Pretty Green individual report by Chloe Rose

CONTENTS METHODOLOGY 1 WHERE THE BRAND IS NOW? 3 BRAND HISTORY 5 CORE VALUES 9 BRAND AND MARKET HEALTH

USAGE, PERCEPTION AND AWARENESS

MACRO TRENDS

PESTLE

SWOT

COMPETITIOR ANALYSIS

WHERE THE BRAND SHOULD GO? BENEFIT LADDER

BRAND PERCEPTION MAP

BRAND ESSENCE

CONSUMER SEGMENTATION

HOW IS IT GOING TO GET THERE? ANSOFF MATRIX

LAUNCH STRATEGY

CONLUCSION

RESEARCH AIMS

Asses brand perception, usage and awareness within the UK and US.

To determine how pretty green can utilise their current uk success to launch into the us market through the use of marketing models.

Identify pretty greenâ&#x20AC;&#x2122;s end consumer.

PRIMARY RESEARCH METHODS To support the foundation of this report, primary and secondary research is evidenced. Primary research offered detailed information together with unique research specific to this report. This included online questionnaires, face to face interviews, store observations and a trip to New York.

SECONDARY RESEARCH METHODS The secondary research involved the collection of existing research through the use of websites, books, documentaries, magazines, online databases including WGSN and social media platforms: Facebook, Instagram and Twitter.

METHOD • An online survey was conducted using Survey Monkey and was shared on social media platforms, gaining a total of 40 responses. • The purpose of the survey was to gain a better understanding of consumer perceptions of Pretty Green. • During a trip to New York, primary research was obtained through observing the differences in US consumer behaviour and market trends compared to those in the UK. • A Pretty Green employee from Nottingham was interviewed to ascertain Pretty Green’s typical consumer. • Observations in the stores of Ted Baker, Barbour and Paul Smith were conducted to ensure Pretty Green stay ahead of competitors in the US market.

1 WHERE IS THE BRAND NOW?

INTRODUCTION This report will demonstrate the drivers of potential growth of Pretty Green into the US market. It will exhibit evidence of marketing strategies from music culture and menswear fashion. The report will explore the challenges Pretty Green might experience in expanding, with potential differences in UK and US consumers. It will conclude with the findings from research analysis on how Pretty Green can become a successful brand in the US as well as maintaining its future in the UK market.

2009

2010

PRETTY GREEN LAUNCHES

PRETTY GREEN WINS DRAPERS MENSWEAR BRAND OF THE YEAR

2012

2013

PRETTY GREEN EXPANDS INTO JAPAN

PRETTY GREEN RELEASES A NEW FACE OF THE BRAND, JESSE WOOD

2015 PRETTY GREEN EXAPNDS IN JAPAN

BRAND HISTORY In late 2017, Pretty Green received private equity funding from Rockpool Investments to accelerate growth in the UK and abroad (Drapers,2017). This suggests Pretty Green is ready for expansion and entering into the US market would be a perfect opportunity. Pretty Green already has 40 stores and concessions placed around the UK, Northern Ireland and Scotland, as well as a presence internationally. This reflects that Pretty Green have the ability to adapt to a new market culturally, socially and economically.

The US is the second largest trading partner after the European Union (Telegraph, 2017). This opens the brand to a diverse marketing platform: â&#x20AC;&#x153;People in New York are open and hungry to new ideas and concepts. The Big Apple, then, is at the centre of the action. But places like Oklahoma City, Minneapolis, Miami, Atlanta, Seattle and other U.S. cities are also often cited as being good cities to launch businesses inâ&#x20AC;? (Wilkson, 2017). Therefore, these cities will be considered as strong areas to launch stores for Pretty Green.

â&#x20AC;&#x153;Since the birth of rock 'n' roll in the late 1950s, British street culture has been influencing fashion and music worldwide. Pretty Green has an authenticity borne of a deep understanding of that culture and the things that make it relevant today. Founded in 2009 by Liam Gallagher, one of the most iconic frontmen in music, the brand unites people through a love of music and fashion. Named after a track by The Jam, Pretty Green provides simple, classic clothing with a modern twist." - Pretty Green

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CORE VALUES

BRITISH

MUSIC HERITAGE The brand unites people through a love of music and fashion

LUXURY Each piece is designed with a strong emphasis on quality and precision.

The brand promotes British style with a modern twist.

EDGY MASCULINITY The face of the brand is Liam Gallagher. Typical fans of Liam Gallagherâ&#x20AC;&#x2122;s band, Oasis, were often alpha males interested in 1950s rock and roll.

The cool and quirky aesthetic of the brand connotes a modern twist of fashion.

ROCKSTAR The brands point of difference is the music heritage. The brand plays on consumer psychology as purchasing from Pretty Green allows the consumer to be a part of the rock star lifestyle.

EXPRESSIVE VALUES

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BRAND VISION

MISSION STATEMENT To be recognised as a quintessentially British menswear brand on an international scale. To unite consumers through the use of fashion and music culture.

BRAND ESSENCE

Luxury, British fashion label.

BRAND HEALTH In the year ending 30th September 2016, Pretty Green made a turnover of £22,708,174, an increase of £3,000,000 on the previous year. This is a positive factor as it demonstrates that the business is expanding. However, the company reported a loss of £1,000,000 in the year ending September 2016. This would normally be a concern in light of the reported cash position of £28,000. The present cash position should be very strong due to the private equity investment of £11,000,000 in November 2017(Drapers,2017).

This puts Pretty Green in a good position to succeed in the US: “Businesses must have cash on hand for various reasons, such as investing in new infrastructure and dealing with unexpected expenses. Moreover, a business’s cash flow is often cited as a key factor in its potential for long-term success. A company may have all the revenue in the world, but without the ability to generate cash, it can easily fail” (Smith, 2014).

FIG 9

UK MARKET HEALTH The fashion market is being negatively impacted by the economic uncertainty caused by macro factors such as Brexit, resulting in consumers having less disposable income to spend on clothing. Pretty Green failed to turn a profit in 2017, which resulted in a £1m loss (Rainbird, Roue, 2017), which illustrates the severity of Brexit on the fashion market. Mintel’s report for UK clothing retailing in 2017 also illustrates the impact of Brexit, as 63% of shoppers appear to only buy clothes every two to three months or less, reflecting that consumers are buying clothes less often. As a consequence of this, it has required retailers to have a clear strategic direction, to prevent being lost in a saturated market place. This includes an emphasis on product quality, online presence and the uniqueness of the instore customer experience. Therefore, Pretty Green will need to construct brand tactics to enable a steady growth. It is essential that Pretty Green can operate within the UK market to be able to increase foot traffic and build upon a customer base. Consumers are the profit drivers and without them the business objectives cannot be met, such as expansion. Pretty Green mostly operate within a national market but has one store internationally, therefore Pretty Green essentially need to understand its first operating market place before it can operate in a new market landscape.

FIG 10

“Our business plan is still on target and our projected expansion and growth is in line with what we have set out to do.” – Pretty Green director Nigel Grant.

The graph (see Fig 11) shows the menswear market for March 2018. It is evident that there is a continued decline in the population of young males which impacts the youth fashion menswear market as the demographic is seen to be the largest group of clothing purchasers. However, the increase in population of men aged 25-34 is beneficial to menswear brands such as Pretty Green. The brand retails to a diverse demographic, however its primary audience is those who demand quality British clothing. The trend will reflect the changing attitudes of consumers that will they “would be willing to pay extra for sustainable goods”(Nielsen, 2015).The main growth is predominately older men which is now Pretty Green’s secondary consumer as they are fans of Liam Gallagher. However, the demographic is less likely to purchase clothing as regularly as younger men. Therefore, more must be done to retain their loyalty which has been recognised through assessing the macro environment effects, which will be further explained within the report.

FIG 11

In today’s industry, the market is being driven by the push of digital convergence. Brands now have the ability to distribute a wider stockist range than offline, which provides customers with more buying choice. However, “a third of consumers agree they struggle to find exactly what they are after online”( Mintel, 2017). Pretty Green first began as an online business and at present they supply to over 80 countries (Pretty Green Online, 2018) and have 40 stores and concessions in the UK. It is clear that Pretty Green’s retailing strategy is successful as the brand’s online platform and instore environment complement each other.

US MARKET HEALTH The United States has the largest economy in the world at $20.4 trillion (International Monterary Fund, 2018), which has caused retailers to have an appetite for expansion. This applies to Pretty Green that has a market value equating to £244,628 in 2018 and this is expected to grow annually by 2.3% (CAGR 2018-2021). Following this, Pretty Green’s extension into the US market would have a higher survival rate due to the stability of the current economic state contradictory to the UK exchange. Despite the strength of the US economy, it has provided saturation in the fashion market. At last count, store closures announced this year reached a staggering 77 million square feet (CoStar Group Inc. Show, 2018). As a result, brands need a greater purpose as it will result in the tangible benefit of a higher profit turnover. Pretty Green is a unique British luxury fashion label with designs heavily influenced by music culture. “Americans definitely have a soft spot for the British, there is a perceived high level of quality, history, tradition [and] luxury,”( Czinkota, 2015) which indicates that there is a gap in the US market for Pretty Green to launch into. Additionally, the macro pressures of store closures will result in depreciation of rent for retail spaces which will positively impact Pretty Green. Physical stores are the main channel for menswear purchases with 78% of US consumers being found to buy menswear most frequently at physical stores, (Propseper monthly consumer survey, 2016). This gives Pretty Green a strong opportunity to open a store in the US, building on from the pop-up space they previously launched

However, it is notable that department stores, discount stores and specialty-apparel stores are suggested to be the places where men most frequently purchase from. It is evident that the future of department stores is to exist as online retailers only. Therefore, Pretty Green will not stock as a concession in department stores. “Men are quick to gain information, thus they make decisions to buy on the basis of information they have” (Banyte, Rutelione, Jaruseviciute, 2013), which indicates that Pretty Green will need to market the brand with consideration of the quick decision process of male consumers. Pretty Green will have a strong focus on visual merchandising where the collection will be arranged in terms of product type, colour and price point. In addition, range planning will be key, as staple pieces must be in the range to suit the consumer’s desire for practicality. The table (see fig 13) suggests that the US are only now being impacted by the globalization of developing technologies. Additionally, research from IbisWorld claims that the highest growth in online sales from 2010-2015 was in Menswear. Dissimilarly to the UK, the e-commerce of menswear isn’t saturated at present. Global brands and retailers have been impacted by web 2.0 causing brands to digitally convert by building upon their social presence. Even now there is still a scope for the demand therefore Pretty Green could utilise this as an opportunity through utilising the macro trend of e-commerce and personalisation when launching into the US.

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US MARKET HEALTH There is a space in the US market for brands that provide an omni-channel shopping experience for consumers. It is recommended that Pretty Green establish this approach when launching into the US, to increase their chance of becoming market leaders. In addition, Deloitte recognise that the most successful form of personalisation for retail is active consumer involvement and the offering of bespoke products which Pretty Green should incorporate into the brand.

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AWARENESS The brand health check proved that Pretty Green are financially improving as profits have increased demonstrating the brandâ&#x20AC;&#x2122;s development. This has been made more accessible through the private investment. Traditionally, a method to build on awareness is to concentrate on what is driving consumer purchasing decisions. Results from the quantitative survey performed proposes that 60% first envisage Burberry when they think of a luxury British fashion label. In contrast, 66% claimed that they were not aware of the brand Pretty Green which gives reason behind why individuals did not first think of the brand.

In response, Pretty Green have the opportunity to utilise marketing platforms such as social media, to increase foot traffic. A niche brand like Pretty Green can cleverly employ its point of difference to differentiate themselves from competition to help aid market penetration: â&#x20AC;&#x153;it is becoming increasingly apparent that the success of smaller, niche brands is starting to chip away at the market share of these global giantsâ&#x20AC;? (Rothschild, 2016).

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USAGE Primary research showed that 68% of participants do not tend to follow clothing retailers on social media platforms and this was reflected when analysing Pretty Green’s social media platforms. From the analysis, it was evident that Instagram was the brand’s most prominent communication channel, where on average it posted three times per day, following recommendations that brands should post to Instagram a minimum of three times per day to engage consumers (DowSocial, 2017). It is recommended that Pretty Green continues to build their online presence. In balance, 58% of US consumers said that they follow brands through social media (LAMontagne, 2015) and another survey claimed that 58% interact with brands on social media around one to three times a day. This highlights the importance of using social media platforms as a marketing tool to help build the presence of the brand in the US market.

However, 48% of Pretty Green’s target demographic claimed that their reason behind following brands on social media platforms is to receive coupons or promotions, therefore, this approach could be adopted by Pretty Green to tackle the US market. It is noted that Pretty Green promote their local community work within their channels, which is a strength of the brand as it creates a positive image which helps to drive purchasing decisions: “4% of consumers are more likely to buy from brands that give something back to the community” (Davies, 2012). This could be another entry strategy employed by the brand through partnering with universities to allow students to gain experience in the fashion industry through work experience with the brand. This would be particularly beneficial within the US, as New York is among one of the top cities for students starting a fashion career.

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PERCEPTION Consumers that were aware of Pretty Green were asked what the brand was best known for. The most popular answer was the design of the clothing, which signifies that the edgy aesthetic and rock and roll ethos of the brand resonates with consumers. Consumers were also asked what makes them buy into a brand and 31% of respondents stated quality was the reason.

Pretty Greenâ&#x20AC;&#x2122;s values are Britishness, Quality and Music Heritage, therefore, if awareness of the brandâ&#x20AC;&#x2122;s quality was improved the brand may have a higher customer base as 87% of consumers state they would purchase a product based on values. (Wefirstbranding, 2016)

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MACRO TRENDS

PERSONALISATION

â&#x20AC;&#x153;There is increasing demand for more retailers to offer personalised promotions and 53% of male shoppers agree that more personalised discounts would appeal to themâ&#x20AC;? (Mintel UK, 2018)

THE IMPACT ON THE FUTURE

Consumers show a preference to retailers that provide a deeper personalisation within their shopping experience.

THE IMPACT ON PRETTY GREEN At macro market level, consumer attitudes towards spending are changing, implying that consumers are demanding more from their shopping experience to aid purchases. It is recommended that Pretty Green introduce a dedicated personal assistant to be present in stores, rather than focusing on the transactional approach that was present when observing the store environment. Pretty Green could adopt this by offering styling opportunities for music events which could be integrated as part of a brand endorsement or sponsorship. However, this may be costly and could be financially damaging if not accepted.

DIGITAL CONSUMERISM â&#x20AC;&#x153;Smartphones are the top choice for online shopping (it used to be the desktop) as they give shoppers numerous benefits and convenience, 45% of all shopping is influenced by mobile, and without having to enter the physical stores, shoppers can avoid queues, order ahead and enjoy customized offersâ&#x20AC;? (Conciousconsumer, 2017)

THE IMPACT ON THE FUTURE The success to any profitable retailer is good customer service by providing consumers with a seamless experience. Research suggests that 70 percent of executives say they plan to increase their digital investments in the coming year (Insights,2017), which suggests that retailers are utilising the development of digital convergence to perform strategically with the use of marketing through omni-channels.

THE IMPACT ON PRETTY GREEN Pretty Green markets to over 80 countries and research suggests that consumers prefer to shop online using their smartphones. Pretty Green must respond to this change in shopping performance as this may be the survival technique in the highly competitive market. Pretty Green presently have a poor brand awareness, therefore by employing an omni-channel approach, a more personalised experience can be offered to help increase brand awareness.

SUSTAINABILITY “Millennials in particular are interested in more-sustainable solutions; 66 percent of global Millennials are willing to spend more on brands that are sustainable.” (Business of Fashion, 2018)

THE IMPACT ON THE FUTURE This opens a new era, the generation of the conscious consumer, where consumers are demanding transparency from brands.

THE IMPACT ON PRETTY GREEN Sustainability is an important driver of buying power as naturally individuals shop at Pretty Green to purchase the perfect styling staples. Faster lead times in fashion trends has produced damaging effects on the fashion market, as recognised through the Rana Plaza disaster in 2013 (Fashion Revolution, 2018). Consumers now want to ensure that fashion businesses are following and conducting ethical practices, to aid their part in developing the fashion industry. Pretty Green could incorporate the digital shopping experience by printing a QR code within care labels which allows shoppers to be redirected to a sustainable shopping app to encourage the transparency between the consumer and Pretty Green. This will also increase customer interaction with the brand as they will have a great scanning experience whilst developing Pretty Green’s digital presence which was noted as a weakness of the brand.

PESTLE 31

POLITICAL

At macro level, people will be worried about financial uncertainty due to the sterling decreasing in value, so will spend less money on luxury items. Instead, consumers are more concerned with creating contingency plans.

THE EFFECT ON PRETTY GREEN The sterling has decreased in value, so the cost of raw materials has increased. The brand cannot yet increase product prices to consumers in such a competitive market so itâ&#x20AC;&#x2122;s a squeeze on their margins.

ECONOMIC Modern advances in retail has caused consumers to shop online and spend less. The effects of the macro pressures has changed the relationship between brands and department stores.

THE EFFECT ON PRETTY GREEN Pretty Green is continuing to open concession stores. An example of this was in 2017 where Pretty Green was introduced to the House of Fraser in Bluewater. This is a department store that has been struggling for a long time and it was announced in June 2018 that it is to close 31 stores signifying the difficulty of the market. Department stores like House of Fraser provide a platform for brands as the volume of foot traffic helps to present brands to new consumers. In addition to this, Pretty Green in 2015 trialled a store within New York to test the demand for its products, nevertheless its marketing strategy was through Empire and Branch USA. To support this, it is recommended that Pretty Green make a shift in its strategy and open their own store in the US to allow control over stock and shopping experience. However, Pretty Green must consider its online distribution and technology to keep on top of the influence of the digital age.

SOCIAL

At macro global market level, Britain is changing, and has a lot of different cultures and races within its communities.

THE EFFECT ON PRETTY GREEN Pretty Green will need to embrace this change through innovative marketing strategies and creative customer offering to ensure it is appealing to the ever-changing demographic.

TECHNOLOGICAL

Due to the development in Technologies, consumers now want a digitally converged shopping experience

THE EFFECT ON PRETTY GREEN Pretty Green will need to innovate with the change in technology, key factors to consider to keep up with the demand are; the logisitcs of online shopping, communications, digital marketing such as blogging or vblogging. This is a positive impact to Pretty Green, as it will improve Pretty Greens brand awareness and presence.

SWOT

STRENGTHS

WEAKNESSES

• Good market expansion suggesting that sales to current consumers and markets have been maximised.

•

Poor market penetration.

•

Lack of engagement with social media.

• Very few competitors have their point of difference as music combined with fashion.

• Oasis did not have a successful career in the US.

• Pretty Green strategically is priced well as the variable pricing has made the brand more inclusive of a wider demographic.

• Pretty Green have several concessions and market through these which is a weakness as the collection is usually outdated and over saturated with product offering.

• Strong cash position to open up new opportunities and ventures.

•

Marketing diversity.

• Pretty Green is a relatively new start up, therefore it may struggle to operate in a big market culturally, socially and economically.

OPPORTUNITIES

• To utilise a new marketing channel by offering an influencer or celebrity ambassador to build on their online presence. • Expansion to a new market: the US market. • US.

To offer the Beatles range within the

THREATS • Pretty Green is seen as a white male British brand, the US demographic is seen as very diverse which may hinder purchasing behaviour. • The collection is stocked in their flagship stores and concessions based on geographic location which connotes the limited stock available. • The US market is saturated with competition, which is particularly evident in New York.

ANALYSIS Pretty Greenâ&#x20AC;&#x2122;s current business plan is strong, and they are continuing to survive and succeed in the menswear market. It is worth considering that the brand still has areas to improve on to be able to profitably perform in the US menswear market. Pretty Green must build upon market penetration, product distribution and their diversity in advertising. This could be implemented by following the opportunities made through the SWOT analysis. It is evident that Pretty Green are focusing on meeting business aims such as building awareness and this was highlighted when Liam Gallagher made a US solo debut at a Secret New York gig (Kreps, 2017).

PRETTY GREEN BRAND ESSENCE Pretty Green fabricates with the highest quality materials and craftsmanship. The unique selling proposition is the connection between both British heritage and music, which creates an emotional response through the association. PRICING STRATEGY Pretty Green stocks products from clothing and accessories to phone cases and homeware, which allows individuals who may not have a high level of disposable income to be a user of the brand. New product offerings at lower price points to the apparel has permitted a secondary consumer into the brand illustrating the inclusivity of the brand. MARKETING TECHNIQUE Pretty Green markets Liam Gallagher as the face of the brand both within the national and international market. This has allowed brand association between the celebrity and the collection to drive sales. Additionally, mise en scĂ¨ne has been considered to build upon the music heritage of the brand.

LAMBRETTA BRAND ESSENCE Lambretta aspires to draw a connection between fashion in the 1960s and their key product the Lambretta scooter. PRICING STRATEGY Lambretta have a similar pricing strategy to many of fast fashion retailers. Evidence of this is that products from previous seasons have been reduced and moved across to the sale page. Lambretta have an emphasis on value for money with discount codes evident on the home screen, this implies that Lambretta is targeting those who demand value for money. MARKETING TECHNIQUE The Lambretta scooter has stopped being manufactured therefore Lambretta has attempted keep its values alive through clothing design to create a nostalgia among its consumers. In addition to this, Lambretta provides clothing for staff at selected bars and clubs throughout the UK ( Lamberetta Offical Website, 2018)to market to the demographic amongst those particular venues. To support this, the Lambretta culture is evident throughout the brandâ&#x20AC;&#x2122;s marketing through the supporting of British subcultures

PAUL SMITH BRAND ESSENCE Each Paul Smith design is underpinned by a dry British sense of humour: quirky but not frivolous, eccentric but not silly. Happily positioned between high fashion and formalwear, while taking reference from both, Paul Smith has always been proud to stand apart.(Paul Smith, 2018) PRICING STRATEGY Paul Smith have a similar pricing strategy to Pretty Green. Paul Smithâ&#x20AC;&#x2122;s price point is a higher price, to give brand association to consumers that itâ&#x20AC;&#x2122;s a luxury brand. MARKETING TECHNIQUE Paul Smith uses its core values as a form of marketing. Consumers demand brands that have expressive core values therefore this is more likely to sway purchasing decisions.

2 WHERE THE BRAND SHOULD GO?

BRAND VISION To be recognised as a quintessentially British menswear brand in the UK and internationally. It is evident that Pretty Green are attempting to meet this objective by introducing the brand to an international market, Japan and opening over 80 stores and concessions, and another open market would be the US to aid with establishing a brand identity.

LUXURY BRITISH FASHION LABEL

BENEFIT LADDER Pretty Green is a luxury, British label that unites consumers through the love of fashion and the subculture of music who retail nationally in the UK, Northern Ireland and Scotland and internationally in Japan, as well as merchandising online for over 80 countries. Pretty Green utilise the opportunity to market using department stores such as House of Fraser and singular stores. The brands product differentiation is the heavy emphasis on the subculture of music, as evident through celebrity endorsement using Liam Gallagher. This may not be a viable proposal when launching into the US due to Liam’s controversial comments expressed of Americans, which may result in loss of sales. When launching into the US, Pretty Green must repair Liam’s image to the American media by promoting a solo career as this will allow consumers to get a personal insight to him and re-consider opinions. Liam Gallagher has already attempted this strategy by holding a private gig in New York (RollingStones, 2017), this connotes that Liam is attempting to repair his relationship with American consumers.

Similarly, if the media approves of him this will reflect that Pretty Green’s current strategy of him being the face of the brand will drive sales as consumers will be eager to find out more. Alternatively, if the negative press continues, another technique could be to deploy a similar music influencer or celebrity to be the face of the brand. This may be a better proposal as Pretty Green is currently understood to be a white British male brand, that doesn’t show diversity within its marketing campaigns. The US is diverse with different nationalities, races and preferences meaning that if the brand does not effectively promote society it could create social barriers. These factors must be considered by Pretty Green when launching into the US to maximise their success in the new market landscape.

EMOTIONAL BENEFITS Pretty Green plays on the nostalgia of Oasisâ&#x20AC;&#x2122; career.

FUNCTIONAL BENEFITS The apparel has been manufactured with the highest craftsmanship but with a simple print design to create a relaxed, informal and stylish look.

PRODUCT FEATURES To be united through the love of music and fashion.

TARGETS AND INSIGHTS Needs to be stylish, comfortable and sustainable. To market to those interested in fashion and focused on product quality, as well as those who are a fan of the music culture of Oasis.

BRAND PERCEPTION MAP UK Pretty Green’s main competitor within the UK market is Fred Perry. Fred Perry have their own Instagram page named ‘Fred Perry Subculture’ which features posts endorsed by celebrities and influential people. Competitively, Pretty Green also follow the same approach through the use of Liam Gallagher throughout their branding.

However, Ted Baker, Barbour and Burberry are also competitors, as their focus is on precision and British heritage, similarly to Pretty Green. From analysing Pretty Green’s presence within the market, it is evident that the music culture is unique to Pretty Green: this differentiates Pretty Green within the saturated market.

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BRAND PERCEPTION MAP US Pretty Green’s main competitors in the US marketplace are Gant, Levi’s and Tommy Hilfiger; presently the brands all follow similar price points to Pretty Green. For example, the mean cost of Pretty Green’s and Tommy Hilfiger’s jackets is at £100.00 and they both offer the same high-quality products.

It is evident that celebrity endorsement is utilised more in the US from the Brand Perception map as four different competitors use this strategy. To stay ahead of competitors, Pretty Green must continue to use the strategy more innovatively to set themselves apart within the industry.

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BRAND ESSENCE

BRAND EMOTIONAL BENEFITS Confidence, Individuality, Edgy

BRAND FUNCTIONAL VALUES Luxury, Simple, Statement

BRAND PERSONALITY Authentic, Dynamic

UK CONSUMER SEGMENTATION The Pretty Green UK consumer is male, aged in his mid20s and resides in Brighton and transports with the use of a moped. His occupation is within the creative industry and enjoys attending gigs and going on road trips with his close friends. They are constantly visiting new places, so this helps with aiding trend awareness, but he is more of an innovator of trends.

US CONSUMER SEGMENTATION

The US Pretty Green consumer is very focused on succeeding in the music industry and practising and performing in bars and restaurants in the evening. In terms of shopping experience, they prefer to shop under one roof but would like the opportunity to shop using his smartphone. They enjoy a personalised shopping experience and would like an opportunity to look the part for his passion.

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HOW IS IT GOING TO GET THERE?

ANSOFF MATRIX Ansoff Matrix was carried out as a strategic planning tool which provided a framework as a strategy for Pretty Greenâ&#x20AC;&#x2122;s expansion to the US. Pretty Green identified that its product- market strategy growth is market development: it is attempting to expand into a new market, the US market, using its existing products. Pretty Green understand that their product range is not enough to market itself, therefore Pretty Green will utilise different opportunities such as influencer and celebrity marketing, opening a store, personalisation and digital innovation. Through a store visit, it was identified that Pretty Green would eventually like to diversify into womenswear. If the Pretty Green menswear range succeeds in America a womenswear range may be considered with the capital raised there.

NEW

EXISTING

NEW

MARKET PENETRATION

PRODUCT DEVELOPMENT

MARKET DEVELOPMENT

DIVERSIFICATION

FIRST LAUNCH STRATEGY Pretty Greens marketing strategy into the US will aim to follow on from the sucess of the pop up store . A flagship store will be the first opportunity of Pretty Green based in New Orlans. New Orlans is highly populated of Pretty Green’s target demographic: 30% of the New Orlans population aged between 25-45. 10.4 million tourists visited New Orlans 2016 and visitors spent 7.4 billion – therefore tourism is increasing and they’re more willing to spend, on a brand like Pretty Green. In terms of Pretty Green’s distribution process, they already internationally have a online retail channel, therefore it is recommended Pretty Green continue to use the same process while building capital. In addition Tom Hardy is being shot in an upcoming film, Fonzo, in 2018. In terms of store location , this will be seen within the film duration, this positively can impact Pretty green : as fans of Tom Hardy will be willing to see the set and surroundings (Nola,2018). Therefore the Store will aim to launch around the launch of the film , as represented on the brand milestone graph. On fig 31 shows a brand milestone graph , where futher opportunties have been mentioned as a form of optimising Pretty Green’s global potentional.

FIG 31

PERSONALISATION EVENT In respone to consumer trends, Pretty Green has organised a personal styling event at the Three Keys hotel, which similarly also unites people through the love of music. The event will include complimertly styling advice for getting the â&#x20AC;&#x2DC;lookâ&#x20AC;&#x2122; for gigs, music festivals or just day to day wear. Pretty Green have used this as an opportunity to draw in custom and explore it as a trial basis before potentionally incorporating into store.

PLACE - To ensure global success, the media will be exclusively invited to the personalisation

event at the Three Keys Hotel, this will help market to the US that Pretty Green is launching within the area. The Three Keys Hotel is reowned for its music heritage similarly to what Pretty Green portray.

PRICE- At the styling event a limited range will be stocked to exclusive guests after they’ve been styled. The price point will be the same price as online for the US.

PROMOTION -

Through the use of the media attending, the marketing will be posted onto social media to aid brand awareness. Limited will be posted on Pretty Greens platforms to influence foot traffic to experience Pretty Green for themselves.

PEOPLE - The event aims to influence those with established media profiles to encourage foot

traffic from their following base. An example of an individual who has an exclusive invite is Luka Sabbat, he is a well known fashion influencer, model and blogger who is extremely popular in the US. Pretty Green is seen to be biasedly advertised as a streotypicaly ‘White British menswear brand’. Therefore this displays the inclusivity of the brand and dispays diversity within the target consumer base.

PRODUCT - The Beatles range will be stocked, as through indept research the Beatles were

signifcant within the US: therefore this is a marketing strategy of Pretty Green. In addition to this QR lables will be placed into the care labels of the products as a new strategy of building transparency with consumers.

CONCLUSION To conclude both the recommendations for the UK and US specifc to Pretty Green will help aid its sucess globally. Key influence of personalisation and digital technologies have been utilised to increase Pretty Greens maxium potentional and drive foot traffic. A new opportunity of incorporating QR codes into the Care labels has been considered as a method of openning a new form of consumer into Pretty Green.

CHLOE ROSE N0743680 WORD COUNT - 3151

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APPENDIX