1
Content 4 28 48 12 32 50 34 52 14 36 60 16 The Brand
Store Visit
Proposal
Demographics and Tribes
Competitors
Trends
The year of the Rebrand
Outcomes
Womenswear collections
Social and Services
20 Marketing Mix
2
Brand Analysis
46
Recommendations
Conclusion
70 Bibliography
3
The Brand
4
5
1884
1900
1920 Marks and Spencer is the UK’s leading mixed good retailer offering departments in Food, Fashion and Homeware. The brand operates 1,382 stores worldwide, with a growing successful e-commerce site. Marks and Spencer is known within the UK market as one of the most trusted department stores, consumers trust the brand with it’s strong presence on the British high street that has lasted over 130 years, giving it a rich heritage as a department store.
6
1940
1950
don't ask the price, it's a penny
Marks and Spencer was formed by Michael Markson, later joined by Thomas Spencer, working together on a market stall in Leeds. The stalls slogan being ‘don’t ask the price, it’s a penny’ appealed by allowing customers to browse without any obligation to buy making the stall unique. By 1900 the duo opened 36 stalls called Penny Bazaars and had 12 high street stores. Evolving into a public company with registered headquarters to take care of over 145 stores by 1910.
The company had to adapt to the change in the economy due to the great depression, starting to offer new departments such as the bra, being one of the most iconic dressing items of the decade.
When the war was at its peak over 116 M&S stores were damaged or destroyed in the unrest. M&S showed its pride of being British by assisting efforts in the war, taking part in fire watching, raising money for Spitfires and striping back its services, prioritising the British public.
M&S focused on clothing that would last for a long time and fit different sized women in a tailored manner. Designing dresses during the war with a Parisian influence led the fashion rebellion and trend against the hard years of the war to move on with joy for the future.
7
Brand Values Clothing to make every moment special
M&S’s key strength of food was created through finding it’s purpose and promoting their products in an engaging manner. The company has made ‘making every moment special’ their mission in promoting womenswear and clothing to bring the department to the same level as their food hall.
“Shoppers want M&S to be more ahead of trends” A focus on the long term brand revival not short terms sales
M&S’s priorities are their customer and brand, considering how they are aiming to recover clothing and home and continue to grow the food business.
Cherishing Core shoppers
Its core market described as female, aged 50 means the brand doesn’t seem to appeal to a young shopper, but needs
to consider the 30+ family shopper. With an opportunity of getting people to shop across both parts of it’s business, as currently they only see 30% of it’s customers shop both Food and Fashion, a new range of target audiences needs to be considered.
Listen to customers
While the food business continues to outperform fashion, customer research found that shoppers want M&S to be “more ahead of trends”. Fashion choices in store “frustrate customers” by giving them too many options. Customers say they haven’t got style and fashion right while having too much choice is making M&S irrelevant.
Making decisions based on hard evidence
M&S is moving into a “data driven business”, launching their Sparks loyalty card in the second half of last year, with 4 million members already it provides M&S with information to promote additional spending in store, from seeing what users are interested in and what they are buying. M&S now wants to make sure it uses that data, while at the same time not losing sight of what its customers think and say.
In October 2016 Marks and Spencer’s re-targeted it’s Brand Values, in the process they introduced a new set of future goals that focused on customer needs, technology advances and the restructuring of it’s fashion departments, deciding to close 60 of their UK stores to build their fashion departments up again. 8
9
Store Distribution
914 UK stores
468 stores across Europe + Asia
M&S’s has over 1,382 stores worldwide giving customers a unique experience shopping for food, fashion and homeware. The dominating well known presence of the brand, makes it a British high street staple with Fashion Departments covering Womenswear, Lingerie, Menswear and Kidswear.
Womenswear
10
Lingerie
Menswear
Childrenswear
18% 42% 26% 14% Department Fashion Sales
11
Demographics Marks and Spencer’s overview their key demographic as ‘Mrs M&S’, a middle to high class women in her Mid 50’s desiring food and fashion that is sophisticated but also can provide her needs of everyday essentials. Married and earning around £50,000, Mrs M&S has a disposable income she has gained all on her own therefore likes to spend her well earned money on quality goods. Having children in her 30’s her offspring now in their 20’s have successful careers themselves, Mrs M&S can now spend her surplus money on herself and her husband.
FAB’s are the key target tribe for M&S being successful business women, having found confidence coming from an era of economic growth to aid them pursuing successful careers.
When considering a FAB’s shopping habits they understand their own power, knowing their own importance of taste, confidence and value. Integrating their consumption patterns with social media and work life, many mid-life women are active on social media and particularly in fast-growing emerging markets, social media is
becoming as trusted as the traditional media of TV and print.
“mid-lifers are embracing change rather than resisting it”
Social media is almost as influential
Homebirds
“Mrs M&S is sophisticated, successful yet down to earth” 12
FABs
Tribes
M&S also have another Tribe of 20+ Homebirds, visiting M&S with their parents as they move into adulthood has made then consider the brand as a choice for their fashion. This allows them to appreciate the brand trend based pieces at a mid pricing level, they can afford in collections such as Autograph and Limited Collection. The Tribe has grown in the last 10 years as mid 20’s people are still living with
their parents, earning over £20,000+ themselves but struggling to get on the property ladder. This extra source
on disposable income from having to pay
as family and friends when it comes to making purchasing decisions, as creative social media campaigns are an exemplary way to appeal to a range of age groups including the 50+ Market. 54% of British women are keen to shake things up, attracted to the new, the expensive and the technological. The current group of 50 something women have grown up with changes in technology and innovation, this has given them a
willingness to adapt to technology
more naturally and progressively. They embrace online shopping with growth of 7% in womenswear sales now depending on tablets, smartphones and laptops in their daily lives.
for very little necessities such as rent is spent on quality clothing at reasonable prices, they know they can buy at M&S’s.
This interest in the brand originating from their parents taking them into stores and introducing them to products.
The Tribe also has the ability to embracing and understanding the technology
of M&S more naturally than their parents, giving them the upper hand
on understanding Sparks card features and ways to enhance their shopping
experience with stylist features and edits on its website. Making then even more committed to the brand and it’s
13
6
Womenswear collections Marks and Spencer has a wide range of womenswear in different styles, shapes and fits that suits all women. As the brand is known for its quality products and reasonable pricing being able to shop in-store and online has allowed M&S to compliment the modern woman.
Per Una •Per Una is M&S’s best selling collection appealing to the over 50+ market •Imagery is very creamy and soft looking with tones in a warmer palette. •Clothing in the price range of £9.50 £150
M&S Collection Autograph Collection •High fashion imagery/style with Rosie Huntington representing the collection. •Price range from £5 for a jumper to £525. •Appeals to a high income consumer or willing to spend money on the quality fabrics/cuts.
14
Classic •The collection of well structured basics and styles to suit fuller figures •More fun pieces of occasion wear for a demographic of over 50’s. •Represented with a warmer colour palette at a reasonable price point from £5 - £130
•High quality fashion that is inspired by trends that are functional. •Collection boasts well constructed pieces and imagery that is clean and confident •Affordable being within the price range of £5-£150
Limited Edition •Appeals to a more youthful consumer with trend based items •The prints, tones and textures create a fresh air around Marks and Spencer. •Fashion within a price range of the whole collection being from £4 - £100
Indigo
•Youthful appeal with a more boho edge •Features paisley prints and rich tones of burgundy and cream. •The price range of the collection varying from £5 - £210
15
Social and Services
M&S’ along with its website has a strong social media presence, the most popular being Facebook with over 4 Million Likes, this expresses the middle age consumers that actually shop online and in-store accounts for the largest demographic of Facebook users.
The Twitter and Instagram are very strong representations of the modern M&S brand, appealing to a younger audience with the geometric design and videos that create neat creative edits. The engaging visual approach shows a potential to appeal to a younger customer.
36%
said their interactions with M&S on social media/apps has led them to buy more.
The Sparks loyalty card and app is a really clever way for customers to gain a personal service from M&S and for the brand too understand the customer’s likes/dislikes.
By asking about personal interests they cater offers and events to each customer. Leaving them feeling more valued with tailored unique offers to then spend and explore at M&S.
Tuesday’s is a service offered through Sparks, where selected customers gain their own personal stylist. Guiding based on their style
preferences to offer personalised choices, the experience promotes customers to buy M&S clothing in a reassured enviroment: Tuesdays.
54%
of consumers buy products online every month from M&S
marksandspencer 465K Followers
16
@marksandspencer 509K Followers
marksandspencer 4,451,650 Likes
17
Shopper Statistics 90% of shoppers are more likely to buy when helped by a knowledge colleague
70% of consumers would prefer to shop in store than online.
App acco s u the b nt for ig % of gest m trans obile actio ns
illion m 3 . 3 parks S d e 1 join first 1 e h t in of the s k e we
e
schem
65% of consumers shop in-store to have the item immediately
90% of customers visit M&S for a single mission, looking to dine or buy clothing, rarely both at the same time.
1/3
of shoppers use the internet to research products and services online.
2/3
of internet shoppers use the internet to buy
18
Through the information and statistics I gained it is clear to understand that M&S consumers want to have confidence in their purchases, whether this is aided through the help of shop assistants, seeing product in store before purchasing or feeling the desire to buy with their Sparks Rewards. Making them feel like they are getting something out of their commitment to the brand by being confident in their purchase. 19
Marketing Mix
20
21
Brand Imagery
Campaign imagery
22
Marks and Spencer’s imagery has a very strong style that uses simple locations to allow their fashion collections to be the important element in the images. The way the collections are styled through layering and using a mixture of textures and tones makes the photography appear very sophisticated yet still have a serious fashion message M&S wants to express. 23
age groups and tastes the brand modifys its imagery and price points to make the areas of
Store Visuals + Collaborations
Store Visuals
When in-store every department and collections has their own campaign imagery, logo and tag designs with imagery and mannequins next to product. The white walls and white marble floors of the stores making
Collaborations
Brand Collaborations with super models Rosie Huntington and Jordan Dunn has brought attention to the different departments by creating lines for Childrenswear and Lingerie. Alexa 24
the store appear very spacious and airy allowed imagery to make a stronger impact. All the clothing is hung on identical black hangers with the M&S logo on the front with the strong monochrome theme through all of M&S store branding.
Chung, youth fashion icon has also recently created Alexa Archive yet one of the most successful collaborations is their Twiggy collection. The 1960’s legend herself designs and curated the clothing appealing to the 50+ market of ‘Mrs M&S’.
Advertisments
Promotional Imagery
M&S’s Identity is all about affordable luxury, with it’s consciously designed San Serif logo in either black or white it creates the perfect blank canvas for the brand to
Emotional Marketing
When it comes to marketing M&S also use emotional marketing tactics that brings out the warmth in viewers hearts, whether this is through showing the heritage of the brand, care and quality that goes into crafted products or expressing emotions of love and compassion. This was best seen in their
build campaigns around. The visuals and marketing on the brand uses luxury tones and textures most effectively seen in their video and print advertisements expressing an energy through colour and on videos always featuring the legendary M&S Music.
recent Christmas advertisement. Expressing a little bit of girl power with Mrs Claus helping a young boy deliver a present to his sister, a special gift only Mrs Claus could deliver. This campaign not only empowers women as the main gift organisers over Christmas but also shows family love over Christmas. Certain members of the public said it was the best emotional Christmas advert of 2016. 25
Alexa Archive When considering ways of introducing younger/different audiences to M&S, they created their icons collections. The most recent collaboration with youth style icon Alexa Chung has hit the right note, bringing a style muse to the brand along with a burst of fresh air that new consumers can relate to.
26
About
The second Alexa Archive collection made of 27 looks was inspired by garments from the M&S archives, with pieces dating back to the 1940’s collection of PVC skirts, silk blouse and faux fur outerwear created the foundations for the success of the line. When launched on the 1st of November 2016, 50% of the collection sold out online in the first 24 hours.
Alexa Effect
The Alexa Archive now being well established with it’s second collection has made a very strong impression within fashion as magazines such as Vogue and influences such as bloggers praising the quality and style of the clothes curated by Alexa. More importantly giving M&S a little bit of cool back for new audiences to visit the collection and products instores or online.
Collection Presentation
The way the collection has been promoted has allowed it have this very youthful yet classy image, with the styling and pieces of the collection portraying a very chic urban interpretation of M&S clothing. With fashion imagery and the launch party cohesively creating a stylish image of an old fashioned Christmas party, the gold streamer backdrops and vintage location showcased the collection campaign in a cool and spontaneous way.
27
Store Visit
When entering the Marks and Spencer flagship store at Marble Arch, the store had the signature white stone exterior and glass windows displaying their latest collections. Walking into the store straight away I was introduced to the products and the range of departments they offer, having Womenswear, Menswear, Kidswear, Homeware and Food Hall in the 5 floored store all displayed clearly in the signature Helvetica Light font.
28
29
Collections Layout
Store Branding
Initially the foundations of the decor was very consistent with walls being white or grey and the floors being a white polished marble. The clothes were all hung on identical silver grey hanging racks or wall features that took visual breaks with the occasional white wooden textured wall in the bright lighting of the store, having a strong monochrome theme even coming down to the logo placed on plastic bags.
Each collection within womenswear also has their own personal branding with each tag design, branding and colours being unique. This was a very clear way for the brand to define its collections without having to separate the areas of the shop too much, making the movement to each different collection clear through its visuals and branding.
60% of M&S Fashion is devoted to Womenswear and Lingerie
Clothing all hung on black hangers with the Marks and Spencer’s logo in the centre, items had a very stylish and chic appearance, with product being well organised and presented to attract people to look at sections. Product was also styled on abstract mannequins placed on high glossy black displays so customers could see different departments of the store from a distance.
Motion + Ambiance
Visual Imagery
Photographic imagery that defined every sections expressed the fashion elements in a powerful manner, having low depths of field and simple backgrounds that allowed the focus to be on the clothing. The images allowed customers to see the quality of products and details through zooms on patterns and textures. 30
The store also displayed video footage on installation walls near the entrance and on the back of the tills, showing the brands latest trends and collections in fun natural footage style. The most interesting element of my shop was the lack of music creating a relaxing, nature that allowed me to shop at my own pace. Therefore overall I enjoyed the peace and being able to enjoy browsing within the influence of music and enjoy store visuals more. 31
Competitors
Marks and Spencer’s main competitors are department stores like themselves, offering the same variety of good in fashion, food and homeware. M&S also has a wide range of competitors within women fashion from the High Street, online and even in supermarkets. High Price
Main rival Topshop perform well among 16-24 aged customers, having a stronger brand image known for being stylish, trendsetting and consistently releasing up to date collections.
44
45
M&S has had higher customer footfall in the last year but Debenhams has an edge being portrayed as more stylish and less expensive.
Niche Market
Mass Market
Low Price
M&S’s main fashion competitors are Next, Debenhams and House Of Fraser, this is through the stores having similar price ranges and target audiences. Fashion brands such as Topshop and Warehouse also touch into M&S’s market, with quality trend based clothing with a better brand image than M&S. 32
Even if department stores, Harrods, Liberty and Fenwick are all potential competitors due to their customers buying food from M&S, yet not looking at it’s fashion in the same way.
Online outlets such as Kaleidoscope are making buying fashion very convenient, with purchases going straight to peoples doors.
33
The Year of the Rebrand M&S has all the right components to be successful, but this has been hindered by it’s lack of ability to move with trends and technology, fashion is becoming less age specific and the way M&S present fashion collections hinders and limits diverse consumer interest. Other brands in a similar position have taken the decision to re-brand. By refocusing their target audiences, modernising their imagery and showcasing how they want to move forward they have transformed into a 21th century fashion brand, that hasn’t left their loyal customers in the past.
Browns Fashion A brand very similar to Warehouse and M&S stuck in an outdated imagery, have re-branded their logo, store design and website to bring the 1970’s brand to ‘Focus on the future’. Maybe a trend of 2016 is where companies are starting to step forward and get with the complex consumers of today through redesigning and profiling their image. The logo design has taken to a very simplistic approach with the cut off design creating a point of interest when placed on bag and in window displays, also being in the traditional San Serif ‘Browns’ font, it is still familiar for consumers to recognise as the Brown’s Fashion people love and know.
The brands website has also been revived using a very modern design with lots of white space and simple headers and paragraphs of information on trends and new products. More importantly creating a timeless feel to the brand with the white space making the brand appear very fresh and new. Overall the risk of re-branding after 40 years has paid off as the new image of the brand is already appealing to younger and broader marketing, refreshing its consumer base starting with the way it presents itself is something M&S should consider in the near future.
Warehouse
Mid 2016 Warehouse re-branded, moving away from their frumpy middle aged image to create new customer profiles and imagery that matches the sophistication of their products. Warehouse being in a similar position to M&S through having such a wide target demographic has sectioned their style and focused on characters that shop in their stores. 34
Through this the brand has created a very cool and relevant campaign that compliments the varying styles of British women of any age, using postcodes and different cites to show style that has made the brand appealing to a new consumers that they isolated before the rebrand. alit
35
Brand Analysis
36
37
Strengths
Marks and Spencer as a brand has a very strong reputation and consumer awareness through being a staple on the British high street for decades, generations after generations of customers have shopped at Marks and Spencer for their quality products and service whether online or in-store. Marks and Spencer is known for giving customers an extra touch of extravagance that doesn’t break the bank, giving a feel good feeling to all its customers.
With the brand now operating in over 59 territories worldwide the brand’s strong British imagery appeals to the mass marketing in international continents such as Asia. With the brand recently working on its online presence and customer interactions with the sparks rewards card, Tuesdays stylist service and influential icons collections gaining the traffic they need.
The weaknesses of M&S is mainly concerning the brands lack of newness and innovation, as M&S neglect their fashion marketing in favour for food advertising. Customers now see their fashion as outdated and confusing as the imagery for their fashion collections
is murky and unappealing to a youth market they could easily capture. With the brand only recently having its pulse on tech trends their new campaigns are late to the party in the mass market they have already lost potential customers to.
Opportunities the brand could embrace to strengthen their company is through renewing its womenswear collections bring a new lease of life to an image that is now seen as old and outdated when in fact their fashion collections are sleek, stylish and unique. This rebrand would also be complemented by refurbishing the visual merchandising in stores and the feeling of younger customers being welcome in the stores to shop. By giving the fashion the same imagery and finesse that their food
department has customers will see it in the same manner as affordable quality and luxury. To also understand the wider market through focusing on asking customers questions on fashion and style, the Sparks card allows better user interaction being introduced to products they will like, after all its system for tracking personal habits and trends makes any consumer have a point of interest in M&S
When considering the threats that Marks and Spencer face in the market, the changing and more importantly growing competition in the market is causing a lot of problems for the brand, whether this be through customers seeking cheaper alternatives online or generally shopping with new competitors over M&S they are overall losing footfall and market share within fashion. Their lack of focus on youth culture and focus on an older
generation who focus on a bargain culture only buying necessities leaves the brand less room to appeal to the high disposable income customers they need to shop at the brand. Also within most recent years the growth of convenient fashion in supermarkets has caused customers to make less effort to visit high street department stores to buy everyday fashion and buy to fit in with their busy everyday lives.
Weakness
SWOT
Opportunities
Threats
38
39
Brand Identity Prism Physique
Reflection
•Black and white logo design •Proudly British with 1884 EST in logo • Custom San Serif type
•Middle aged •Comfortable
•Traditional •Responsible •Considerate •Understanding •Creative
•Quality conscious •Rewarding •Competitive
Relationship
Self Image
•Quality goods
•Reasonable pricing
•Ethical and sustainable focus •Customer trust is important •Service is paramount
40
Personality
Culture
•British heritage •Middle class focus •Trusting •Passionate •Luxurious
•Pursuing High Quality •Emotional connection •Quality service •Sophisticated •Classic
The Identity Prism Clearly shows how M&S has strong fundamentals that makes them unique on the high street, whether this is through their customer relationships or its strong British culture that consistently keeps a loyal customer base. Their Physique may be simplistic but I think this allows the brand to stand out and be dynamic in other areas, such as self image and personality. 41
Political
Technological
Economical
Ecological/ Ethical
M&S has decreased sourcing costs with their imports applying to the European commission free trade agreement for their fashion and food departments. When considering the politics of Brexit and the run up to the results of the vote saw a decline in sales dip heavily for the company as fashion sales fell by 1.5% in the period between March 16 and July 16. Worldwide the brands international franchise in the Middle East and Russia also suffered geopolitical instability, through fluctuations of demand that have affected M&S’s success in the industry.
PESTEL
Going against competitors such as Aldi, Asos and Asda who have lowered prices in the food and fashion market they are taking customer shares from M&S. Marks and Spencer prices are standing out by staying in the quality market leading to a short term decrease in sales but in the long term complementing customers habits for shopping at the brand for its heritage and quality. Also the prolonged financial crisis has increased the price sensitive nature of customers, with Brexit causing more uncertainty with customer confidence and spending habits in all sectors of the business.
Socio/Cultural
2 external factors including changing populations and generation shifts means the baby boomer generation is now retiring meaning the company has to redirect its attention to generation X and millennial. This is a different generation that has a different attitude towards buying fashion, as they have grown up with bargain culture and fast cheap fashion they see as more attractive in the market.
42
The speed customers expect fashion trends to be communicated to them means people follow trends quicker, the brand is in a good strategic position to enjoy the benefits of altering media platforms. Expressed through the brands growing internet and social presence, they have developed a digital strategy of the ‘mobile first’ renewing their consumer interaction and making tech their focus of development.
With strict EU rules concerning business practice, major retailers and brands have to be examined in detail focusing on the life cycle of their products. Whether from supplier to end usage/disposal to be transparent with strategy and tactics in environmental practice of the business makes the brand fully accountable. Plan A is the company’s new incentive of morals adopting a service of the company staying ahead of the curve in sourcing responsibility, waste and stakeholders having transparency when overviewing the business
Legal
Health and safety regulations, consumer rights, environmental, antitrust and other legal factors all affect the company. One of M&S’s initiatives ‘behind the bar-code’ gives customers a variety of channels to source where their items come from, whether bought online, or collected in store. M&S has recently come under fire for their work chain by unknowingly having refugee children work in their contracted factories in Turkey, but argue the fact the location was sub contracted with the company unaware of the works.
43
5 Porters
Forces
Threat of new entrants
There is a low threat of new entrants due to high capital investment cost needed to enter the market, while market maturity and strong brand names have already gained customer loyalty. Newcomers would be put off by M&S’s strong customer loyalty but despite this M&S are facing incoming competition in both food and clothing sectors. Whether in the lower market from Asda with ‘George’ or Matalan are pulling customers away with low prices. Asda has become the second largest retailer for volume in the summer of 2014 showing the competition to Marks and Spencer as the attraction to consumers of being a compulsive buy. Young consumers are also drawn to the likes of Zara, Gap and Next with a stronger trend orientated service and products not even considering the competitors such as 44 Asos and Missguided online.
Threats of substitutes
Innovation is paramount to keeping a brand consistent and in line with requirements of an ever changing consumer base. Regards to its clothing business, the threats of substitutes is high whether through copying and imitating existing designs, quality branded products are suffering. M&S suffered a decline due to a large volume of new competitors with foreign imports. Their premium position is threatened by customer preference of shopping for labels or similar quality products that are offered cheaper elsewhere.
Bargaining power of buyers
Customers bargaining power is high. 7 shifts in consumer markets include, price sensitivity, customer seeking classic designs, increasing
performance of fashion items or disloyal UK customers to the British brand is increasing M&S focus preliminary on their brand image rather than competitors. Focusing on consumer needs and relationships has been a slight downfall for M&S, due to the UK preparing to exit the EU consumer confidence in the high street and willingness to spend more money on the quality goods from stores such as M&S has fallen, therefore M&S’s initial strategy many not work going forward.
Bargaining power of suppliers
Prior to the 1990’s 907 of M&S clothes/suppliers were British, their bargaining power was high, however in the last decade M&S experienced a rapid decline in sales and was forced to outsource globally and work with overseas suppliers with more competitive pricing. This
resulted in a decline in UK Bargaining but also trade as a whole, but M&S still received the goods they needed.
Intensity of competitive rivals
Strong competition from fashion rivals such as Topshop, Zara, Next and John Lewis. The competitive landscape is also changing with online and catalogue shopping offering goods of almost the same quality at affordable prices without the overheads of owning and running a store even if M&S’s instore experience is good. The company has seen sales from tablets and smartphones growing by 28% and 85% aided by their Sparks membership, its introduction has proven to be the best way for customers to interact with the brand. 45
Recommendations M&S’s womenswear as a whole offers style, quality and price points that are very competitive for a high street department store, therefore the disconnect through the way the brand is presented as outdated and for the 50+ market needs to be rethought. M&S’s main problem is its lack of customer awareness, the brand has tried to protect it’s older loyal demographic thinking they can not adapt to changes in retail or technology, which in fact has hindered the brand as they have underestimating their primary consumers who are willing to change and development putting the nail in the coffin by also neglecting younger audiences to see M&S fashion as relevant in this never changing brand. The brand has all the right components in place with their Sparks Loyalty Cards, Website and Campaign imagery all presenting a similar level of excitement and engagement as their food departments, therefore the disconnect through the way Fashion is present in store and perceived by the general public needs to be rethought and simplified.
46
47
Proposal Through my brand recommendations I have highlighted, M&S has all the right elements to be successful within its Womenswear Fashion but the final presentation and methods of communication the brand uses need to be rethought. Therefore my Campaign is all about the way I can simplify M&S formats in store and rethink the public’s outdated opinion of M&S Fashion to give the brand the new lease of life it needs to be successful.
48
49
Social and Store Trends Instagram is the best form of social to interact with visuals that appeal to a younger audience, yet Facebook and Twitter are appealing to an older audience as they are more informative and customer service orientated
forms or creating dual-purpose, functional display fixtures.
Considering the importance of retail spaces using influences that are innovative and trendsetting I can hopefully translate these to M&S and the ways changes can attract the adapting 50 + market and appeal to the youth.
Bentley
Hudson + Broad
abstract Business Using & Strategy > Business & Retail Insights > Brand & Retail Strategy shapes, colours and textures helps create a new environment that is interesting yet appealing to a mature audience.
Social media trends revolve around interesting imagery attracting consumers to a changing brand. Companies such as Dior express the muse and quality of their product well, while brands such as Warehouse have successfully re-branded their company through their Instagram feed, showing it’s power of opinion forming.
50
Retail Design Collective 2014, Hudson + Broad showcased its Light Sticks collection, which are store fixturing and lighting solutions combined. Consider ca
Using simple lighting that brightens the retail space and makes the clothing appeal more modern makes clothing that may be less expensive look as expensive as competitors.
51
Store Presentation My first call of action would be to simplify the womenswear collection in the department store, after all having 6 different collections with different identities and demographics creates confusion in store, this is through people feeling conscious as to whether they should be looking at certain labels that they feel don’t reflect their age. My opinion is fashion choices should not be made on the perception of the brand but on personal style, overall quality of M&S designs and best fit.
Clothings being hung on black hangers and black railings creates a warehouse feel to the space, like their Simply Food stores. Video work and motion elements at the tills and around the stores introduces the right amount of technology movement to displays to interest the wider demographic of 25-60 M&S now appeals too.
As the enviroment of M&S stores is very white and minimal I would mainly just change the way product is presented, taking away the different collections logo designs making each line have the same typeface, tags and layouts while taking away the imagery that limits different demographics in store.
52
To create form of division for the different collections perspects walls will feature imagery that showases potenital styles and products to source in store. Also on this wall will be an iPad mounted, allowing customers to interact with M&S’s styling service, catch up on Sparks offers or order products as easy as they would at home.
53
Social The visuals of the brand are very strong as they tap into a high fashion imagery that yet still creates an aspirational fashion image. Whether viewed by a 60 or 20 year old women they see the purpose of M&S fashion being about quality and originality, this is why I want to create a strong social media presence for the brand to push its imagery and morals to make the new message of M&S very clear for the general public.
Facebook appeals to the older audiences that shop at M&S, as it has seen a large incline of over 40’s activiting accounts and using the form of social media more than the younger generations do. Therefore when considering the format of M&S’s Facebook I want to keep it very formal, informative and yet still interesting with the brands imagery used to engage the right consumers. 54
Instagram is the platform I want to use to introduce the brand to a younger audience. The way Instagram has started to control peoples feeds with paid advertisements and also using consumer behaviour to introduce them to brands similar to the ones they follow, means M&S has a very strong chance of becoming a feed favourite for the 20+ consumers that looks to Instagram for inspirational imagery I know M&S can produce.
Building up its platforms on Facebook, Instagram and Twitter to make people recognize the new M&S Womenswear as they see the food department is an important part of my proposal. The power of Instagram especially can change a person’s perspective of a brand, with Facebook also being a great tool to inform people on brand information, events and new culture. 55
Stylist Magazine
Brands have previously taken part in advertorials that showcase their products and imagery, to me the Stylist captures a wide range of consumers across the country due to its ‘pick up on the go’ nature. Whether on the tube or walking the streets every Wednesday you see people handing out the magazine meaning the engagement with the cover is enough impact to make a person read its content. 56
I really think a takeover of the magazine would benefit M&S, after all the promotion would bring new audiences to read about their clothing in all 8 cities it is distributed in, more importantly engaging with its visuals to notice the potential they have missed in the brand to have a look instore and change their view of M&S. 57
White Party To mark the relaunch of the brand and it’s clear crisp imagery the new department would launch with a White Party, the White Party would be an event held in a number of large stores across the UK for all M&S customers to enjoy stylist sessions and beauty treatments from its vast range of beauty brands, fashion and M&S food of course.
Invites for the event will be sent through customers M&S Sparks apps, presenting their invitation at the door through their phones to gain access to the event. When in the event attendees will be given giveaways, one-off discounts and a chance to see all the collections M&S has to offer to customers. 58
Styling sessions and talks will be held by the likes of Alexa Chung and Twiggy to inspire the event goers through their new found interest and love of the brand.
During the event certain items of clothing will be hung on white hangers, when purchasing these items 10% of the profits will go to the charity Mind. As Mind is a charity that helps the young and old with mental issues such as loneliness, all demographics of M&S have in common issues of mental health and knowing its importance in the 21st century shows M&S’s support for important causes. 59
Conclusion
Through my research of Womenswear in M&S, I really think the brand has massive potential in the UK market although getting slightly lost by prioritising other elements of its business, such as its food department, which has resulted in M&S Fashion losing some of its sparkle, yet I think the suggestions and research conducted shows that M&S is still a relevant and engaging fashion brand for today and in the future. Through rebranding the stores and changing its overall appearance, the clothing and environment of its retail spaces will be much more appealing to all ages. With loyal customers being aware of the rebrand, yet it not affecting the products they buy, new customers are seeing the change in the brands’ visuals and presentation, making them rethink their opinions of M&S and visit their new stores.
“M&S is still a relevant and engaging fashion brand for today and in the future” I think the stages I will take to make the brand successful will allow a new audience or an audience that disliked M&S to rethink their opinions. With the Stylist magazine takeover bringing the rebrand to everyone’s attention, complimented by being distributed across the UK whether in London, Manchester or Edinburgh, M&S will be a focal point for over 8 million people to view, whether skimming or simply seeing the M&S Stylist magazine when commuting, having a coffee or shopping on the High Street. Considering consumer interaction, finishing touches such as the White Party event will engage new and old consumers to come together to create a united front for their support of M&S, after all M&S is a brand that was based on community, consideration and caring for others. Therefore by holding events that the younger and older demographics can come together to celebrate, can create stronger bonds in communities, new friendships and remove the stigma of intimidation when introducing a new aged consumer into M&S.
“Moving the Womenswear department forward in a much more focused and innovative manner.” Overall my ideas and touching points don’t change the product, the place or the people that shop at M&S, they simply enhance and engage the right people such as tribes of ‘homebirds’ that shop at the brand and will eventually change the frumpy preconception of M&S to make them proud to shop there. Similar to the 50+ market, for them there is nothing better than being able to interact with their favourite brand learning from a younger generation that can support them with M&S’s online services and the Sparks card app. This allows all types of customers to discover more about the brand they love and how they are an important factor in moving the Womenswear department forward in a much more focused and innovative manner. 60
61
Bibliography corporate.marksandspencer.com/ media/multimedia-library
http://press.houseoffraser.co.uk/
www.lsnglobal.com
http://debenhams.pressarea.com/
www.designweek.co.uk/issues/1420-november-2016/browns-fashionrebranded-first-time-40-years/
https://www.arcadiagroup.co.uk/pressrelations/press-releases-1
www.warehouse.co.uk/gb/home www.wgsn.com/fashion/ http://www.marksandspencer.com/
62
http://www.kaleidoscope.co.uk/ http://blog.hubspot.com/agency/fashionbrands-instagram#sm.000112c5yvak6d2zs 3g1sei7w47m6
63
64
Danielle Bruce