 16-20 Female Social Facebook Instagram Twitter 21-25 Female Social Facebook Instagram 21-25 Male Social Facebook Instagram 16-20 Female Social Facebook Instagram 21-25 Female Fashion Facebook Instagram 21-25 Female Fashion Instagram 21-25 Female Social Facebook Instagram 16-20 Female Social Facebook Instagram Twitter 16-20 Female Fashion Facebook Instagram 16-20 Female Social Facebook Instagram Twitter 21-25 Female Social Facebook Instagram Twitter 26-30 Female Fashion Facebook Instagram Twitter 16-20 Female Social Facebook Instagram Twitter 21-25 Female Fashion Facebook Instagram Twitter 21-25 Female Social Facebook Instagram 16-20 Female Social Facebook Instagram 21-25 Female Lifestyle Facebook Instagram 21-25 Female Social Facebook Instagram Twitter 16-20 Female Social Facebook Instagram Twitter 21-25 Female Social Facebook Instagram Twitter 16-20 Female Fashion Facebook Instagram Twitter 21-25 Male Social Facebook Instagram 21-25 Female Social Facebook Instagram 16-20 Female Social Facebook Instagram 41+ Female Social Facebook
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What is your top most-used social media app and why? Twitter - to constantly keep up-to-date with friends and current affairs Snapchat, I love the updates my friends do Instagram because it's constantly providing new posts, keeping me up-to-date with new trend inspo facebook. to keep in contact with friends while being supplied with news and updates from all topics and areas Instagram. Easily accesible Instagram, I enjoy that it focus on images Instagram Instagram because I like to see all the pictures and it's easy to flick through and find inspiration tumblr because I'm hungry for artistic and fashion visuals that inspire me Instagram as I like sharing photos instagram because i like sharing photos Instagram because I like following fashion bloggers on here Instagram because I like very visual things and love a good filter! Instagram because I like looking at pictures Facebook, i think you see everything first on there Facebook. A lot of friends are on it. Facebook - use it for photos and to talk to my friends from all over the world Instagram- for photos Facebook, So much good information if follow right media Facebook. I use it for messaging people Twitter because it's good to keep up to date with everything Instagram because I follow lots of fashion brands and beauty bloggers. Snapchat Instagram, because I am interested in fashion and all things creative so this is the best site for me to gain inspiration and f Facebook more people on it and more going on. Instagram cause it's easy Instagram because I can find inspiration on it and post my own photos Facebook. Can link and share with people you know but who you may not otherwise have got back in touch with. Quite e
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Do you have a mobile version for any of these platforms? 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1 1 1
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Do you prefer online shopping or shopping in-store? Why? Do you prefer online shopping or shopping in-store? Why? Online shopping, so much easier Online shopping, so much easier In-store, I can try stuff on and because of the customer service In-store, I can try stuff on and because of the customer service In-store because I can actually see the clothing, and there's less hassle with In-store returns. because I can actually see the clothing, and there's less hassle with returns. shopping instore. too impatient for delivery and like to try things on before shopping purchase instore. too impatient for delivery and like to try things on before purchase In store. I like to see the quality of the clothes In store. I like to see the quality of the clothes Instore, I like to try my clothing on before purchasing Instore, I like to try my clothing on before purchasing In-store, because I can see how the product looks in real life and try it on In-store, because I can see how the product looks in real life and try it on In store because I can try things on and decide whether to buy it rather then In store getting because it not Iliking can try it then things having on and to decide waste time whether and to sometimes buy it rather money thenreturning getting ititnot liking it then having to wast online shopping is cheaper and i can do it from the comfort of my own bed online but then shopping againistocheaper go intoand a store i canand do try it from something the comfort on as of well myasown havebed thebut experience then again of to thegobrand into aisstore just as and favourit try so In store as you can see the products in first hand In store as you can see the products in first hand in store because i can try things on and don't have to pay a delivery fee in store because i can try things on and don't have to pay a delivery fee In store. Able to touch and try on the clothing In store. Able to touch and try on the clothing Instore because I have the item I want straight away and can try it on Instore because I have the item I want straight away and can try it on Online because it's easier to find what I want and I spend less online Online because it's easier to find what I want and I spend less online Online, I can get the sizes I want, work out outfits easier and I don't compulse Online, buyI can get the sizes I want, work out outfits easier and I don't compulse buy Online because mirrors in changing rooms are SO unflattering. And I don'tOnline feel like because I am being mirrors judged in changing for whatrooms I pick are to try SOon. unflattering. And I don't feel like I am being judged for what I pick to Evening when I'm home from work Evening when I'm home from work Online- it's easier and I hate people Online- it's easier and I hate people Online Online Online . Instore makes me go crazy!! Often it's too busy and it's easier to Online browse. all Instore the options makes online me go crazy!! Often it's too busy and it's easier to browse all the options online In store get to try on clothes In store get to try on clothes In store because you can try things on. In store because you can try things on. Online - can browse around and see everything I want. I can compare prices Online to other - can retailers browse around and see everything I want. I can compare prices to other retailers Online shopping, due to being able to be in the comfort of my own homeOnline as wellshopping, as the ease due ofto sending being able it back to via be in post thetoo comfort if needing of mya own refund. home as well as the ease of sending it back via pos In store so you can try the clothes on and see what they are really like. In store so you can try the clothes on and see what they are really like. In store you get to see the clothes In store you get to see the clothes Online because its quicker and more choice Online because its quicker and more choice Both. On line for convenience. In store particularly for clothes as can be more Both.successful On line forasconvenience. you can better In store see the particularly product and for try clothes on. as can be more successful as you can better see the pro
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What time of the day do you check your phone the most? Throughout the day Throughout the day Throughout the day Waking up Throughout the day Before bed Waking up Before bed Waking up Throughout the day Waking up Travelling Waking up Waking up Before bed Throughout the day Before bed Throughout the day Throughout the day Throughout the day Throughout the day Throughout the day Before bed Waking up Before bed Waking up Waking up Before bed
Nottingham Trent University
FCP YEAR 3
Consumer interview
Module: Live Project Project: All Saints
AllSaints project Participant’s name: Aaron Levin Age: 25 Occupation: Fragrance owner
Participant’s name: Aaron Levin 1. How old are you? 25
Ethnography – mobile app usage (1 WEEK) PLEASE FILL OUT ACROSS 1 WEEK Keeping up with the technology-savvy generation.
2. What’s your occupation? Home fragrance owner
App usage: Across 1 week please state how many times you have visited these apps:
3. What’s your area of interest? Shopping and sport
SHOPPING: 9
4. What type of music they listen to?
SPORT APPS: 120
Depends on mood love a bit of old school Kanye Casually smart business
SNAPCHAT:20
6. Where do you get your key style information from?
OTHER (____________) : ____
Style advisors/ Personal stylist
Why did you choose to use with these particular apps?
7. What is your favourite piece of clothing? Jumpers
Keeps me up to date with everything going on.
8. What would you not leave your house without?
Which one of the apps influence your day-to-day life the most?
iPhone
The news
9. What is your average day in a week like? Work from 8 till 7
What do you first look at when downloading an app?
10. What do you like to do at the weekend?
How useful it is to me
Relax and watch the football
Do you prefer mobile apps that add to your lifestyle? For example apps that send you notifications for promotions, new news articles etc. Why?
11. What would you say is your most used mobile app? And why? Whatsapp. Being checked up on a lot.
No I don’t like notifications.
12. What do you use social media for the most? Seeing what everyone else is up to.
How do you feel about interactive apps? Mobile apps that trigger different senses – for example music mixed with imagery.
13. What times of the day do you check social media the most? b. Afternoon/Lunch
c. Evening
d. Not a specific time
I don’t use anything like that so hard to comment. How do you feel about mobile apps using cookies to track your usage to then adapt the app to your dayto-day life? That’s fine no issue at all. Participant Signature:
Thank you for your help.
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NEWS APPS: 40
INSTAGRAM: 140
5. How would you describe your style in 3 words?
a. Morning
GAME APPS: 180
Consumer interview
Nottingham Trent University
AllSaints project Participant’s name: Livi Pilsworth
Participants name: Livi Pilsworth Age: 22 Occupation: Student
2. What’s your occupation? Student
Ethnography – mobile app usage (1 WEEK) PLEASE FILL OUT ACROSS 1 WEEK Keeping up with the technology-savvy generation.
3. What’s your area of interest? Fashion
App usage: Across 1 week please state how many times you have visited these apps:
4. What type of music they listen to? Soul, Reggae, Chart 5. How would you describe your style in 3 words? Minimal, Tailored, Casual
GAME APPS: 0
SPORT APPS: 0
NEWS APPS: 0
SNAPCHAT: 15 OTHER (Pinterest) : 50 Why did you choose to use with these particular apps? Keep up to date with trends and styles, order clothes and research for my own degree.
8. What would you not leave your house without? A neutral lipstick 9. What is your average day in a week like? Uni from 9-5, come home and eat and then do some work until about 9, sometimes go to the gym if I don’t have too much work to do. 10. What do you like to do at the weekend? Shopping, going for drinks with friends and doing the less strenuous parts of uni work such as sketchbook work. 11. What would you say is your most used mobile app? And why? PInterest. I use it as a research platform for my uni work, and I also use it to search for products I might buy and then I find the brands once I’ve found the items. 12. What do you use social media for the most? I sometimes upload pictures of myself and friends to Facebook and I upload pictures of my work to Instagram. I rarely post statuses or share articles.
d. Not a specific time
Which one of the apps influence your day-to-day life the most? Pinterest, I use it constantly both to research trends for uni and also as a platform to research the sort of items I want to buy before then finding them online. What do you first look at when downloading an app? If its free and the reviews. Do you prefer mobile apps that add to your lifestyle? For example apps that send you notifications for promotions, new news articles etc. Why? No, I like being able to use apps on my own terms, I don’t like getting lots of notifications constantly. How do you feel about interactive apps? Mobile apps that trigger different senses – for example music mixed with imagery. I like being able to watch videos on Instagram and live stream catwalk shows, however I think apps such as Pinterest work best with just images rather than alongside videos and gifs. How do you feel about mobile apps using cookies to track your usage to then adapt the app to your dayto-day life? It makes sense, if apps are going to have adverts I would rather them be appropriate for my interests and needs. Participant Signature:
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7. What is your favourite piece of clothing? Black trench coat
13. What times of the day do you check social media the most? a. Morning b. Afternoon/Lunch c. Evening
SHOPPING: 30
INSTAGRAM: 15
6. Where do you get your key style information from? Pinterest, WGSN
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Module: Live Project Project: All Saints
Participant’s signature:
1. How old are you? 22
Thank you for your help.
FCP YEAR 3
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Aysen Miller N0510751 Fashion Communication and Promotion FASH30108 Negotiated Project: Live: ALLSAINTS Word Count: 3,213
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