Tura report by cjagger

tura STRATEGIC

pROPOSAL

what tura BELIEVE’S in...

Contents p4. EVENT Launch p12. PROMOTIONAL Strategy p16. DIGITAL Strategy p20. CONCLUSION p22. LIST OF References p24. BIBLIOGRAPHY

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TURA, when translated means ‘incense’ incense in Latin; appropriately chosen because Latin is the root of all languages, symbolic of TURA’s stripped back, minimal aesthetic. TURA was created to fill a gap in the fragrance market, which had no offerings of a “new luxury in parallel with nature” (WGSN Beauty Team,2013:Online). Tura is built upon the juxtaposition of “raw luxury”; offering our female target consumer a service of comfort, refuge and relaxation from the city’s daily grind. The unique selling point of TURA’S fragrance is built upon three core essentials; sustainability, aromatherapy and experiences, to create three beautiful scents which are as organic as they are effective.

targeting generation y...meet

HEATHER TURA will be aimed at generation Y’s stressed out, city working consumers aged between 28 and 35. This lead us to build our ideal consumer profile ‘Heather’ an AB, ‘HEIDI’ female demographic situated in East London. Part of generation Y, Heather is a product of the paradox that defines this generation, she has grown up with technology, which she takes for granted. Being well adapted to online global communities and multiple social media platforms, she will expect TURA to market across multiple platforms. Equally she would of have heard about sustainability from birth, being raised by “post- 1968 parents” who would have “integrated ecology and responsibility into their lifestyle” meaning she is drawn to brands that carry a “green value” offering our image focused consumer “social currency” (WGSN Laurence Pasquier,2013:Online).

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event launch The launch event of TURA will be a solution to an emerging ‘green gap’, trend forecaster Maryelle Allemand explains that city inhabitants living an urban lifestyle are feeling increasingly stressed out and separated from natural rhythms. (see Niche brands in cosmetic and perfumery,2006). The TURA store and brand launch will see us transform three unused Jubilee line train carriages into the stores location, providing an active response to urban society’s needs. The carriages will be situated in Shoreditch, the ‘home’ of our consumer and will become an on-going ecological project for TURA; symbolic of the juxtaposition of needs of our consumer who wishes for ‘natural living in the city’. For the initial launch event, TURA will transform three individual carriages into the embodiment of each scent, enabling customers to experience our fragrance and see how it fits into their lifestyle. For three days only the individual train carriages will represent Bloom and the cherry blossom flower, Gin the scent of our revitalisation set and Rain the soothing scent of relaxation. The three day launch initiative is to showcase the experiential and emotional connection of each scent and to create a word of mouth buzz throughout London. After-which, each eco-carriage will be redesigned into a seamless merging of the three scents styled within a minimal aesthetic with nature inspired elements.

TURA’s ecological store launch is inspired by the current trend of ‘natural luxe aesthetics’ and improving public spaces within cities to make them greener. This growing trend is one which is taking London by storm; with Boris Johnson’s Great Outdoors Initiative, aimed at revamping neglected corners of the capital. The Highline for London competition inspired by the New York high line (pop down) and Village Underground’s recycling of train carriages to create a creative work space in Shoreditch ( See Fig 1). This coupled with the emerging popularity of vertical gardens in retail spaces is just a small example of the demand for greener cities. Within an emotional context, Gee Thompson explains that the allure of green products and spaces stems from young people’s disillusionment with ‘the empty values of contemporary lifestyle’(Thomson,2008, p.150). Within todays secular times where brands have become a replacement for religion, consumers inability to find a purpose and cause have lead them to become disenchanted with urban landscape and instead search for simplicity and honesty within nature (Thomson,2008, p.150). TURA aims to reassure customer’s subconscious fears that contemporary “work till you die western lifestyle” won’t lead to a loss of identity and aims to encapsulate the growing trend for sustainability in the city. Ensuring that each carriage interior encapsulates every aspect of the scent will be of vital importance and the three day launch event will be a multi-sensory experience for customers. The carriage dedicated to the scent of Gin will embody the social aspect of our customer’s lifestyle; offering revitalising gin cocktails and healthy canapés. There will also be staff informing consumers about the medicinal history and aromatic benefits of Gin’s star ingredient; the Juniper berry. In the brands’ initial stages, we will need to communicate to customers that TURA’s products can be trusted and informed staff will be present in all three carriages, as it is of upmost importance that our customers are aware of the products natural ingredients and their beneficial properties.

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Fig 1.

For the scent of Bloom, the carriage will promote the symbolism of cherry blossom; focussing on the blossoms significance of feminine strength and beauty. TURA will take inspiration from the Japanese cherry blossom festival tradition of Hanami, an act of flower watching, considered to be a spiritually revitalising activity. By allowing customers to experience Hanami, we hope to promote the enhancement of inner radiance and spiritual sustenance which Bloom represents. The spiritual feel of the carriage accompanied by the aroma of Bloom’s fragrance will be further complemented with the serving of cherry blossom infused tea. The last carriage will become a literal personification of Rain, with TURA wanting our customers to experience the soothing hypnotic calm of rain fall. Inspired by Random International’s Rain Room at the Barbican, we hope to re-appropriate this experience in 4D, using a 3D projection of rainfall. The digital spectacle will be a haunting and intimate experience allowing customers an multi-sensory interaction with the concept of the scent; with the fragrance scent, therapeutic sound of rainfall and feel of light moisture in the air, completing the overall experience.

In addition a Vertical Garden wall will be featured in all the interior carriages, inspired by the work of landscape architect Michael Hellgren, TURA’S green interior will be designed by the award winning botanist Patrick Blanc. With each carriage featuring a vertical wall of lush greenery for rain, cherry blossoms for Bloom and juniper berry leaves for Gin’s interior. By encapsulating the dramatic nature of the natural world, TURA’s indoor environment will challenge the preconceptions of our discerning target consumer; personifying emotions through visual storytelling. Increasingly, consumers are willing to trust authentic brands and are more likely to build a strong connection with local brands, especially ones which promote community values (Posner,2011, p.112). TURA aims to become an integral part of the creative mix in East London by supporting and utilising local talent for the brand launch, with collaborations being undertaken with local people based in East London.. For example, the flowers and greenery for the Vertical walls will be brought from the local Columbia Road Flower Market. As a new brand, supporting local networks will be vital in promoting positive PR and adding to our green appeal. In addition these personal touches will be recognised by our East London female consumer who is very much a part of the community and social scene.

To promote TURA’s three day launch event, we will work with Edward Godden & Joseph Lewis of the Travelling Gin company ( See Fig 2) to supply gin and tonic cocktails from a pop up bar in our Gin themed carriage. The teams ‘ultimate G&T refreshments’ will be served straight from ‘delivery bicycles’ ”(see The Travelling Gin co, 2011) to ensure that the travelling barman will create a word of mouth buzz throughout London by promoting TURA’s Gin fragrance and store launch. The eco-friendly company is a perfect fit for TURA with its small carbon footprint and home grown roots.

An innovative and creative way in which TURA will promote its launch event throughout the city was inspired by Penhaligans promotional use of scented taxis (see Penhaligans Adventures In Scent, 2011, Online). However instead, TURA will commission Eco Chariots pedicab’s to travel around East London; acting as mobile advertising for the launch as they will be fully branded with TURA’S logo, gaining recognition from local news and audiences. The pedicabs will be scented with the fragrance of Bloom, Rain or Gin and the specially trained riders will educate customers and answer questions about TURA’S brand and products. The drivers will specifically seek out our target consumer on the streets of London, taxing them to TURA’s event, to which at the end of the customers scented journey they will receive fragrance samples and a voucher entitling them to 10% off any products; redeemable in store and online. Eco chariots fit well into TURA sustainable appeal, supporting TURA’s promotion of CO2 free, greener ways of travelling around London.

Fig 2.

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Tura’s launch will not include the any celebrity endorsements within our advertising. Instead by specifically marketing to our niche consumer ‘Heather’ we hope our ideal female will promote TURA’s products by acting as a visual representation of our sophisticated look. We will also target our consumer base by inviting potential Business partners to the launch; such as representatives from local spas like the trendy hotel and spa Shoreditch House, organic Barking Bathhouse (See Fig 3) and eco-friendly hotel and spa, Rafayel on the Left Bank. These companies are chosen to become future stockists of our products because of their urban location within the city and green, eco-friendly credentials which will appeal to our consumer. Inviting the right journalists and beauty bloggers will be key and we will target magazines and online contributors from London’s Time Out, Stylist magazine and The London Evening standard in order to leverage the brand and promote the launch. Being that our generation Y consumer will be more adept to reading online articles than magazines, we will concentrate on online beauty contributors from newspaper supplements such as Style from The Sunday Times and the Guardian’s Life and Style sector. TURA will specifically target newspaper supplements because of their editorial quality and targeting of an AB demographic (Newspaper Advertising, 2011, Online) . As our target consumer continues to up their online connectivity, “increasingly living their lives online” (Posner,2011, p.110), TURA will focus on a core digital strategy which will recognise the rising influence and power of You Tube stars and beauty bloggers and we will invite the appropriate cyber stars to the launch event. Seeing as “blogs are the fastest growing areas of consumer generated media” (Posner, 2011, p.168) with online communities sharing their brand experiences, we hope that these globally connected guests will generate word of mouth promotion of TURA’s fragrance throughout online beauty and wellbeing communities.

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Fig 3

PROMOTIONAL STRATEGY

TURA’s first year promotional strategy will be broken down into two concepts, both of which will incorporate a customer, brand experience. By focusing upon the ‘green value’ of the brand and narcissistic needs of our generation Y consumer, the strategies will go beyond fragrance to fully leverage TURA as a lifestyle choice and concept. By incorporating PR strategies across digital and social media, we will promote brand recognition and interweave TURA products into our consumer’s daily habits. Our brand aims to go above and beyond scent to fully showcase the experiential value of our fragrances; creating an authentic connection with our consumer. By creating a co-dependant emotional attachment between brand and client we will build a loyal customer base and reputable brand credibility.

Fig 4.

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TURA’S in house PR team will initiate and keep track of any below the line promotional strategies; these will include directly marketing to a customer base through websites such as ‘What’s In My Handbag’ and the growing trend of Beauty boxes. What’s In My Handbag, is a member only online community, allowing members to receive free product samples as well as having the option to purchase products online or pay for trial sized beauty samples at discounted prices. The website is great way to leverage brand recognition by allowing customers to try TURA’S fragrance through an exclusive and beautifully put together online beauty community (See Fig 4). What’s more the website is specifically chosen because of their 25-34 year old London based clientele(See What’s In My Handbag,2012).

Amarya’s natural and organic beauty box will be another company, through which we will leverage TURA products. After much research, we found that most customers “are cynical of the way brands behave and are no longer willing to trust anything based solely on faith” and “word of mouth marketing is therefore more effective” as customers “tend to trust their friends opinions” (Van Den Bergh & Behrer, 2011, p26). Amarya’s strong community value which allows members to try organic beauty products, review them and refer products to a friend , coupled with the company’s ‘green credentials’ means it is a perfect choice for TURA. Allowing customers to ‘smart sample products’ whilst keeping track of their buying behaviour and preferences. Research analyst Rachel Lin further explains the process of beauty boxes as one which is “the first step in engaging consumers, with teasers and links and then driving traffic online and potentially influencing purchases” fully encapsulating “the power of the consumers voice in this new age of social media” (see Cosmetics Design Europe, 2013, Online).

Tura’s core strategy of aiming to make urban environments at one with nature, will be key to maximising brand engagement. Sustainability is a value that TURA believes in, we need to ensure that this key message is understood and recognised by our customer, who “have higher expectations of sustainability being baked in to the product”(Guardian,2013, Online). We will be donating £1 to the independent London charity, Trees for Cities (Fig 5), an organisation who aim to “enhance urban landscapes and improve health and happiness” (Trees for Cities, 2011, Online) for every Relaxation set sold. The donation will allow TURA to improve our brand credibility by incorporating and reflecting the values of our socially conscious target market. We will promote the partnership through social media and online platforms; encouraging customers to not only plant their own trees in the city but document it on our social media sites. Encouraging customer participation by rewarding winners of the most innovative images free products samples.

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digital

STRATEGY

An effective digital marketing strategy is crucial to TURA’s endurance and recognition in the fragrance marketplace. In this digital era, technology allows brands to directly market to customers, managing relationships “with any single customer” (Chevalier & Mazzalovo, 2008, p.248). A complete digital strategy will work across multiple platforms such as Facebook, emailed newsletters, website, blog and twitter. Ensuring that our product and brand lifestyle is available at any moment of our customer’s busy day is crucial. Revealed by WGSN “The Multichannel consumer” report that “anytime, anywhere” consumer attitude” and the rise of “multi-channel shopping” is becoming the “norm for consumers who are now more accustomed to shopping how and when they wish to.”(WGSN The Multichannel Consumer, 2012, Online.).

Our online website will be centred around informing consumers about TURA’s products, natural ingredients and brand values; all styled within our sophisticated and minimal white aesthetic. We will promote TURA’s sustainable lifestyle by offering customers tips on how to be more ‘green in the city’, advertising events and including an option to sign up for our newsletter. We will create a trusting environment with an option for customers to ‘ask advice’ about any of TURA’s products and a points card which allows customers to receive five points for every pound they spend. These points are then added to our customer’s account which they will be able to spend online and in store. We will also promote friend recommendations and reviews of products through our ‘points card’ initiative, offering customers more points if they invite a friend, review a product or sign up for an login account. From our website we will have links to our blog, twitter, Instagram, Pinterest and Facebook pages, fully integrating all digital platforms, bridging the gap between online and offline brand experiences.

The strategy will also be centred around the rise of online communities and peer to peer networks, with the average millennial having “an average 426 Facebook friends spread throughout the world”. This exposure from social networks means that “the future of fragrance has to be through word of mouth utilizing digital media.” (Carvansons, 2011, Online).

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Facebook will be the main way in which we cultivate a direct relationship with customers with “91%...registered users of Facebook versus 65% in 2010” (WGSN The Multichannel Consumer, 2012, Online) and further humanise the brand by sharing unique opportunities, behind the scenes footage, employee stories and upcoming events in London. By focusing upon engagement and community, not sales, our sharing of content will further TURA’s holistic branding. Aiming to post at least two times a day, posts will include a ‘question of the week’ asking customers questions such as ‘where do you normally purchase TURA fragrances?’ to track consumer preferences and purchasing habits.

Future brand growth for TURA after its first years digital launch would be to create a smart phone app, catering to consumers demands for “anytime, anywhere” multichannel shopping. The app’s design would be an extension and merging of the sophistication of our website and holistic Facebook page. Building upon our reputation as a lifestyle brand, TURA will offer customers the ability to shop on the go and track the nearest store and stock list locations. Going the extra mile, we will incorporate our fragrance into customers daily habits, with the app tracking their location, letting them know were the nearest cherry blossom tree or green space is in London. Working with Trees for Cities, they will be told were the nearest park is and track the Travelling Gin Company; if they are need of a revitalising ‘G&T’. To help customers keep up with the UK’s unpredictable weather, an available forecast of when to expect the next rainfall will be available.

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to conclude...

To conclude TURA hoped to create a digital and promotional strategy that is authentic from the start; like our products which are stripped back to their bare essentials, so will be our holistic approach to marketing. The decision to not use celebrity brand ambassadors nor advertise was based upon TURAâ&#x20AC;&#x2122;s decision to position itself as a niche fragrance. In the initial stages of brand development, building a reputable name and targeting only to our specific target market was of vital importance, with the final outcome of crafting an honest, loyal and lasting relationship with our customers.

Fig 6. All own images

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list oF references... 1) Carvansons. 2011. SOCIAL MEDIA – THE FUTURE OF FRAGRANCE MARKETING. [ONLINE] Available at:http://www.carvansons.co.uk/2011/02/social-media-the-future-offragrance-marketing/. [Accessed 19 May 13]. 2) Chevalier & Mazzalovo, M.C & G.M, 2008. Luxury Brand Management: A World of Privilege . 1st ed. p.248: John Wiley & Sons.. 3) Cosmetics Design Europe.com. 2013. Beauty Boxes Transform beauty marketing and e-commerce. [ONLINE] Available at: http://www.cosmeticsdesign-europe.com/Market-Trends/Beauty-boxestransform-beauty-marketing-and-e-commerce. [Accessed 26 May 4) Niche brands in cosmetic and perfumery. 2006. Niche: To be or not to be. [ONLINE] Available at:http://www.slideshare.net/Vubinda/niche-brands-in-cosmetic-and-perfumery. [Accessed 03 May 13] 5)Guardian: G.Rodgers. 2013. The rise of Generation Y in the sustainable marketplace. [ONLINE] Available at:http://www.guardian.co.uk/sustainable-business/blog/rise-generation-y-sustainablemarketplace. [Accessed 26 May 13]. 6) Newspaper Advertising. 2011. Guardian Weekend Facts and Figures. [ONLINE] Available at:http://www.webwindows.co.uk/newspaper-advertising/guardian/facts. [Accessed 27 May 13].

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10) Thomson, G.T, 2008. Mesmerization . 1st ed. p.150: River Books, Bangkok

11)THE TRAVELLING GIN CO.. 2011. About Us. [ONLINE] Available at: http:// thetravellingginco.tumblr.com/about. [Accessed 22 May 13]. 12)Trees for Cities. 2011. Trees For Cities . [ONLINE] Available at: http://www. treesforcities.org/. [Accessed 27 May 13]. 13) WGSN Beauty Team. 2011. A/W 12/13 beauty inspiration & Colour: Eco Hedonism. [ONLINE] Available at:http://www.wgsn.com. ezproxy.ntu.ac.uk/content/section/home.html. 14) WGSN Laurence Pasquier. 2012. Merci: Y Generation - Y Design. [ONLINE] Available at:http:// www.wgsn.com.ezproxy.ntu.ac.uk/content/section/ home.html. [Accessed 03 May 13]. 15) WGSN The Multichannel Consumer, 2012, Online)WGSN. 2012. The Multichannel consumer: WRC 2012 insights. [ONLINE] Available at:http://www.wgsn.com. ezproxy.ntu.ac.uk/content/section/ home.html.. [Accessed 03 May 13].

16) What’s In My Handbag. 2012. Facebook Page Insights. [ONLINE] Available at:https:// www.facebook.com/whatsinmyhandbag/likes. [Accessed 27 May 13].

bibliography... Penhaligon’s:Adventures in Scent. 2011. Adventures In Scent . [ONLINE] Available at:http://scent.penhaligons.com/scent-blog/ win-a-day-of-scented-delights-for-you-and-your-mum.html. [Accessed 21 May 13]. Posner, H.P, 2011. Marketing Fashion. 1st ed.: Laurence King Publishing Ltd. Rafayelontheleftbank.com Van Den Bergh & Behrer, J.V.D.B & M.B, 2011. How cool brands stay hot: Branding to Generation Y. 1st ed. p.26: Kogan Page Shoreditchhouse.com Thomson, G.T, 2008. Mesmerization . 1st ed. p.150: River Books, Bangkok THE TRAVELLING GIN CO.. 2011. About Us. [ONLINE] Available at: http://thetravellingginco.tumblr.com/about. [Accessed 22 May 13].

Amarya.co.uk Barkingbathouse.com Carvansons. 2011. SOCIAL MEDIA – THE FUTURE OF FRAGRANCE MARKETING. [ONLINE] Available at:http://www.carvansons.co.uk/2011/02/social-media-the-future-of-fragrance-marketing/. [Accessed 19 May 13]. Chevalier & Mazzalovo, M.C & G.M, 2008. Luxury Brand Management: A World of Privilege . 1st ed. p.248: John Wiley & Sons.. Cosmetics Design Europe.com. 2013. Beauty Boxes Transform beauty marketing and e-commerce. [ONLINE] Available at: http://www. cosmeticsdesign-europe.com/Market-Trends/Beauty-boxes-transform-beauty-marketing-and-e-commerce. [Accessed 26 May 3) Niche brands in cosmetic and perfumery. 2006. Niche: To be or not to be. [ONLINE] Available at:http://www.slideshare.net/Vubinda/nichebrands-in-cosmetic-and-perfumery. [Accessed 03 May 13] Ecochariots.com Goldman, R.G, 1992. Reading AD’s Socially. 1st ed. Routledge. Guardian: G.Rodgers. 2013. The rise of Generation Y in the sustainable marketplace. [ONLINE] Available at:http://www.guardian.co.uk/sustainable-business/blog/ rise-generation-y-sustainable-marketplace. [Accessed 26 May 13]. Hart, N.A, 1995. Strategic Public Relations. 1st ed. Macamillan Press LTD

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Newspaper Advertising. 2011. Guardian Weekend Facts and Figures. [ONLINE] Available at:http://www.webwindows.co.uk/newspaper-advertising/guardian/facts. [Accessed 27 May 13].

Trees for Cities. 2011. Trees For Cities . [ONLINE] Available at: http://www.treesforcities.org/. [Accessed 27 May 13]. WGSN Beauty Team. 2011. A/W 12/13 beauty inspiration & Colour: Eco Hedonism. [ONLINE] Available at:http://www. wgsn.com.ezproxy.ntu.ac.uk/content/section/home.html. [Accessed 03 May 13]. WGSN Laurence Pasquier. 2012. Merci: Y Generation - Y Design. [ONLINE] Available at:http://www.wgsn.com.ezproxy. ntu.ac.uk/content/section/home.html. [Accessed 03 May 13]. WGSN The Multichannel Consumer, 2012, Online)WGSN. 2012. The Multichannel consumer: WRC 2012 insights. [ONLINE] Available at:http://www.wgsn.com.ezproxy.ntu.ac.uk/ content/section/home.html.. [Accessed 03 May 13]. What’s In My Handbag. 2012. Facebook Page Insights. [ONLINE] Available at:https://www.facebook.com/whatsinmyhandbag/likes. [Accessed 27 May 13]. Wipperfurth, A.W, 2005. Brand Hiack: Marketing without marketing.1st ed. Penguin Group. Wright, J.W, 2006. 1st ed. The McGraw-Hill Companies

LIST OF

ILLUSTRATIONS Fig 3. Barking Bathouse , (2012), Relaxation Yard [ONLINE]. Available at: http://publicartnetworkuk.blogspot. co.uk/2012/08/something-sons-popup-spa-barking.html [Accessed 28 May 13]. Fig 4. HardHat Design , (2011), Branding, logo, print & web design [ONLINE]. Available at: http:// www.hardhatdesign.co.uk/work/ whatsinmyhandbag.html [Accessed 28 May 13].

Fig 1. Village Underground , (2007), Studios [ONLINE]. Available at: http:// villageunderground.co.uk/gallery [Accessed 21 May 13].

Fig 5. Trees for Cities , (2011), Trees for Cities Logo [ONLINE]. Available at: http://www.treesforcities.org/ [Accessed 15 May 13].

Fig 2. The Travelling Gin Co. , (2011), About Us [ONLINE]. Available at: http:// thetravellingginco.tumblr.com/ about [Accessed 22 May 13].