london
CREATIVE STRATEGY
Contents 3-4 CONCEPT 5-6 RATIONALE 7-8 KEY BRAND HISTORY 9-10 BRAND VALUES 11-12 AUDIENCE PROFILES 13-18 ONLINE AUDIT 19-22 SWOT ANALYSIS 23-24 PESTLE ANALYSIS 25-34 COMPETITORS 35-36 PR OBJECTIVES 37-38 CONTENT 39-40 STORE LOGISTICS 41-42 LAUNCH EVENT LOGISTICS 43-44 BUDGETING 45 RISK ASSESSMENT 46 TIMELINE 47-48 PROMOTION 49-50 LONG TERM VISION
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CONCEPT The purpose of this project is to enhance the UK market and revenue for Stussy, by expanding their presence in this area of Europe, with their only other European stores being in Milan and Madrid, this will open wider opportunities within this radius. After their chapter store closure in London in 2009 during the time of the recession, a new store opening in late 2017 is a renovating plan to bring the brand back to life in such a historic location to the brand. The plan for this project aims to engage and inspire Stussy enthusiasts, by delivering the historic bond between both the city and the brand. By opening a new store in London it will offer a sense of exclusivity to consumers as it is giving them the opportunity to purchase directly from the brand which is an important factor to a lot of Stussy lovers, as a large majority of them have probably never had this experience.
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rationale Primary research has shown that, 78.9% of individuals stated that they prefer instore shopping as opposed to online shopping, which immediately indicates that there is room for a standalone chapter store in the UK. A further 80% of 18-25’s also said they would love to see this happen. With the rise of streetwear in the years following on from 2009 when the store closed due to recession problems, it is safe to say that a store comeback would be relevant to current trends and would be successful. With other big competitors including the likes of Palace and Supreme having stores in London, Stussy could be potentially losing out on sales here as consumers are making in-store purchases from alternative brands. Stussy is currently sold in stores such as Size?, END and DSM which sell the brand significantly well, showing how there is a definite market within the UK for the clothing, however there is a lack of consumer experience / brand communication which needs to be improved in order to stay ahead of its competitors.
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key BRAND HISTORY 1980. The Stussy brand was born in 1980, when Shawn Stussy (founder of the brand) began promoting his wave-inspired art styles onto graphic printed T-shirts instead of his usual boards. He began with a signature style which consisted of plain tees emblazoned with his last name, written in a unique hand-lettered style. After meeting accountant, Frank Sinatra shortly after this time, the brand began to rapidly grow and is still named one of the greatest streetwear brands of all time. 1980’s After travelling around the likes of London, Tokyo, and Paris, Stussy brought together influencers from each city, people with similar interests and taste. He would hang out in creatives spaces where such subcultures were incubating, from this he met friends that became business partners and from this found even more influences and guidance as to Stussys fashion direction and future. The friendships and contacts made during this jet setting experience was what soon became known as ‘The International Stussy Tribe’. 1994 Between the years of 1994-1995 other subcultures began to emerge from new trends such as punk and grunge, which left the streetwear and the hip hop phenomenon’s struggling to stay in the lead. The business was also struggling from competition from the brand Mossimo, which began producing stock that was very similar to Stussy products, they then sold to all of the retailers that Stussy had previously refused to sell to. 1995 These changes to the business resulted in Shawn Stussy leaving the brand at the end of 1995. Shawn was very passionate about his designs and refused to create new products based around what other people wanted him to design. The industry around this time became heavily influenced from other sub cultures and brands and to change the products that he designed would be essentially asking him to re-brand, which he was not prepared to do. Stussy himself claimed he ‘cared more about our friends and identity than I do about making a quick buck’. 2000’s Since accountant/ co-founder, Frank Sinatra took over the brand it has continued to stay stable through the 2000s despite a rumor of it being sold in 2001. The brand has opened various chapter stores across the world, has collaborated with some of the worlds biggest ever brands and has taken a shift into the skate street direction, sponsoring various skaters, which has continued to develop the brands story as skating is a very popular culture in todays society, which Stussy have managed to take onboard.
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brand values Stussy prides itself on being a very cultural brand, it was heavily influenced by things surrounding the era of the time the brand was born and that’s what has made it the brand that it is today. The main influences to the brand have been music (mainly hip-hop) and creatives, including: surfers, skaters, musicians, artists – some of which are members of the Stussy international tribe. Although the brand originally formed as a surf wear brand, it has excelled in the streetwear market significantly and has branched into other fashion genres, the main one being skate. Skate wear has become a very popular trend within western culture and Stussy have managed to take the lead within the sector despite originally not being a skate brand. Stussy is brave, bold and confident. It thrives from its vision and aims to inspire and encourage creativity amongst their followers. The impressions and messages implied by the brand are very chilled, fun and friendly in a way that communicates on a personal level to their audience although they still like to be seen as unique and strong due to the fact they like to pride themselves on still functioning as an independent brand despite their huge status and success. Overall the brand is all about standing for something you believe in, being creative and being different to the next person which results in their engagers feeling the same towards the brand, not only do their following indulge in their products but they also enjoy living the Stussy lifestyle.
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Young Creative: Gender: Male / Female Age: 18-30 Education: Student / Graduate Occupation: Sales Assistant Interests: Clothing, collectable apparel, festivals, music, socialising, drinking, blogging.
80s Throwback: Gender: Male Age: 30-45 Education: Fully qualified in a field, years of experience. Occupation: Sales, Teaching, Shop Owner. Interests: Old school street brands, Dance / Reggae / Hip-Hop music, Fashion Icons. Skater: Gender: Male Age: 18-30 Education: Possibly a student. Occupation: Professional Skater, Sales Assistant, Bartender, Barista Interests: Everything about skating: skate clothing, skate footwear, skate stores, skate parks.
Blogger: Gender: Female Age: 18-25 Education: Student, Fashion / Art related subject. Occupation: Sales Advisor / Stylist / Merchandiser Interests: Social Media, Blogging, Photography, Styling, Shopping, keeping up to date with trends.
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audience profiles Stussy is an advocate for providing its consumers with a real brand experience, true to its own brand values and beliefs. The brand ensures that their customers brand experiences match the lifestyle and culture that they are buying into. They like to associate their audience with the brand closely, enhancing the ‘tribe’ mentality which is why the consumers of the UK deserve this form of pleasure, due to their dedication to the brand. The relationship between Stussy and its audience works well and results in their audience being highly influenced and led by the brand impacting on their overall lifestyle, including the way they dress, the activities they undertake, the music they listen to and the kind of people they associate themselves with.
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online audit Site
Users
2 Million +
Frequency
The frequency on their Instagram account is very consistent posting around 3 posts a week on average. This keeps their audiences engaged however they don’t give too much away by posting too often. The only other accounts they follow on Instagram is their other Instagram accounts for example Stussy Women and their chapter store accounts. This keeps the account professional and exclusive. However they do have a strong interaction with their audience as they are continuously re-posting other peoples work for example, photography. They also tend to tag creatives in certain post and also engage with other large corporations, an example would be i-D Magazine. Due to the nature of the images posted on their account and the responses gained the perceived target audience are very chilled, light hearted individuals with a creative eye. Some of the posts are funny, shocking and even sexual which implies the audience enjoying these images are open minded and like to have fun. Their Instagram displays a wide range of different images. Firstly they showcase some of their stock, however all of which is presented in a street style, casual kind of way, it is not too set up. They also post sociable things such as music (records / CDs), alcohol, outings, and creative people, a main one being skaters. There is quite a lot of engagement on their Instagram, however they could maybe advertise their events on here more often, for example store openings, events, launch party’s or exclusive product launches.
Levels of engagement
Perceived audience
Content Type
Improvement / Opportunity
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online audit Site
Users
822,794+
Frequency
Their presence on their Facebook account is a lot let active than Instagram. The last post they did was in September 2016. This shows that they value Instagram more than Facebook, which could be due to the fact they are more visual and creative and Facebook isn’t a well suited platform for this. They do appear to tag a lot of different people in their posts to show credit etc, showing their appreciation however in terms of responses although they are still popular, they are nowhere near as dominant on this platform with most likes being under 500 compared to Instagram which boasts over 20,000 likes on a lot of their images. The perceived target audience for Facebook are probably a little older and people who are interested in just their clothing rather than their brand story and values. This could mean people who have heard of the brand but don’t necessarily engage with them. A lot of the content on the Facebook page is retail based, showcasing their upcoming stock and advertising where and when it is available to buy. They also like to include information and images on the collaborations they have done with other brands.
Levels of engagement
Perceived audience
Content Type
Improvement / Opportunity
They could post a lot more often in order to keep followers engaged, as people may be more prone to unfollow the brand if they aren’t posting anything interesting or they remain inactive. They could also create more of a brand persona by posting more creative posts rather than just the items they are selling.
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online audit Site
Users
219,900
Frequency
The level of frequency on this platform is not very persistent, alike to Facebook the last post was in September 2016. This could discourage more followers as when people visit their twitter account the first thing that comes up is from around 8 months ago, appearing to be inactive. They follow 56 accounts on Twitter, all of which are Stussy accounts, remaining professional and Stussy related. In terms of posts they don’t interact that much with customers they just tend to post similar content to Facebook. In terms of post popularity, they still have a reasonable number of followers retweeting their posts, illustrating that people are still engaging with the brand despite the lack of communication. However these figures are still nowhere near the amount on Instagram, averaging at below 1,000. A lot of the most reacted to posts, are posts including clothing / collaborations. This suggests that the people following the account are people who are interested in streetwear clothing, maybe Stussy in particular but are not Stussy enthusiasts. A lot of comments on the posts all mainly involve compliments towards new stock. The Twitter account offers the exact same as the Facebook page, this could seem quite lazy of the brand as people who follow more than one account are more prone to seeing the same posts twice, which deters their interest.
Levels of engagement
Perceived audience
Content Type
Improvement / Opportunity
To improve their digital identity on Twitter, they could begin to post a lot more frequently with different imagery to their Facebook account, to show a variety, even if the content is somewhat the same topic different images and titles make the post look less lazy and more enthusiastic.
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online audit Site
Tumblr
Users
-
Frequency
The frequency of the posts on Tumblr are very slow, posting as little as 27 posts a year (2016). The posts on their Tumblr are posted in spurts every few months and appear to be very inconsistent. Unlike other platforms Stussy use, they make use of hashtags on Tumblr, hash tagging key phrases relevant to their posts. There is also a high volume of people re-blogging their posts which is a sign of active engagement despite Stussy lack of presence. The target audience for Tumblr is very similar to their Instagram following. The younger generation tend to use Tumblr and therefore their audience for this platform will be younger individuals who are interested in the brand at this contemporary stage. The nature of the posts suggest that the kinds of people who are re-blogging them are fun, arty, sexually active and perhaps quite rebellious. photography. A common theme on their Tumblr seems to be affection, showing different people kissing, and also showing different areas of female bodies which appear to be quite sexual. There are also film photographs of people wearing Stussy clothing and events such as raves and gigs. All of this imagery fits in with the personality of the brand. Tumblr could be a very useful platform for the brand as they suit this kind of interaction well, however the lack of posting is off putting to other users. If the account was in use a lot more the indulgent in this brand would be a lot higher and a lot more useful.
Levels of engagement
Perceived audience
Content Type
Improvement / Opportunity
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online audit Site Users Frequency
Levels of engagement
Perceived audience
Content Type
Improvement / Opportunity
YouTube 5,839 Stussy began posting videos on the YouTube account in 2011, and posted regular videos until December 2012 then there is a huge lack of engagement as nothing since this point has been posted. However when Stussy were running the YouTube page it proved to be very consistent and informative. YouTube is proven to be one of their weakest forms of social media. Firstly their following count is only 5,839 which is very low for such an established brand like Stussy, secondly their lack of posts (none since 2012) has impacted massively as their account no longer appears to be in use to the public which makes people question the reason behind this. However when the brand was posting videos, the comments and like they was receiving were consistently positive. Due to the content type, the perceived target audience would be those who are interested in the brand on a personal level. This is due to the fact that the videos are very informative covering stories behind the brand and their most influential characters. All of the videos on the YouTube channel are very factual and provide information about the brand and products. There are many interviews and short documentaries about influential bodies and insiders. There are also a lot of promotional videos showcasing new products and collaborations that was being released at the time. Creating more videos for their online platforms would be a strategic promotional tool as many other brands communicate very effectively through the use of moving image and Stussy are lacking this.
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online audit Site
Users
3,923
Frequency
The Pinterest does offer a lot of boards however they are seasonal based which impacts on how often they post. Pinterest is non-arguably the least effective form of social media they use which is highlighted by their lack of followers (3,923) however this could be due to the fact this isn’t as popular as other social media forms and people wouldn’t directly go straight to Pinterest to find things about the brand. Likely to their other platforms they only follow 16 accounts which are all Stussy related ones, maintaining the professionalism. The perceived target audience for this platform are people who are truly engrossed in the clothing coming out for each season (retail customers). This is simply due to the content displayed on their Pinterest boards. All of the boards on Pinterest are images showcasing their new collections and collaborations. They promoteall types of clothing including women’s, men’s and accessories, they also display their look books and new arrivals on there to promote new stock. Additionally, they have images of their different chapter stores which aren’t shown on their other social media accounts (some stores have their own separate accounts). In order to improve Stussy need to remain consistent on this platform as it could work well to showcase products if every single collection was on there, however at the moment it is only selected ones, this could give false impressions to those who aren’t already aware of the other collections out there and people may believe these are the only ones.
Levels of engagement
Perceived audience
Content Type
Improvement / Opportunity
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strengths -Rated one of the biggest ever streetwear brands, therefore empowering the industry with a high status meaning they shouldn’t be in any critical positions financially in the near future. -Have the ability to adapt with trends whilst remaining true to themselves and styles, for example from going from a surfing brand to be seen as a skate brand. -A large digital presence, especially on Instagram with over 2 million followers. This means the brand is able to keep many enthusiasts up to date via this platform alone. This also means they have global reach to people all over the world, enhancing popularity. -The few chapter stores they have internationally are very successful and popular amongst the public, with many people travelling just to visit their stores, illustrating how they have a strong offline presence. -The products they sell are authentic and unique to other brands due to their signature style T-Shirts etc. -The Stussy International Tribe allows them to have a following and contacts globally meaning they are not restricted and can branch out to anyone. -The amount of collaborations they have done encourages people to indulge in these products as they want to be involved with the exclusivity. -The perceived target audience for their online platforms are very true to the brands persona which strengthens the brand image.
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weaknesses -The lack of posts on Facebook and Twitter could jeopardies their chance of building a larger following on these platforms. -The fact they display the exact same content on both Twitter and Facebook can portray laziness to audiences as they want to see fresh content, and repetitiveness will not satisfy their every need. -They have no UK stores, unlike some of their biggest competitors. -They only retail as a concession within other stores in the U.K such as Size?, E.N.D and DSM, this means customers are missing out on the brand experience that they would receive from a standalone store and therefore fail to value it. This could also be an issue if a U.K store was to open as it wouldn’t be seen as exclusive. -Some of their clothing could be seen as expensive compared to other similar brands. Customers from the early days of the brand will also notice this as the price of Stussy has increased significantly over the years. For an average T-shirt, the cheapest price would be within the price bracket of £36-£40.
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opportunities -To gain an improved offline image within the U.K by re-opening a store, the fact people can only buy offline or from other stores suggests they aren’t getting the full Stussy experience. -To put on events within the new store in order to get people involved with the brand and give them an idea of what the brand is really about, this could be done through live music shopping events as hip-hop is a core influencer to the brand. -To improve the digital presence on Facebook and Twitter by uploading more frequently to keep people engaged and to gain more followers. -To create more videos for their YouTube channel and other social media platforms, to inform followers of the people who are behind the brand today.
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threats -The cost of opening a new store in the U.K may be too high for the business, due to the fact it would be located around central London (one of the most expensive places to rent the UK). -The rise of other independent skate brands that are selling stock at a lower price could be an issue as people may favor the lower price. -The increase of brand sponsors could take a fraction of the market away from Stussy, for example the skaters who shop for Stussy clothing may begin wearing other brands that they have had donated to them. -People still may continue to buy Stussy in other stores instead of the new standalone store, declining revenue. -Some of the content on their social media platforms may only appeal to their younger audience, as people who have indulged in the brand since its establishment will be older and may not fully understand or appreciate some of their posts.
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PESTLE POLITICAL - After Britain voted to leave the EU in June 2016, this leaves some businesses in the UK suffering from disadvantages as connections with Europe will no longer be as easy, for example retail stores that operate inside and outside of Europe will face changes to the way in which the operate between on an other. This could have an impact on Stussy as they have two other European stores however in term of the running this store, most business related partnerships will be within London itself. - Low interest rates have a big impact on business as it discourages them to save their profits and build it with interest and the low percentage puts them off. This could be an issue as business, such as Stussy may over spend on their disposable income due to the fact it isn’t being saved.
ECONOMICAL -Brexit has put a strain on London in particular as it has previously being seen as one of the strongest financial hubs in Europe, however this could change which would affect many London based businesses. -The national minimum wage is continuously going up which could affect budgeting depending on staffing levels needed. In a store such a Stussy, it will be a new store and therefore will be prone to more visitors in the first few months of opening so it is important that there is the correct ratio of staff to customers.
SOCIO-CULTURAL -Fashion brands, such as Stussy are affected by the continuous trends that take place within the fashion industry. This sector in particular is very fast moving which means the brand must also comply and adapt to the changes around them in order to stay relevant. For a brand like Stussy, this could sometimes prove difficult as they like to stick to their original ways and are not fans of changing their style to suit new consumer trends. -The growth of plus size fashion could be a threat to brands that don’t cater for larger individuals. A brand like Stussy could suffer from this as their female clothing doesn’t include plus sizes.
-The increased minimum taxable figures will impact on employees as they will have more disposable income, this could be a good factor as this could encourage them to spend -The rise in feminism means that more money on clothing. brands have to adapt and ensure that they are catering equally for -There is a high level of both men and women without unemployment in the UK which discrimination. could have beneficial factors and negative factors. This could be a good thing for a new store like Stussy as there will be plenty of individuals seeking work, and therefore there will be a range of people to choose from when employing. However this could be also be bad for the business as it could suggest that there are less people with money to spend on brands such as Stussy. The fact a high percentage of people unemployed are young or students suggests this could decline sales as this is a big market for the brand.
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PESTLE TECHNOLOGICAL -The rise in technology usage by all generations is leading to a decline in in-store shopping as people are opting to do it online, this could cause issues for stores such as Stussy as their customers may find it easier or more beneficial to shop online.
LEGAL -It is important for all business to keep up to date with legislation changes in case of any miss communication leading to disruption. This shouldnt be a problem so Stussy as their accountant /business department would take care of this.
ENVIRONMENTAL -There is a growing population of Vegans and Animal cruelty protesters globally which could pose a threat to brands supplying goods that don’t meet the needs of these people.
-There are a lot of brands that are promoting themselves for being -It is vital that all traders comply with eco-friendly, placing themselves at a all health and safety regulations in slight advantage as they are order to make a safe workplace for targeting an even wider audience. For staff and customers. example, H&M, who have launched sustainable clothing lines. -Employees must be treat in a way Environmental enthusiasts are also that is fair, equal and in line with the trying to encourage as many law. businesses as possible to start using -The reliance on digital marketing is paper bags instead of plastic. Brands very heavy in western culture, leading -The introduction to the new that are not helping the environment to a decline in physical marketing workplace pension scheme has also could be seen as a disadvantage. strategies. had an impact on businesses significantly as they must contribute -The popularity of online retailers 3% to all legal employees, which is are continuing to increase year on a high percentage if there is a high year, for example ASOS. This kind of volume of staff. retailers offers thousands of products including Stussy, which could act as a main competitor as people can shop on ASOS and buy all of their shopping at once instead of being limited to just one brand. -The dominance of digital media means that consumers have higher expectations of in-store buying. Because they have chosen to buy instore instead of online they expect to gain an experience which puts both physical and financial pressures on brands to fulfill this need.
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COMPETITORS Brand Origin Years Products
Price Quality Audience UK Store Facebook Followers Instagram Followers
Supreme USA (originated in NYC) Established as a brand in 1994 Apparel, first developed as a skate brand however they offer a wide selection of clothing suited to people other than just skaters. Also offer skating accessories and equipment. High High, the brand itself prides itself on three main factors which are quality, style and authenticity. 18-30s. Young, cool, creative individuals. London, Peter Street. 1.5 Million + 4.1 Million +
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COMPETITORS Brand Origin Years Products Price Quality
Audience UK Store Facebook Followers Instagram Followers
Palace UK (London) Established as a brand in 2009. Skate Apparel, Accessories and Skateboards. High The brand prides themselves for their high quality clothing, the creative director accepts that the prices may seem high but pleads the quality of the stock is more than worth it. 18-30s. Skaters, British streetwear enthusiasts, original fashionistas. London, Brewer Street. 155K + 766K +
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COMPETITORS Brand Origin Years Products Price Quality Audience UK Store Facebook Followers Instagram Followers
The Hundreds USA (California) Established as a brand in 2003 Streetwear apparel, Accessories and Magazines. Mid- High High 18-30s. Streetwear enthusiasts. Nil. (US Stores only, available online and from other UK based stores) 462K + 376K +
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COMPETITORS Brand Origin Years Products Price Quality Audience UK Store Facebook Followers Instagram Followers
HUF US (San Francisco) Established as a brand in 2002 Apparel, Footwear and Accessories – specialising in skate-wear, streetwear and sneaker fashion. Mid- High High 18-30s. Skaters, streetwear gurus. Nil. (US Stores only, available online and from other UK based stores) 482K + 999K +
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COMPETITORS Brand Origin Years Products
Price Quality Audience UK Store Facebook Followers Instagram Followers
THRASHER US (San Francisco) Established as a brand in 1981 Thrasher Magazine. The brand is a skateboarding magazine that has also created skate apparel / accessories alongside. Mid High 18-35s. Skaters, influencers of the brand, bloggers. Nil. (US Stores only, available online and from other UK based stores) 1.8 Million + 2.9 Million +
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PR OBJECTIVES -Expand the presence of Stussy in the UK -Build on existing/ new relationships -Launch a store that has an inspiring and communial purpose, rather than just retail. -Inspire through the use of an innovative promotional campaign to be showcased both online / offline -To influence the media into a positive response in order to gain a strong market response. -Rise above other competition in central London (Palace, Supreme) by the opening of this store
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content -To open up a store in the heart of London. This Stussy store will be a communal hub for Stussy lovers to come together and shop whilst creating new friendships and sharing experiences. The store will be a very relaxed space, and will be a true reflection of what the brand is really about. Located within the BOXPARK unit, in Shoreditch this is the perfect place for all things lively. The store will be strategically placed here due to its already existing clientele and its reputation for holding friendly, fun, unique events having a heavy focus on music and friendships which suits the brand perfectly. Taking inspiration from the existing Stussy stand alone chapter stores across the world and also taking into account the interior design of the biggest competitors in the area (Supreme, Palace, Size?), the store will be thoughtfully designed to suit its consumers and to also create something visually attractive and provoking to compete against other similar stores in the area whilst still keeping the brand instore image consistent. This store concept proposal in no way aims to provide information on the day to day running of the store, instead it uses inside knowledge and research to provide tactical suggestions on location, promotion, marketing, logistics and estimated budgeting. -A press release will be put together professionally tailored to suit Stussy and will be delivered to the appropriate audience. This document will provide all information based on the opening of the store and the launch party, which will be held on the BOXPARK terrace above the store. The launch will be stimulating and exciting giving people a chance to familiarize themselves with the new addition to BOXPARK and to enjoy being a part of the Stussy ‘tribe’. Live music will be in action along with other performers, the event will also host street food and drinks. -A strategic promotional campaign will be put in place in order to capture the appropriate Stussy consumers, including the launch of limited edition London T-shirts, an Instagram account dedicated solely to the store and more. Due to Stussy’s reserved nature, the promotion will be kept minimal, yet effective as anything too evident would not follow Stussy’s code of practise.
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store logistics Location:
BOXPARK, Bethnal Green Road, London E1 6GY
Opening Hours:
Monday –Saturday 11am-7pm, Thursday 11am-8pm, Sunday 12pm-6pm.
Space:
Space: 300 SQFT Store.
Price:
12 month+ contract £20K fixed rental plus VAT. This prices does not include service charge and utilities. In return of BOXPARK’s facilities they take a 20% commission from retailers.
Additional Support within the contract includes:
Ecommerce store on BOXPARK market place, POS system, 200k digital database, event space, free marketing (online and offline).
Transport Links:
For those travelling by tube / train, BOXPARK is located directly next to Shoreditch High Street on the London Overground Line, is a 10-minute walk from both Liverpool Street Station and a 10 minute walk from Old Street Station. For those traveling by bus, routes 8,26, 35, 47, 48, 67, 78, 149, 242, 388 all run within 2 minutes walking distance. For those travelling by car, paid parking is available nearby and for those travelling by bicycle, a bike rack is located at the Shoreditch High Street Station. 40
launch event logistics Location:
BOXPARK, Bethnal Green Road, London E1 6GY
Opening Hours:
7pm-12pm
Space:
Entire roof terrace.
Price:
BOXPARK allow event space usage if it will benefit them in some way, due to the fact Stussy will be suing their caterers for the event, the venue will be free of charge providing they make money back from food and drink. The entertainment staff will be paid a negotiable rate. 200K digital database / free marketing, this will enhance the promotion of the brand for free without spending more money on promotion staff. The staff will also be included with the catering services saving on staff wages. For those travelling by tube / train, BOXPARK is located directly next to Shoreditch High Street on the London Overground Line, is a 10-minute walk from both Liverpool Street Station and a 10 minute walk from Old Street Station. For those traveling by bus, routes 8,26, 35, 47, 48, 67, 78, 149, 242, 388 all run within 2 minutes walking distance. For those travelling by car, paid parking is available nearby and for those travelling by bicycle, a bike rack is located at the Shoreditch High Street Station.
Additional Support within the contract includes:
Transport Links:
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store budget Rental Fixtures Shop Fitting Exterior Graphics Storage and Removals Cash Desk Hangers (box of 500 wooden) Bags (per 1000) Tailor Dummies X2 Kick Stool Ladders Heavy Duty Clothes Rail X2 IT (Computer / Printer) Software (Microsoft) Office Supplies (Stationary) Interactive Board plus Installation Total:
20,000 + VAT every 12 months - BOXPARK £500 – Nelson Thomas UK £2000 - Nelson Thomas UK £750 - Glyphics £50 PH – Nightingale Removals London £180 -Staples £100 - Morplan £100 - Morplan £78 - Morplan £30 - Morplan £18 - Morplan £40 - Morplan £1300 –Apple £50 per year. £50 –Staples £1000 - Touch Magix £26, 246
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launch budget Rental Caterers 4our Pillars Skaters Promotional flyers / posters Invitations Event Staff
Cleaners Security Photographer
Included in yearly rental. Free as provided by BOXPARK (all takings go to BP) £1000 Free (people will be invited to take part on a volunteering style basis, it will be an open skate night kind of event). £1000 – KopyKat Printing Ltd £400 - KopyKat Printing Ltd Caterers will be free of charge, other staff who will be working will be Stussy workers receiving national minimum wage – 21-24 YRS £6.95, 25+ £7.20. Extra cleaners will be hired, national minimum wage 21-24 YRS £6.95, 25+ £7.20. £250 - Phase One Security £500
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risk assessment Hazard Falling Objects
Individuals at Risk All
Sharp Objects
All
Saw dust etc in the atmosphere
All
Loose wires
All
Trip hazards
All
Slippery surfaces
All
Fire
All
Theft
All
Lack of hot water / heating Financial Risk
All Stussy
Control Measures All participants made aware of any loose fixtures. Hard hats worn at all time when on the shop fit until it is safe to take off. Advise all individuals of the sharp objects lying around to make everyone cautious of these. Tools must be stored within a tool box when not in use to avoid contact. Eye protection will be worn by all individuals when things are being cut within the premises as saw dust could come into contact with the eyes. People will be made aware of loose wired around, yellow tape will be used to highlight any loose wires so that people can avoid these. Cleaning will be in progress during the shop fit to ensure most trip hazards are out of the way, however all staff will be informed as a precaution regardless. Wet floor signs will be used when necessary. A fire marshall will be on the scene when using dangerous tools that could set on fire if not used properly. Security will be on the premises at all times. Staff will be warned prior to arrival if the hot water / heating are not in use. The business could suffer financially if the buisness does not make enough money to break even. An accountant will be keeping track of finances at all times and promotion and marketing strategies will be pushed to ensure sales are being made.
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Risk Trivial
Trivial
Trivial
Trivial
Medium
Medium Low Low Medium Medium
timeline January
View properties, research extensively to ensure the right space is being selected.
Februrary
Finalise the location of the store and sign the lease and all other legal supporting documentation Source Shop fitters, a storage and removal business, and an electrician.
March April
Plan interior design with designers, visit warehouses to view samples.
May
Source and purchase furniture / interior accessories.
June
Order and organise stock utensils e.g hangers, rails, tables, folding frames.
July
Begin offline promotion via posters in shop windows. Send out press release to the media. Fit the store and Launch at the end of August (25TH), hosting the launch party at this time. Hold a variety of instore events (live music) and continue to push promotion
August September
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promotion Stussy are a very reserved brand in terms of their promotional and marketing strategies. Unlike many other brands, consumers often have to seek information regarding their activities, this is perhaps due to the fact they want their consumers to stand for what the brand believes in and therefore doesn’t want too much interest from any type of customer, which they would probably gain if they were to post themselves everywhere. For example in their recent re-opening store in Toronto, the brand remained very quiet about the matter digitally and physically posting enough to get coverage from the right sources, without making themselves seem mainstream. There are very limited articles about the opening online and minimal marketing strategies, yet enough to make an impactful re-entrance and keep consumers intrigued. Using their most successful platform of social media- Instagram, Stussy begin posting a few teaser posts only days before the re-opening on their Stussy Toronto account, with the first one being a painted wall with the caption, ‘fresh paint’, giving the public a clue as to what was yet to come yet not actually doing it. Other images included of the store being decorated with very minimal captions, giving nothing away. The other tactic used was to launch a series of T-shirts that were limited to the store (75 available each), giving consumers an incentive to shop there upon opening. This technique will be used throughout this store proposal promotion as too much promotion and advertisement would be irrelevant to the brand story and would not fit the existing Stussy practise. The following tactics will be used to promote this launch minimally, but effectively: -Store Launch Event -Exclusive Line of Stussy London T-shirts -A Press Pack to the media -Social media (Stussy London Instagram)
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long term vision The BOXPARK is an excellent location providing Stussy with a creative surrounding area with plenty of suitable consumers, however the stores in this area are mainly pop up stores and can often change meaning that sometimes during the year, the other stores may not fit as well with the brand meaning that another location may be more suitable. However due to the store closure in 2009 after the UK recession it is important to start of with a small retail space and build on this. Taking a 12 month contact out at BOXPARK is a profficient method of trialing the location, the audience and the takings whilst planning ahead. If the profits rise and the market builds as planned, a long term vision could be to expand to a bigger store offering even more stock and even more store activity. If London proves to be successful there is nothing to say that a store somewhere else in Europe could be the next plan for the brands expansion.
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BY BETH NEVIS
All images used wtihin this doucment have been taken from pinterest / google images.