VR Box business and marketing plan

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01 BUSINESS PLAN See How Virtual Reality creates Immersive, narrative brand storytelling.

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The Concept Business Background

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Marketing Strategy Brand Identity

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Name: Eileen Student ID: 13184437 BA (Hons) Fashion Business and Promotion FAS 6051 Module: Final Major Project Business and Marekting Plan

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P. 12 BUSINESS DESCRIPTION The concept Mission Statement Company Objectives Product and Services The Product Journey Unique Selling Point TOWS Matrix Business Environment Analysis

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P. 43 MARKETING STRATEGY Marketing Objectives Distribution Strategy Pricing Strategy Price Positioning Promotion Strategy Product Launch Plan Brand Touch-Point Customer Touch-Point KPI’s Metrics Marketing timeline

P. 28 TARGET MARKET

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Market Segmentation Market Analysis Market Size Market Trend Competitive Analysis SWOT analysis

P. 76 BRAND IDENTITY

EXECUTIVE SUMMARY

Logo and Colours Brand Style Guide Packaging Design

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P. 94 Product development Product Design and Process

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P. 110 Financial projection Marketing targets Profit and loss Cash flow projection Balance Sheet

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P. 129 FUTURE GROwth strategy

P. 124 pontential risk factors

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Market preferences Economic conditions Business obstacles Increased competition Operational costs

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Staffing & operation

P. 130 conclusion references appendiX

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Operation Plan Team and management

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List of Figures

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List of tables Table Table Table Table Table Table Table Table Table Table Table Tabel Table Table Table Table Table Table Table

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1 - Joint Venture benefits 2 - Product sizes 3 - Product benefits 4 - VR box TOWS matrix 5 - Porter’s five forces 6 - Direct competitors 1 7 - Direct competitors 2 8 - Indirect competitors 9 - Supplier quotation 10 - Product launch plan 11 - Customer touch-point 12 - KPI metrics 13 - Marekting timeline 14 - 16 - Management team 17 - Break-even analysis 18 - 20 - Profit and loss 21 - 23 Cash flow projection 24 - Balance sheet 25 Future growth strategy

1. ASOS campaign 2. Subcultural mid-nineties youth 3. 3D mobile 4. 3D graffiti 5. Geometric abstraction 6. Digital art 7. Hologram 8. Geometric shapes 9. Fashion photography 10. 3D glasses 11. Virtual world 12. VR cardboard 13. ASOS app (Ipad version) 14. VR cardboard 2 15. I love VR 16. ASOS A-list 17. ASOS men’s –look book 18. VR shopping 19. Google cardboard 20. Brit Marling ASOS magazine 21. Hailee Steinfeld ASOS magazine 22. Packaging mock-up 23. Product mock up 1 24. VR box logo 25. Product mock up 2 26. VR box app (Home page) 27. VR box app (Content page) 28. Packaging mock up 29. Product mock-up 30. VR box logo 31. Product mock-up 32. Mini VR cardboard 33. 3D laser scanning technology 34. Man in the mask 35. Man with glasses 36. Hologram nineties 37. Millennial 38. Female model 39. Trillenium virtual store 40. Fashion photography 1 41. Fashion photography 2 42. Digital art motion graphic 43. 3D exploratory

44. Geometric shapes 45. Digital art 46. 3D mobile phone 47. Man with Oculus rift headset 48. Google cardboard 2 49. A girl takes picture 50. ASOS home page 51. VR cardboard 52. Oculus Rift headset 53. Price positioning 54. Mobile interface 55. Facebook mock-up 56. Google Plus mock-up 57. Twitter mobile mock-up 58. Posting strategy 59. instagram mock-up 60. Youtube mock-up 61. ASOS website mock-up 62. ASOS mobile mock-up 63. SEO benefits 64. Website mock-up (laptop) 65. Website mock-up (Ipad) 66. 3D website screen mockup 67. Woman with coat 68. Pre-launch landing page 69. Vice mag mock-up 1 70. Vice mag mock-up 2 71. ASOS mag mock-up 1 72. ASOS mag mock-up 2 73. ASOS mag mock-up 3 74. ASOS mag mock-up 4 75. ASOS mag mock-up 5 76. Augmented Reality mobile 77. Blogger 78. Woman in pink sweater 79. Newsletters mock-up 80. Woman in denim dress 81. Lookbook 82. Online 360 marketing strategy 83. Iphone 6 mock up 84. Woman in denim jacket 85. ASOS campaign 86. Female Model 87. Iphone VR view

88. Product mock up 89. VR icons 90. Business card mock-up 1 91. Business card mock-up 2 92. VR box logo 93. Brand identity mock-up 94. VR box text logo 95. Brand identity mock-up 2 96. VR box primary and secondary brand mark 97. Logo Clear zone 98. Logo size 99. Art sculpture 100. L ogo fonts 101. Colour palette 102. I ncorrect logo usage 103. Packaging design 104. P roduct design 105. D igital illustration 106. V R box app features mockup 107. P roduct mockup 108. W oman with VR cardboard 109. T wo VR cardboard 110. - 117 VR cardboard artworks 118. Men’s health mag 119.ASOS campaign 120.Man in denim jacket 121. Man in denim Jacket 2 122. Male models 123.VR working space 124 VR cardboard staff 125.VR viewer with smartphone 126. VR cardborad polygon art 127.Oculus Rift headset 128. VR cardboard 129.The art of sounf by Oculus 130.Figment VR 131.Microsoft Hololens 132.Woman with VR headset 133.ASOS cover shoot

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VR Box x ASOS is a brand new collaboration, bringing a whole new level of engagement and interaction between shopper and brand. The VR box is a transformable Virtual Reality (VR) viewer, which provides consumers with a cheap and easy way to transform their own personalised VR cardboard. The company’s mission is to provide consumers with an affordable way to enjoy an immersive and engaging VR brand experience. The VR box will target both students and working class consumers, aged between 18 and 35 years old. The target consumers are fashion conscious, social and tech savvy, and tend to shop from high street retailers, like ASOS. These customers can purchase the VR Box via the ASOS website, and download the VR box app from the App store and Google Play for free. Users can also enjoy a variety of exclusive content in the app including, product visualisation; new season items; promotional campaign videos in 360 degrees, or the latest VR look book from ASOS. Users can simply select content from the app, then insert their smartphone into their VR viewer, and enjoy a 3D virtual experience. The overall analysis of the VR sector illustrates that the market is growing stronger and more robust. The report by Kzero indicated that the total revenue for the consumer VR market will increase from 2.8 billion in 2016 to approximately 5.5 billion in 2018. The current VR market size is also expected to grow to over 40 million users between 2016 and 2018. In addition, the survey showed the growing interest in VR shopping amongst young consumers, as it provides them with an interesting and exciting way to experience digital content. The increasing consumer interests in VR market allows the company to increase its profitability and market share in this industry.

marketing approaches when compared to the VR box. The average cost of VR headsets on the market at present is around £200 – £400, which is too expensive for some consumers. Unlike expensive VR headsets, the VR box offers its target audience a transformable VR cardboard and costs just £11.99, which makes it an affordable VR piece, and accessible for everyone to enjoy an immersive 3D VR experience. The company will focus on a 360-degree online marketing strategy, interacting with its target audience through a variety of touch-points, including social media platforms, online, SEO, websites, e-mail marketing, print advertising and bloggers. Social media marketing technique will be used throughout the year. In order to reach a young audience, social media such as Facebook, Twitter, Instagram, Google Plus and YouTube will be used to promote the product and communicate with customers. During the first few months, the VR box will be advertised in the ASOS and Vice magazines, as both magazines attract a large number of young readers. Moreover, the VR box will also use bloggers to promote and advertise the product by sharing their experience on blogs.

The lower pricing strategy allows the company to increase its sales volume and consumer demands. Also, the promotion strategy and strategic partnership with ASOS allows the company to grow faster and increase awareness amongst young consumers. The company is projected to achieve total sales of £252,994 in the first year of operation, £320,133 in the second year and £407,660 in the third year, and maintain the gross margin by 83 % on sales. In addition, the net cash flow is projected at £107,460 in the first year, decreasing to £76,576 in the second year, and increasing to £100,058 in the third year. The VR box will be launching in late September 2016, as students return to school. The management team of the company will consist of the managing director, marketing and PR executive, software engineer, and technical designer. A number of employees, such as product and interaction designer and project manager will also be recruited in the second and third years.

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EXECUTIVE SUMMARY

Furthermore, the current competition among major players in VR is growing. VR players, such as Oculus Rift, Samsung Gear VR and Vive, offer the consumers a whole new level of VR experience. However, these businesses target different audiences, price points, and 10 Fig. 13

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THE CONCEPT

WHAT IS THE VR BOX? The VR box is a transformable Virtual Reality (VR) viewer, which allows users to immerse themselves in a 3D virtual environment. Unlike other VR headsets, the VR box provides consumers with an inexpensive way to experience virtual reality. The VR box also offers the customer a fun, playful and quirky design. Each VR box is pre-cut and contains everything the users need to build on their VR cardboard. The users can easily transform the VR box into their own personalised, beautiful VR viewer, by following simple instructions

VR BOX X ASOS VR box will establish a Joint Venture (JV) with ASOS Ventures Limited, the venture capital arm of ASOS PLC which is looking for collaboration with innovative tech companies to drive business growth. Both companies will be working to develop immersive virtual reality content that will enhance shoppers’ experiences. The strategic partnership allows the company to cover its start-up costs, resources, accelerate revenue and business growth. The joint venture can deliver mutual benefits to both companies, as outlined in the table below.

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VR Box x ASOS offers online shoppers an exciting, engaging and immersive experience. The shoppers can purchase the products from ASOS and become an ASOS A-lister. Each shopper from the ASOS A-list can purchase the latest edition of the VR box X ASOS. After receiving their beautifully designed boxes, customers can easily transform the VR box into their own DIY VR cardboard. Customers can download an app from the App store and Google Play for free and access exclusive content from VR box app. Users can log in with their ASOS account and select different content from the app. The VR content includes visualising recommended products from ASOS, browsing the new season’s items in 360 degrees or getting an instant, immersive look into the latest promotional campaign or the VR look book from ASOS. After the content has been selected, users can insert their smartphone into the VR box headset and immerse themselves in a virtual fashion world. The VR box X ASOS is filling the gap between brand experience and VR technology by offering consumers the ability to immerse themselves and be a part of the brand’s story.

Table 1up

ASOS PLC Increase market penetration

Access to greater resources, such as specialised staff and technology. Access to distribution networks. Sharing costs.

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VR Box Sharing business risk, costs and resources, such as warehouse and office space. Gain management experience and industry knowledge.

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Increase credibility. Expand sales and distribution channels.

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COMPANY MISSION The company mission is to bridge the gap between brand experience and VR technology while making virtual reality experience affordable and accessible to everyone. OBJECTIVES • To increase awareness and sales through marketing strategy. • To achieve positive net profit at the first year. • To improve customer engagement and interaction. • To provide an exciting, engaging and immersive customer experience through virtual reality. • To provide consumers with a low cost but high quality product.

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PRODUCT AND SERVICES

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Table 2

The rise of mobile phone technology and e-commerce are shaping consumer expectations and product preferences. They expect brands to offer multi-sensory experiences across different touch-points. The VR box offers a tailored and immersive experience that can stimulate customer’s senses, including visuals, sound quality and interaction. The VR box x ASOS offers shoppers with a low cost VR brand experience. Each of the boxes include all the required elements, such as a pre-cut piece of VR viewer, along with a pair of optical lenses, magnets, sticker tag and head strap. The boxes are made out of sturdy corrugated cardboard sheeting. There are two different sizes of VR box in order to benefit all smartphone users.

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«Virtual Reality allows users to spend a bit longer online exploring products because they can get closer to them, and buy more,» said Dave Evans, commercial director at Kantar Retail Virtual Reality» (Li Mei, 2015)

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Products

Products Mock up

VR promotional campaign ASOS A-listers can purchase the VR box from the ASOS website. The VR box provides shoppers with the easiest way to assemble their own DIY VR headset, and offers a variety of content. The content will be renewed every three months in order to keep customer aware of new season trend updates. The contents include the following:

A-listers can get an instant and immersive look into the latest promotional campaigns from ASOS. The promotional campaign will film from multiple angles, which means the shoppers can explore the campaign in 360 degrees using the VR viewer.

Product visualisation from ASOS

Unlike the traditional look book, the VR look book allows shoppers to view the photography from different angles, creating a fun and interactive experience

ASOS A-listers can browse recommended products from ASOS based on their previous shopping experiences. With the VR viewer, they are able to visualise each product in 360 degrees and, interact with the products in a real environment. Each recommended ASOS products is selected based on the shopper’s tastes, styles and product preferences.

Table 3

VR BOX X ASOS Creates powerful storytelling and brings customers into the heart of the brand stories. Increase marketing efficiency.

VR look book Creates memorable experiences by entertaining customers. Enhances customer interaction and engagement through virtual reality.

Shoppers Customers can experience and understand products before they decide to buy. Customers can view the objects from different angles and receive more information in real-time. Explore immersive content, videos, photography, and images in 360 degrees. Enhance their shopping experience.

The product delivers engaging and personalised content that can generate an emotional connection between shoppers and the brand. The product brings benefits for both ASOS and shoppers.

Browsing the new season’s trends Filming live models and using animation and 3D modelling techniques allows shoppers to see how new season products will look on models. They can even walk closer to see the details for themselves.

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Fig. 22 - 25

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VR

CONTENT 20

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PRODUCT JOURNEY

Stage 1

Stage 4 Download the VR box app from the App store and Google Play for free and access exclusive content

The shoppers can purchase the products from ASOS and become an ASOS A-lister.

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Stage 2 Each shopper from the ASOS A-list can purchase the latest edition of the VR box X ASOS.

Stage 5 Users can log in with their ASOS account and select different content from the app.

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Stage 3

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Customers can easily transform the VR box into their own DIY VR cardboard.

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After the content has been selected, users can insert their smartphone into the VR box viewer and immerse themselves in a virtual fashion world. Fig. 31

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TOWS Matrix

UNIQUE SELLING POINT

VR BOX

Strengths (S) 1. Makes Virtual Reality experience affordable and accessible to everyone 2. Easy to assemble 3. The product uses recyclable material, like corrugated paper, to protect the environment. 4. Helps companies to increase their awareness. 5. Creates excitement and engagement, 6. Retailers can create unique and memorable experiences by entertaining consumers. 7. Allows consumers to visualise products before deciding to buy. 8. Offers consumers an immersive and engaging experience. 9. Enhances consumer interaction with the products.

Weaknesses (W) 1. Lack of durability 2. Limited field of view 3. Requires a smartphone with a high resolution display. 4. The product uses corrugated cardboard, so users might feel uncomfortable with the materials. 5. Lack of awareness 6. Hardware limitations 7. Lack of exciting content

Opportunities (O) 1. Increasing demand for VR cardboard across a variety of sectors 2. UK government supports technology businesses. 3. Growing interest in Virtual Reality among fashion retailers 4. Increasing number of vendors. 5. Growing demand from the younger generation 6. The demand for cheaper VR products are increasing in China market 7. New opportunities in international markets, such as Japan and China. 8. Collaborate with retailers to increase sales-volume. 9. Technological advancements.

OS Strategies -increase company revenue growth and profitability (S3, S4, O1, O3). -Expand the business into Southeast Asian markets (S1, O6, O7). -Satisfy consumer demands by adding more personalised and exciting content (S5, S7, O5). -Introduce new products to the market (S3, O1). -Stimulates e-commerce growth (S6, O8).

WO Strategies -Improve product quality (W1, W2, O2, O9). -Increase brand awareness through content marketing (W5, O5, O7). -Offer wider selection and engaging content to consumers (W7, O8). -Improve the current and future performance of VR (W6, O9).

Threats (T) 1. New competitors in the domestic market. 2. Price wars with competitors 3. Rising competition may affect customer loyalty. 4. Unstable economic conditions may affect consumer buying patterns.

ST Strategies -Offers unique products and services (S1, S4, T1). -Improve current product to enhance user experience (S7, S8, T1). -Offers promotions, discount or loyalty programs for products (S1, T2, T3).

WT Strategies -The advance in digital technologies improve product capabilities (W2, W6, T1). -Improve marketing effectiveness (W5, T2). -Driving company performance by increasing online and mobile content quality (W7, T3).

Pricing Unlike the expensive VR pieces, the VR box offers consumers an affordable price so they can experience Virtual Reality, which costs just ÂŁ11.99

Convenient Currently there are very limited sizes options for VR viewers in the market. In order to benefit all smartphone users, the VR box will be available in two different sizes. One version can support a smartphone between 4 and 6 inches and the other version can support a smartphone up to 6 inches. The VR box also provides an easy way for customers to assemble and disassemble their VR viewers in a few seconds.

Compelling narratives The product creates an interactive and fun experience while browsing mobile content or websites. It creates compelling stories and, users are able to experience brands, inspirations, and the stories behind them; even becoming part of the latest trends.

Product visualisation The VR box allows users to visualise products in 360 degrees and access more information in real-time. Users can also get an immersive look into new season trends or promotional campaigns from brands using the VR box viewer.

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Table 4 Fig. 32

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PEST 1 2 3

BUSINESS

ENVIRONMENTAL ANALYSIS Political

Innovate UK, the UK’s innovation agency, is putting efforts into investing over £200,000 to support companies to utilise Virtual and Augmented Reality across different sectors, including education, construction, medical and retail (Gov.uk, 2015) The UK government also stated that they will keep supporting and funding technology businesses as well as enhancing the performance of wireless communications in the future (Moore Coyler, 2014). UK technology policy has constantly supported technology development and encourages private company to invest into new technology.

Economic

Social

A report by Living Standard 2016, indicated that household income is likely to increase after recovery from the economic downturn. The average household income is rising to £24,300; slightly higher than it was in 200708 (Financial Times, 2016). However, the average household income growth is experiencing a slowdown with only 1% per year due to inflation and reduction of welfare spending (Elliott, 2016). The decline in consumer spending power was seen in January 2016, when it was 1% compared to -1.6 % in December 2015. According to the recent Lloyds Bank Spending Power Report, 65% of millennial consumers have reduced their spending since the beginning of the year (Money Market, 2016). All these economic factors prove that UK is experiencing an unstable recovery, and consumers worry about the current situation. This is likely to have a tremendous impact on consumer’ demand for products and services as well as businesses.

Consumer behaviour has changed dramatically over the past decade due to the advent of digital technology. Due to the rapid proliferation of social networks and mobile devices, consumers are now becoming ‘creators’ and are more critical than ever before. They are demanding more personalised experiences from brands and retailers. Furthermore, the fact that consumers constantly receive information via digital spaces is also shaping their preferences and expectations towards new products and services. A survey by (DigitasLBi, 2015) showed that 62% of consumers are likely to spend more if they get personalised retail experiences. Personalisation is now perceived as a key factor in driving sales and gaining customer loyalty in both online and offline business.

Technological

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As a result of the changes to consumer behaviour and the advancement of digital technology, there are several companies have started to develop a strong interest in utilising Virtual Reality technology to maximise their profits. Consumers can now experience the capabilities of VR, which provides a higher level of engagement and interaction that users were not able to experience a few years ago. Virtual Reality has been widely adopted in the gaming sector and, the technology is now being used across a variety of sectors, such as education, healthcare, and retail. According to (Prnewswire, 2015), the market size of Virtual Reality is expected to soar to over $15 billion by 2020. Furthermore, the problems of technical issues will emerge as the Virtual Reality market is growing. These issues might include the need for greater software and hardware, lighter devices and cheaper costs. These problems will need to be solved in order to appeal to a wider audience.

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DIGITAL GENERATION

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TARGET MARKET

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Mi

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Generation D, also known as the digital generation, were born in and after 1990 and, defined as the first true digital natives. Digital technology makes them feel empowered and connected. Research by Pew Internet showed that 74% of this group own a digital device, over 27% use them to connect to the internet and 44% send over 100 text messages per day (Stubbbs, 2010). They spend more than 7 hours on entertainment. The Simpsons is their favourite cartoon. Their leisure activities include playing games online, watching videos on Dailymotion or Veoh, posting and chatting on Facebook. They are much more interested in virtual products or apps compared to physical products. According to Touchstone Research, the members of Generation D who have tried VR technology before, over 79% would like to try it again (Leibach, 2015). Also, 81% said they would share the experience with their friends (Burch, 2015). This generation see no difference between virtual and physical spaces; therefore, they expect brands to offer them a tailored, seamless, inline experience. Generation D has limited spending power due to the need for debit or credit cards. However, a survey by (Mintel, 2015) indicated that children have a strong impact on purchasing products, and over 40% of parents are more likely buy for their children than themselves. Furthermore, a survey by BI Intelligence found that Generation D spend a higher proportion online, 8.75% compared to Millennials, which is only 5.33% (Smith, 2015).

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Generation D

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New Millennials The new millennials were born between 1982 and the early 1990. They are defined as the first visual generation. They are grown up and surrounded by digital technology. They utilise social media tools as a good opportunity to expand their networks, share ideas and collaborate (LSN:Global, 2009) They are tech-savvy and quality conscious. According to research by Voxburner, 47% of new millennials prioritise quality when seeking to buy a digital device (Manthorpe, 2014). They spend most of their time on social networks. Millennials are savvy online customers, half of them tend to shop online using their digital devices, because it is the easiest and fastest way. The advancement of technology and social networking are shaping their demand and expectation for new products and services. Therefore, they expect brands to provide them personalised, seamless and tailored shopping experience across different channels. To reach the new millennials market, the VR box will focus on online, mobile marketing and social media platforms, such as advertising on the internet and, mobile apps.

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DIGITAL GENERATION

Market

Secondary consumer

SEGMENTATION

Gender: Males Age range: 26-34 years old Occupation: University student or working as a freelancer Place to live: Urban area, City Centre Preferred brands to shop: ASOS, Topshop, Abercrombie and Fitch, Levi’s Leisure activities: Enjoy online shopping, watching videos on YouTube, Dailymotion and sports, such as longboarding Household Income: £30,000 per year

Primary consumers Gender: Males and Females Age range: 18-25 years old Occupation: Working, college- educated Place to live: Urban area, City Centre Preferred brands to shop: Lipsy, ASOS, H&M, Primark Leisure activities: Reading comics or cartoon, blogging, watching videos on Dailymotion or Veoh Household Income: £20,000 per year

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T

his groups are fun seeker, independent, and socially- savvy. They are a highly visual demographic, and tend to be attracted by visual content, such as standout quotes, beautiful photography with text overlays and infographics. They often spend huge amounts of money on virtual products and tech-gadgets. They are obsessed with interactive entertainment, and will likely to spend their money on the latest ‘technotainment’. They prefer clickable videos to reading, and they like managing their lives on social networks, such as Facebook and LiveJournal. They prefer text over emails. Snapchat, MSN or Facebook Messenger are fundamental tools for them to communicate with friends. They want to be entertained and involved in an ongoing conversation; therefore, they like to comment, review and post reaction videos with their own opinions. Dailymotion and Veoh are their favourite social networking sites. They tend to research and compare product prices and read reviews online before they decide to buy. They would rather buy clothes online than digital devices. Affordability and the latest fashion are their top priority when buying clothes. They prefer to shop at H&M, Lipsy, ASOS, and Primark.

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A technology optimist and fashionorientated, he often spends significant money on the latest digital devices, such as smartphones, tablets or headphones. He spends more than 4 hours a day browsing the internet, blogging and sharing photos through Tumblr and Vimeo. Social networking sites, such as Facebook, Hi5 and Bebo have become fundamental to communicate with his friends. He likes to use Facebook and LinkedIn to share information and expand his networks. He is interested in experiencing new things; therefore, he wants to be stimulated and entertained. Shopping is a key social experience for him. He enjoys spending most of his money online, usually shopping twice a month. He prefers affordability, comfort and a style that can express his identity. Therefore, his clothing is still largely chosen from high street retailers, such as ASOS, Abercrombie and Fitch, and Topshop.

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• 58% of respondents have not tried VR viewers before. • 77% of respondents do not own a VR viewer. • 65% of respondents indicated that they are interested in buying a VR viewer due to the exciting and engaging experience it offer. However, 34% of respondents considered the device is too expensive for its use.

• More than half (63%) of the survey respondents are willing to purchase VR cardboard that can change their shopping experience. 84% of respondents are interested in interacting with products in 360 degrees and, 69 % are interested in getting an immersive look into new season trends.

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A market research survey was conducted among students and working class people in the UK, aged between 18 and 35 years old. The survey was created using Google Form, and sent out by email and the internet. It received 200 responses. The overall aim and objectives of the survey were to explore consumer attitudes towards virtual reality and determine if they think that virtual reality can change their shopping experiences. Some of the key findings include:

• 60% of respondents who completed the survey were aged 18-25 years old, and 31% were aged 26-35 years old. There were 41% male, and 56% female respondents. (See Appendix 1)

MARKET ANALYSIS

• 55% of respondents are willing to pay below £10 for a VR cardboard. • M ore than 78% of respondents considered price as the most important factors when buying a VR viewer, compared with quality and durability at 63%, and content at 59% • 64% of respondents are interested in using VR cardboard when shopping, compared to 49% in entertainment and, 43% in gaming.

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MARKET SIZE According to (Kzero, 2014), VR device sales are predicted to reach over $23 million in 2018, compared to $5.7 million last year. The market size of VR is expected to grow from 27 million active users in 2016 to 47 million active users in 2018. The amount of total units sold from 2014 to 2018 equals approximately 56 million devices. This amount is divided into 10 million units from innovators, 18 million from early adopters and 27 million from early majority. The early majority segment is driven by the younger generation, who constitute the largest share in this growing VR market. In the global market, Europe makes up nearly $2 billion of the global market share; North America approximately $1.5 billion; Asia $1.1 billion, and the rest of the world less than $1 billion of the market share (Gaudiosi, 2016). Although gaming and entertainment are still taking the lead in driving market growth, many retailers have started to see VR as a long term investment. As such, it is likely to expect a wider adoption over the next few years

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MARKET TREND The primary research indicated that younger consumer groups have developed a strong interest in VR. However, the younger consumers who are interested in VR cannot afford highend VR devices, due to the limitations on their spending power. The barriers of entry to the VR market will drive the early majority of younger consumers to look for cheaper and more affordable VR headsets. Furthermore, the VR market is increasingly saturated with high-end products. The market is now offering a wide range of high-end devices for customers to consider, such as the Oculus Rift, Samsung Gear VR, HTV Vive and many more. Therefore, these factors could represent a good opportunity for a company to enter the low-end of the VR market, targeting the younger generation.

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The Porter’s five forces framework provides an understanding that, when suppliers or buyers are holding a high or low bargaining power, then several factors such as rivalry of competitors, threat of new entrants and substitute of products, could cause a major impact on company profitability and affect the competitive environment.

Competitive Analysis Rivalry among competitors

PORTER’s FIVE FORCES

Technological advancements and increasing demand from consumers have led to the rapid growth of the VR market. The rivalry among competitors remains high due to the presence of multiple major players, such as the Oculus Rift, HTC Vive, Sony and Samsung Gear VR. However, the majority of competitors are offering high end products and targeting consumers with high disposable income who love exploring new gaming experiences. The VR box, on the other hand, allows consumers to create their own DIY VR cardboard and interact with products in a 3D virtual environment. Therefore, compared to existing competitors, the VR box offers a lower price and targets the price and fashion conscious younger generation

Table 5

Porter’s five forces Bargaining power of suppliers Bargaining power of customers Rivalry among competitors Threat of new entrants Threat of substitute product

Intensity Low-Medium Medium-high High Low-Medium High

Bargaining power of supplier VR is finally in a position where the market can take off. Research by Trendforce indicates that the sales of VR headsets will increase to nearly 14 million during 2016 and soar to 38 million by 2020 (Reisinger, 2015). Also, a growing of companies have adopted VR across a variety of sectors. In order to satisfy the demands of the VR market, there are an increasing number of suppliers producing VR cardboard. Due to the increasing supply of both VR itself, and market players, the bargaining power of suppliers is still relatively low.

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Threat of new entrants

Bargaining power of buyers Fig. 45

As a result of increased competition, the bargaining power of buyers is high because the market has started to offer consumers wider choices, and they are likely to purchase from other sellers. In comparison to the rise in high-end VR devices, the VR box offers consumers a cheaper and more affordable price to build on their own personalised VR cardboard, and enjoy immersive and engaging VR content. The company can provide consumers with a greater perceived value of the VR box by adding features and branding in order to increase customer loyalty and reduce the bargaining power of buyers.

Threat of substitute products The threat of substitute products is high due to the lack of durability of the products. The VR box can easily be replaced by competitors selling high- end VR headsets. If the quality of the product can not satisfy consumer needs, it is likely they will buy substitute products. Customers can easily switch to other products because there is no switching cost involved.

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VR technology facilitates companies to increase their sales by entertaining consumers and creating more memorable experiences for them. Hence, it is likely to motivate companies to grab a piece of the market share. Access to input and resources is easy to obtain, such as optical lenses, corrugated cardboards and magnets in order to produce a VR cardboard. However, due to the higher costs involved in producing high quality VR content, it is still difficult for competitors to enter the marketplace. Therefore, the threat of new entrants in this sector is still relatively low.

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Direct Competitors Oculus Rift Oculus Rift is a Virtual Reality headset that allows users to completely immerse themselves in a virtual worlds. It provides users with an immersive, wider view, and amazing visual content. -High performance and high quality -Developing a strong customer base -Provides high quality VR content.

Google viewer Google allows users to experience Virtual Reality in an easy, playful and natural way. The Google app for Android and Unity allows users to create their own VR apps in fast and simple way. -Offers a cheaper and more affordable product -Users can create easy and simple VR content using Unity 3D for Google cardboard.

Weaknesses

-Lack of compatible games. -Limited content. -Expensive. -Low persistence. -Heavy weight; not comfortable to wear for a long period of time. -Fixed specs for consoles.

-Users are not able to share the experience through social media -Google app offers limited content. -Lack of quality and durability. -Lack of accuracy in head-tracking. -Limited designs are available

Opportunities

Growing interest in VR among gamers. -According to (Digi-Capital, 2015), the Virtual Reality market will generate $30 billion in revenue by 2020. -The total sales of VR headsets will increase to 38 million by 2020.

-Google have sold over 5 million units of VR cardboard, and their apps have been downloaded more than 25 million times (Handrahan, 2016) -Continuing advances to digital technology and internet connectivity -Growing number of internet users.

Threats

-Growing competition among VR companies. -Easily replaced by substitute products. -Technology is easily duplicated. -Market saturated.

- Competition between Yahoo and Apple -The changes of consumer demands and preferences. -Google’s revenue growth rate continues to slow down due to increased competitions (Smith, 2015).

Accessibility Pricing

Gaming PC £300- 400

Smartphone £40 - 50

Overview

Strengths

Fig. 47

‘‘ Analysis Competitors

Table 6 38

39


Overview

Strengths

Weaknesses

Opportunities

Threats

Accessibility Pricing

Samsung Gear VR Samsung Gear VR offers users an inexpensive way to enjoy a high quality VR experience. Gear VR is light and the design is comfortable. However, it is only compatible with Samsung Galaxy smartphones. - Wide field of view. - Accurate head tracking. -Samsung Gear VR works with Galaxy smartphones, which offers users with a high quality screen display -Low tenancy -Wider interface and larger touchpad - Offers wider selection of VR content -The pricing strategy is affordable compared to other high-end VR devices.

Sony project Morpheus The Sony VR headset delivers an immersive and innovative gaming experience for tracking users’ PlayStation move and motion control.

HTC Vive Vive is the most advanced VR devices with gesture and body tracking system. This VR allows users to walk in a VR world and interacts with the objects in a virtual environment.

-High resolution, with 1080p screen display -Provides users with a deeply immersive audio experience - Detects users’ head movement without latency. -High movement and position tracking. -Comfortable design -Can be used for video-related VR, such as TV, movies and YouTube videos.

-Offers variety of content for travel, sports, video and advertising. - Provides 1080x1020 high quality display -Wide field of view - Prevents motion-sickness issues -Allows for 360 degrees movement within the virtual environment -Offers more immersive experience than the Oculus Rift and Sony project Morpheus.

-Only supported for Samsung smartphone -Some of the VR apps do not support Samsung Gear VR -Limited content currently available. -No positional tracking

-Largely focuses on gaming -Lack of variety of content -Only works through Sony’s PlayStation 4 -Limited applications.

-A high end PC is required to perform a high visual content -Pricey -A huge space is required for users to walk around while using Vive VR headset.

-Increased awareness of VR. -Increased demand for smartphone and VR devices. -Growing market in different regions. -Introducing new products to the market.

-Technological advancements -Added value to the content -New digital lifestyle affects consumer’s product preferences. -Improved product quality and design. -Growth of smartphone market.

-Growing market for Android. - Greater international expansion. -Growing demand for high quality applications. -High growth in developing regions.

-Growing competition among VR headsets. -Rising number of competitors affect consumer loyalty to a brand -Declining middle class income in the US could affect consumer purchasing power. -The global saturation of the smartphone market (Seung Hoon, 2016)

-Pricing competition among rivals. -Failure to introduce new products to the market -Sony has been experiencing its sixth net loss in seven years. -Increasingly saturated VR market - Sony receives over 70% of its revenue from Japan, the US and Europe. As a result of economic decline in these markets, it is likely to affect the profitability of the company (Ranasinghe, 2014).

-HTC has been experiencing a downturn, with a net loss of over $700 million last year (Kundu, 2016). -Rising local mobile phone manufacturers. -Intense competition among Samsung and Apple.

Requires Samsung Galaxy Note 5 or S6 £55 - 65

Gaming PC

High-end PC

£250 - 350

£600-700

Table 7 40

Indirect Competitors Overview

Strengths

Microsoft Hololens Mirosoft’s new invention Hololens integrates 3D holographic content into the real world, which allows users to interact with 3D content and the physical world around them. -Brings new possibilities for a compelling narratives. -Transforms the way people communicate, interact and collaborate -Brings Virtual and Augmented Reality to the next level. -Able to bring products and information to life, and increase productivity

Virtuix Omni Virtuix Omni is a VR motion platform which allows users to walk and run in virtual reality, and brings the gaming experience to the next level.

Wearality Wearality Sky 3D glasses develops an immersive 3D experience for videos and, movies.

-The product can be used in training and stimulation, fitness, virtual tourism and events. -Brings new level of excitement and engagement to users. -Users can enjoy VR workout at home; it brings benefits to a strenuous workout.

-The product offers a wider field of view -Lightweight and easy to assemble. -Works with any smartphone up to 6 inches. -Convenient and easy to carry. -Provides a fixed point of reference to reduce motionsickness.

Weaknesses

-Expensive device -it is still in its initial stages for the consumer market. -Limited field of vision.

-Pricey -A large space is needed to use this device. -Issues with reverse movement

-Lack of exciting content -Lack of durability -Lenses are easily get scratched without front a protective cover.

Opportunities

-Develops innovative products and services -Rapid growth of computer and smartphone markets. -Rapid growth of mobile advertising, which allows Microsoft to enter this market with mobile OS (Hoelzel, 2015).

-Healthcare and fitness trackers have grown steadily in the past few years (Bajarin, 2015). -The fast growth of the sport and fitness market (Prnewwire, 2015). -Technological advancement -The possibilities that VR could bring to the industry.

-Increase in consumer awareness of VR. -Increased demand in the consumer market. -consumers are becoming more tech and social savvy. -Growing demand in international markets, such as Japan and China.

Threats

-Competition in software products. -Changing consumer needs and interest. -The rise of new competitors. -Economic downturn.

-May be easily replaced by competitors’ products -Intense competition of wearable and fitness technology -Economic downturn affects consumer spending power (Denton, 2016)

-Saturation of tech market. -Growing competition among VR companies. -Price wars with competitors.

Accessibility Pricing

PC £2000

PC and Smartphone £600- 700

Any smartphone £40 -50

Table 8 41


Marketing Strategy Fig

. 48

Marketing objectives • Increase online sales by 15 % in the first year. • Increase product and brand awareness by 15 % through promotion strategy in the third quarter. • Increase of 25% in mentions on Facebook and, 30 % on Instagram after product launch in the third quarter. • Increase in website traffic by 20% by using bloggers outreach plan within 12 months. • Improved customer conversion rate by 20 % within 12 months. 42

43


Fig. 50

Marketing Plan

Distribution

STRATEGY

The VR box is available to the customers through the ASOS website. The exclusive VR contents produced by the VR box app is also available to download from the App store and Google Play. Furthermore, ASOS’s existing courier services are used to deliver the VR boxes. Customers can select two different sizes of the VR box, which is made of different smartphone users. After the order has been placed, the customer can choose different delivery methods that suit their preferences.

On the other hand, the business uses indirect channels to distribute items to the warehouse, accessed via the ASOS website for sale. The retailer is an intermediary between manufacturers and consumers. All the products are distributed from the manufacturers to the ASOS warehouse in Barnsley, and delivered to customers via a courier service.

PRODUCER

RETAILER

CUSTOMER

The VR box will liaise directly with the manufacturer to ensure quality of the products. The manufacturer is based in Lancashire, United Kingdom. The 3D glasses has been chosen as the manufacturer because it offers cheaper price and high quality printed cardboard compared to other suppliers. The sales quotations from different suppliers are listed below.

Fig. 49

Table 9

• Standard delivery - Spend over £20 from ASOS and receive free delivery. If the customers spend less than £20, the delivery charge is £3. The standard delivery takes 4 working days • Next day delivery – Receive the items the next day (Monday – Friday, before 5pm). The cost for next day delivery is £5.95. • Evening next day delivery – Place the order before midnight and receive the items the next evening (Monday - Friday, 6pm – 10pm). Evening next day delivery costs £7.95. • Click and collect –Pick up their products from the nearest Collect+, Boots or Doddle collection point. This is available on standard and next day delivery • Premier delivery – Sign up for the Premier Service for unlimited next day or nominated day delivery for an entire year. No minimum order value is required for this service

44

** All prices include 20 % of VAT 45


Marketing plan

PRICING

STRATEGY

Quality

The survey findings showed that more than half (78%) of respondents said that pricing was their top concern when seeking to buy a VR viewer (see Appendix 1). The company’s mission is to offer young consumers an inexpensive way to experience virtual reality. Due to the intense competition among high-end VR headsets, this low-cost strategy will be an effective way to attract customers and grow the market share. The company is able to obtain lower production costs than competitors, and set the product price lower to appeal to customers and achieve greater sales volume. The strategy is used to entice customers to buy and become aware of the VR box due to its lower price in the marketplace relative to its rivals.

Fig. 52

GOOGLE

Price

The value-based pricing is used to enhance the product’s value. Each VR box is selling at £11.99 and provides all the materials required to build a VR viewer with a relatively low price. Each unit costs £2 to produce, and generates £9.99 gross profit. In order to increase product value, customers can download the VR box app to access all the VR content for free. Discount pricing Some products do not sell in certain period. In this case, the company can give a discount to customers at a later date in order to reduce the number of unsold products. This discount pricing strategy can increase business sales in order to cover some necessary fixed costs.

Fig. 51

Fig. 53

46

47


STRATEGY

PROMOTION Fig. 54

SOCIAL MEDIA STRATEGY

48

Fig. 55 - 57

The VR box is an e-commerce based service, therefore, it is important to use social media to reach the majority of VR box’s target audience, especially both ‘Generation D’ and the ‘New Millennial’ consumers. The VR box will develop a strong social media presence on Facebook, Twitter, Instagram, Google Plus, Blog and YouTube. The collaboration with ASOS will help the VR box increase social awareness, advertising, and drive traffic. The target consumers of the VR box are tech and social savvy. They often spend huge amounts of time blogging, sharing and posting on social media platforms. In order to drive up levels of interaction, the VR box will use Facebook, Twitter, Google Plus and blogging to create their own visual content, product inspiration, promotional campaigns or any trending topics; in order to encourage consumers to get involved. Studies have showed that visual content has the greatest effect on getting more likes, shares and comments (Lee, 2015). Furthermore, Instagram will mainly focus on building relationship with the target consumers and marketing the products. The posts will include behind the scenes, sneak peeks at what the VR box team are up to, and daily inspirations.

VR Box Social Media Mock-Up Mock up

49


Amazing Content Perfect Timing

Ideal Frequency

YouTube is one of the most popular channels among the young generation. YouTube can be used to promote and launch products and encourage audiences to tell their friends about new products. The teaser for the VR box X ASOS will be uploaded via the ASOS YouTube channel to get people excited about the upcoming new product.

Posting strategy is important when it comes to social media. The VR box will posts three visual updates per day on Facebook and Instagram and, 5 visual updates on Twitter and Google Plus. Moreover, Bufferapp will be used to create the content and automate the updates. The VR box will schedule the updates based on the best times to post.

Social Media Campaign Throughout the product launch, the hashtag #ASOSVirtualWorld will be used to generate buzz among social media users. The social media campaign will be used to create a conversation between customer and the brand. Hashtags are a great way to increase brand awareness and encourage audiences to get involved and use the campaign hashtag. In addition, customers can upload the VR box and use the hashtag #ASOSVirtualWorld to enter the contest and get a chance to win ÂŁ50 ASOS vouchers. Only 3 lucky winners will be selected and will receive ÂŁ50 ASOS vouchers.

Facebook : 1-4pm and 2-5pm Weekdays Twitter: 1-3pm Weekdays Instagram: 5-6pm Weekdays and 8pm on Mondays Google Plus: 9-11am Weekdays

SOCIAL MEDIA STRATEGY Fig. 58-60

50

Here is how to enter the contest: 1. Follow the VR box on Instagram. 2. Take a picture of the VR box and hashtag #ASOSVirtualWorld 3. Upload the picture to Instagram. 51


Promotion strategy

ONLINE ADVERTISEMENT

Online Advertisement Mock-Up Mock up

Online advertisements will also feature on the ASOS website and mobile app throughout the product launch. According to ASOS, the website receives more than 110 million visits per month; therefore, it can be effective in promoting the brand to a wider audience. The VR box website will have separate a clickable link through the ASOS website. In addition, more than 80% of customers prefer checking online reviews before they make a purchase (Olenski, 2014). Using an SEO technique makes it easier for the audience to search for product information and reviews. It also help businesses to increase awareness, identify their market and what target audiences look for when they search.

Fig. 61 - 62

Why Use SEO?

Fig. 63

52

53


WEBSITE DESIGN The VR Box website has a simple, clean and effective layout which make it easy for customers to search the products without looking confusing. The web page includes the VR Box app content and download link to take the visitors directly to the App store and Google Play.

VR Box Website Mock-Up Mock up

Fig. 64 - 66

54

55


Pre-Launch Landing Page Mock-Up Mock up

Fig. 68

PRE-LAUNCH LANDING PAGE

T

he VR box will create a pre-launch landing page to drive excitement among users as well as create conversation about the products. The users can sign up to win a 10% discount off the VR box by entering their email address and name. The winners will be announced two weeks before the product launch via email. The webpage will provide a visual content and include insights into what the product does and the features of the product. Social media links will also be included on the webpage after users sign up, which allows them to tell their friends about the exciting collaboration. The benefits of creating a pre-launch landing page include: • Increase brand awareness. • Start building an email contacts database. • Understand the target audience. • Generate buzz about the product launch. • Send relevant product information to the customers and, increase their buying intentions.

56

Fig. 67

57


Vice Magazine Mock-Up Mock up

MAGAZINE ADVERTISING.

58

M

agazine advertising will be used as part of the promotion strategy, as it provides more high quality visual content than newspapers or direct mail, and delivers a clear and better idea of the company’s product to the general public. The VR box will be advertised in Vice magazine online as it appeals to a wider young audience. The Vice website provides the reader with a variety of content, including music, fashion, travel, tech, sports, foods and gaming. Vice represents the whole generation of young people, with over one million subscribers around the world and 16 million unique visitors per month (Vice, 2013). The advertisement campaign in Vice will increase brand recognition in the young consumer group.

Fig. 69 - 70

59


PROMOTION STRATEGY

AUGMENTED REALITY ASOS MAGAZINE

ASOS Magazine Mock-Up Mock up

Additionally, the VR box will be advertised in the ASOS in-house magazine, both online and print. The VR box app will also provide users with additional content using a ‘Scan the box’ feature in the first few months during the product launch. Readers who subscribe to the ASOS monthly print magazine will have the opportunity to enjoy interactive issues with the VR box. Users can simply open the app, select the ‘Scan the box’ feature, and scan the logo from the VR box advertisement in the ASOS magazine. The VR box will jump off the page as a 3D rendition and provide the readers with an interactive print experience. The tap and buy button will also appear on the page, whereby readers can tap and buy the product directly from the ASOS website.

scan the

BOX

‘‘

Mobile Augmented Reality Content Mock up

«ASOS magazine attracts 486,000 print readers and an additional 120,000 online.» (Coulter, 2015)

60

Fig. 71 - 76

61


BLOGGER OUTREACH PLAN A

n efficient blogger outreach strategy can create further brand exposure. Using bloggers is a successful marketing tool that can be used to increase customer buying intentions, especially amongst those consumers, like the ‘Generation D’ and ‘New Millennials’ who search for product reviews before they make a purchase. According to (Evan Ball, 2015), 81% of online users trust information from blogs, and 61% of those users have bought products based on blogger’s recommendations. Before reaching online influencers, identifying the right bloggers can be crucial and time intensive. An outreach tool, such as Traackr will be used to discover relevant online influencers. Traackr makes research easier as it provides full profiles for bloggers, including their social media profiles, blogs, and contact information. ASOS fashion finders will also be used to reach influential bloggers in the community. After identifying a list of influencers, the VR box will reach out to these bloggers via email, which will include what the company is offering, product information, and what benefits they can receive in exchange. Each blogger on the list will receive a free sample of the VR box delivered to their home. They can document the experience of the product and share it with their audience on both YouTube and blogs.

62

Fig. 77

63


RETENTION STRATEGY In order to keep customers loyal to the brand, newsletters and promotional offers will be sent to customers via email each month, encouraging them to keep coming back for products and services. The VR box will maintain a good relationship with customers through social networks, listening to their feedback regarding products and services. In addition, the VR box will offer a 10 % discount for students who are NUS cardholders or UNiDAYS members. Moreover, customers can also sign up to keep informed about further discounts and upcoming offers via email.

Fig. 78

Email Newsletters Mock-Up Mock up

Fig. 80

64

Fig. 79

65


PRODUCT LAUNCH PLAN Table 10

Pre – Launch (Readiness and customers sign- up)

Fig. 81

66

Launch (Drive action and increase sales)

Post- Launch (Early demand)

Online advertising.

Product launch announcement across different channels.

Gather feedback from customers.

Website, digital and social media. Create videos, content, and images prior to product launch. Make a list of relevant and influential bloggers and press. Create pre- launch landing page and encourage people to sign up

Social media campaign.

Evaluate early customer response. Measure marketing effectiveness.

Online advertisements.

Bloggers and PR outreach plan.

Analyse the product through online surveys.

Press releases.

Conduct win –loss analysis to examine how the product works in the consumer market. Press-releases have been Release exclusive video via Keep the momentum prepared. YouTube channel. after the product launch ( via social media, online advertising, contests, weekend giveaway, further promotions). Promotional materials have Offers 10%discounts for Send personalised content been made. students. to previous customers. Product testing and Print advertising. Encourage customers to validation. comments and reviews the products and services.

67


BRAND TOUCH POINT

360 Online Marketing Strategy

Fig. 82

68

Fig. 83

69


CUSTOMER TOUCH POINT

Table 11

Pre– Purchase

Purchase

Post- Purchase

Online and print advertising. Press/ editorial media

Brand website.

Product performance.

Discount and promotional Contests and weekend offers. giveaway.

Bloggers and PR outreach Social networks. plan.

Special offers and coupons.

SEO strategy.

Customer experience of Send personalised the product and services. content and follow up emails to customers.

Social media campaign.

Mobile app.

Customer service.

Pre-launch landing page.

Blog and forum.

Send newsletters to customers for more information and promotional offers.

Social media approaches. Blog and forum.

Send newsletters to customers for more information and promotional offers.

Word-Of-Mouth.

Product price.

Promotion activities.

Packaging.

Customer retention . Customer reviews.

Fig. 84

70

71


KEY PERFORMANCE INDICATORS Fig. 86

Table 12

KPIs

Basic metrics

Brand awareness

Website traffic and conversion rate, social media page views and likes, number of followers, search engine traffic, click through rate. Total conversions, bounce rate, website unique visitors, mobile app users, and website traffic, product and service sales. Retention rate, customer reviews, returning visitors, customer referrals, redemption rate.

Marketing strategy

Customer retention

Fig. 85

Lead generation

Email sign up, subscriptions, total number of inquiries, click through rate, landing page and sales conversion rate.

Customer engagement

Social media likes, shares, retweets, wall posts, comments, forwards, clicks through social media to landing page.

The business will use Key Performance Indicators (KPIs) tool to measure and track the success of the marketing and campaigns using a variety of methods.

72

73


MARKETING TIMELINE Table 13

74

75


BRAND IDENTITY PRINCIPLES

Memorable

Playful

Experience

Interactive

Fig. 87 - 89

76

77


Fig. 90 - 92

Business Card Mock-Up Mock up

Logo Description

BRAND STYLE GUIDE 78

The VR box logo represents the elements of youth, simplicity and playfulness. The little box with glasses illustrates the transformable packaging with VR glasses. The ‘O’ in the VR box logo is made to look like an eye, which symbolise the 360 degree vision

79


COMBINED LOGO TEXT LOGO

Fig. 93 - 94

Brand Identity Mock-Up Mock up

80

81


VRBOX Primary Brand Mark (Green font)

VRBOX Grayscale

PRIMARY & SECONDARY BRAND MARK 82

Fig. 95 - 96

VRBOX

VRBOX

Primary Brand Mark (Black font)

Primary Brand Mark (White font)

VRBOX Tonal (Light background)

VRBOX Tonal (Dark background)

Both internal and external partners should use the core brand mark of the logo. The core brand mark of the VR box logo should be applied to all marketing materials. The secondary brand mark may be considered only if the core brand mark cannot be applied, depending on the background application.

83


CLEAR ZONE AND LOGO SIZE

A clear space should be applied around the logo In order to maintain integrity. To identify the minimum space between the VR box logo and other graphic elements, the X-height is used to define the clear zone around the logo.

Fig. 97 - 98

84

85


TYPOGRAPHY

Fig. 99 - 100

86

The typography is used to deliver the tone for the VR box and communicate the brand’s values. The primary fonts listed below should be used for all promotional and marketing materials. 87


COLOUR PALATTE

Fig. 101 -102

88

VRBOX

VRBOX

Do not alter the logo colours

Do not change the logo fonts

VRBOX

VRBOX

Do not change the spacing of the logo

Do not stretch or enlarge the logo

VRBOX Do not change colours of the icon

X

RBO

V

Do not rotate or angle the logo

INCORRECT LOGO USAGE 89


PACKAGING DESIGN

Fig. 103 - 104

90

91


PRODUCT DEVELOP MENT Fig. 105 - 108

92

93


PRODUCT DESIGN AND PROCESS

The figures illustrates the VR cardboard mechanical parts from an external view. Fig. 109 - 110

94

95


03.

The materials listed below are used to develop a complete VR box cardboard.

01.

A pair of Biconvex Lenses (25mm x 40mm)

Ceramic Magnet

The magnet is placed on the outside of the cardboard, which allows the users slide and slip back the magnet. The smartphone detects this and interprets it as an input, like a switch.

The lenses bring the smartphone images on the display and distort them to fill the user’s field of view. “The eyes perceive these individual images as a single image, which creates the illusion of depth through stereoscopy” (Holly, 2015). The biconvex lenses works best with VR cardboard, as it avoids distortion on all sides of the edges compared to other lenses.

Rubber Band

04.

The rubber band is placed on the back flat part of the VR cardboard in order to prevent the smartphone from sliding out.

Velcro Strips

02.

Hook and loop Velcro strips are used in VR cardboard to keep it in place.

05.

VR Cardboard

The VR cardboard complete kit is ready to use.

Fig. 111 - 115

96

97


Sleeve

The instructions for assembling the VR cardboard in three simple steps

Front , Bottom Top Flap

Fig. 116 - 117

98

99


OPERATION PLAN

The strategic partnership with ASOS, means that the VR box team will be working closely with the ASOS team. Meetings will be conducted at their head office in London. During the first year of operation, basic equipment is needed, such as high-performance computers, head-mounted displays and Kinect for motion sensors, in order to produce VR content. There are multiple suppliers available to produce the product in high volume. This manufacturer has been selected as it offers cheaper raw materials and high quality of cardboard. The manufacturer requires prepayment before shipping orders. Once they receive the design, the standard lead time for the products is 20 business days, including delivery. All the products will be distributed

STAFFING AND OPERATION

from the manufacturer based in Lancashire and shipped to the ASOS warehouse in Barnsley. The items will be then picked and shipped to customers via local courier services. ASOS provides a variety delivery options and a ‘click and collect’ service. In order to satisfy all customer needs, ASOS also delivers to over 200 countries from their distribution centre, and offers free delivery to most parts of the world (Flashes and Flames, 2014). It is important for the VR box to establish a secure long term relationship with the manufacturers. The company will provide a sufficient lead time to the manufacturer, make payment promptly, visit their offices, and keep them updated about the business.

Fig. 118

100

101


Table 14 - 16

The current management team consists of 4 people who have extensive skills, knowledge and experience in this particular field. The responsibilities for each employee are listed below.

Managing Director

Marketing and PR Executive

Software Engineer

YEAR 1

Fig. 119

TEAM AND MANAGE MENT

Technical Designer

Managing Director

Marketing and PR Executive

Software Engineer

Product and Interaction designer

Technical Designer

YEAR 2

Fig. 120

102

103


Managing Director Fig. 121

Project Manager

Marketing and PR Executive

Software Engineer

Technical Designer

Product and Interaction designer

YEAR 3

Fig. 122

104

105


THE VR BOX TEAM

Marketing and PR Executive Responsibilities • Drive company sales and product awareness by supporting marketing and promotional campaigns. • Demonstrate solid understanding of what the consumer needs, and be able to communicate with them through marketing strategy. • Support product launches and promotional activities. • Generate and manage marketing campaign across social media platforms. • Liaise with publishers, agencies, journalists and media. • Manage the production of marketing collaterals. •

Fig. 123

Software engineer CEO and Managing Director Responsibilities • • • • • •

Control the work and resources of the company. Ensure the company achieves its mission and objectives. Develop strategic plans. Establish and maintain an effective management team. Represent the company to the public. Ensure the product is advertised and promoted effectively through marketing and PR strategy. • Ensure the company delivers high quality products and services to customers. • Maintain the sustainable growth of the product.

106

Responsibilities • Improve the VR quality and performance through the company’s Software Development Kit (SDK) and platform. • Build good software and tools to stimulate product growth. • Design and apply the software tools for the company platform. • Develop an effective experience in a variety of application models. • Ensure the usability of Software Development Kit. •

107


Project manager Responsibilities • • • •

Identify risks and costs Manage the project schedule and budget. Control the progress and performance of the project. Communicate effectively with the product developers and engineers. • Work closely with the production team to ensure the production process. • Organise and test the prototype with the software developer team. • Analyse risks and identify solutions. •

Technical designer Responsibilities • • Create and develop unique and interesting virtual reality content. • • Identify technical issues in order to provide high quality visual content. • • Provides users with a best content creation. • • Examine new techniques and implement them. • • Work closely with the engineering team and ensure content is well optimised.

Product and interaction designer Responsibilities

Fig. 124

108

• Test and launch the new ideas/ • Design stunning interface that can fully enhance user’ experiences. • Use 3D modelling to illustrate concepts and ideas. • Test product design using CAD software. • Communicate with the team during the design process. • Research, develop and design the products. • Determine users interface models for the company’s products.

109


Financial projection

Fig. 125

110

111


BREAK-EVEN ANALYSIS

Table 17 - 24

112

113


PROFIT & LOSS ( YEAR 1)

114

115


PROFIT & LOSS ( YEAR 2)

116

PROFIT & LOSS ( YEAR 3)

117


CASH FLOW ( YEAR 1)

118

119


CASH FLOW ( YEAR 2)

120

CASH FLOW ( YEAR 3)

121


BALANCE SHEET

122

123


PONTENTIAL RISK FACTORS

01. Market preferences Consumer’ buying behaviour can be very subjective, based on the change in market and consumer’ preferences. According to primary research, consumers are likely to purchase VR cardboard that can change their future shopping experiences (see Appendix 1) However, consumer buying behaviour is very uncertain, therefore, in order to avoid this problem, the company should conduct more market research and analysis.

Fig. 127

02. Economic conditions

Fig. 126

There are several risk factors that may affect business growth, such as changes to consumer buying behaviour, the rise of competitors, general economic conditions and VR adoption in the consumer market.

124

Fig. 128

Financial conditions may vary depending on the economic conditions in the United Kingdom. The economic downturn, inflation, interest rates, and unemployment could affect the demand for products and services. However, the rapid growth of the VR market and consumer adoption will protect the company from product demand reduction.

125


03.

05.

Business obstacles The biggest obstacle from preventing VR becoming mainstream is the price. VR is a good opportunity for brands to engage with their customers. However, VR offers limited benefits to the mass consumer market. Only, a niche of gamers will pay for expensive VR device to enhance their gaming experiences (Ghosh, 2016). In order to reach a mass market, the company uses a low-cost strategy to provide customers with a cheaper way to experience VR. The company also offers shoppers with an exciting and engaging experience that allows them to interact with brands, which is different from what the current VR market is offering.

Operational costs A higher fixed operating leverage in the production process may put the company at risk. The company is a VR technology based business, which means the company will need to purchase high performance computers, head-mounted display and motion sensors or at least hire specialised software developers to produce high quality VR content for its products. Therefore, a Joint Venture may be established to help the company to reduce its business costs and risks. Fig. 129

04. Increased competition

Fig. 130

126

Growing competition in the VR market may affect profitability as a result of reducing sales. Industry rivalry could produce similar products and services, in order to grab significant market share. Better capitalised competitors will have an advantage in this competition. In order to set the business apart from the competition, the company can utilise cheaper raw materials and, control business costs to maximise the customer value.

Fig. 131

127


Table 25 Fig. 132

future growth strategy 128

Year 2016

Business growth strategy • Joint venture with ASOS. • Offers B2C service to customers. • Sells VR viewers to shoppers. • Attract new and existing customers through advertising and promotion strategy.

2017

• Hire an apprentice, hardware and programme developers. • Develop new VR content. • Build and improves existing product to increase company market share • Offer new features to customers, such as virtually trying on products. • Expand distribution channels.

2018

• Offer new B2B service to companies, including customisation of VR viewers, VR mobile application and content. • Expands sales channels to new markets. • Partnership with other businesses and develop immersive fitness for indoor training and racing • Expands the market to the US and Europe. • Rent a warehouse space.

2019

• Increase stock and raw materials. • Expands B2B service to companies and events, such as corporate, weddings, trade shows, or even airlines where passengers can watch VR videos using VR viewers. • Introduce VR marketing package to companies. • Introduce push promotional strategies including promoting products at trade fairs, exhibitions and business events.

2020

• International expansion to Southeast Asia, such as China and Japan • Target new market segments. • Attract new customers through marketing strategies, including outdoor, print and online advertising. • Introduce new products, such as wearable tech accessories that work with VR viewers.

129


As a result of intense competition among major VR players, the VR box can still manage to grab a market share within the lower-end of the market. The VR box offers customer a cheaper way to experience virtual reality, instead of competing with rivals in the high-end sector. The company can obtain cheaper raw materials from its suppliers, which mean the company is able to lower the product price, and increase sales volume. In addition, consumers have developed a strong interest in VR, especially in the fashion sector. According to primary research, more than 60% of respondents are interested in buying a VR viewer, and 72% of them are interested in virtual reality that can change their shopping experiences. Research by (Kzero, 2014) has also demonstrated the VR market growth potential in the consumer market, which is expected to grow from approximately 25 million to 47 million active users by 2018.

Fig. 133

CONCLUSION 130

The Joint Venture with ASOS allows the business to accelerate growth, increase momentum and achieve business success. In the financial sales forecast, the company can achieve total sales at £252,994, £320,133, £407,660 in 2016, 2017 and 2018 respectively. The report by (Kzero, 2014) also showed that the VR consumer market size will grow to nearly 2.3 billion in 2018. Furthermore, the use of marketing tactics and pricing strategy will allow the company to grow sales and maintain 83% of profit margin, which is included in the financial projection.

Moreover, ASOS offers its customer more than 500 designer brands, and their website has more than 200 million unique visitors per month. The strategic partnership with ASOS allows the VR box to offer online shoppers an engaging and exciting way to visualise and interact with products across variety of brands. ASOS can also enjoy the benefit of creating immersive storytelling for its shoppers by using VR viewers. The VR box will target both students and working class people, aged between 18 and 35 years old. In order to build a loyal customer base, the VR box also engaged and interacts with customers via a variety of touch-points, including social media, websites, online advertising, SEO, email-marketing, bloggers and the mobile app. After achieving positive sales in the first 3 years, the company will expand its service to B2B; targeting small to mid-size companies with 50 – 500 employees. The B2B service include customisation of VR viewers, VR mobile applications and content that can represent the company’s identity. Following the financial forecasts, the company is projected to increase its growth rate by 11% and 25% in 2017 and 2018 respectively. In addition, the marketing strategy, strategic partnership, positive sales, and the rapid growth of the VR market ensure that the business has the potential to make cost-effective returns to its potential investors.

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Google.co.uk. (2016). Google Search. [image] Available at: https://www.google.co.uk/search?q=oZ7oEhy&source=lnms&tbm=is ch&sa=X&ved=0ahUKEwik75CS1bjMAhWBHR4KHYtDAroQ_AUICCgC&biw=1366&bih=657#imgrc=c_ZO8CMD-pPllM%3A [Accessed 29 Apr. 2016].

Graves, S. (2013). BRIT MARLING on the cover of ‘ASOS’ magazine, September 2013.. [image] Coup De Main Magazine. Available at: http://www.coupdemainmagazine.com/film/brit-marling-cover-asos-magazineseptember-2013 [Accessed 1 May 2016]. Figure 22 – 25

Penalta, A. (2016). POINT ////////. [image] Behance.net. Available at: https://www.behance.net/gallery/33283415/POINT[Accessed 29 Apr. 2016].

Product and packaging mock up. (2016). [Collaboration] Created by Abbas. [Accessed 18 April 2016]

Figure 9 – 11 Pinterest. (2015). Art Direction. [image] Available at: https://www.pinterest.com/pin/235172411768506476/ [Accessed 29 Apr. 2016]. Pinterest. (n.d.). glass things. [image] Available at: https://www.pinterest.com/Tana_West/glass-things/ [Accessed 28 Apr. 2016]. Pugh, G. (2014). Immersive virtual world. [image] Pinterest. Available at: https://www.pinterest.com/ pin/436989970065010776/ [Accessed 28 Apr. 2016].

VR box logo. (2016). [Image] Created by Author. [Accessed 10 March 2016] Figure 26 -27 Sendvid. (2016). VR box app. [video] Created by Author. Available at: http://sendvid.com/3rpqk6rd [Accessed 28 Apr. 2016]. VR box mobile interface mock-up. (2016) [Image] Created by Author. [Accessed 26 Apr. 2016]. Mock up template available at http://graphicriver.net/item/58-responsive-screen-mockup/9948486 [Accessed 23 Apr. 2016].

Figure 12 – 13

Bright, H. (2016). My Style. [image] Pinterest. Available at: https://www.pinterest.com/ pin/100557004157908026/ [Accessed 24 Apr. 2016].

Michelle, J. (2012). Photofairy. [image] Xphotofairyx.blogspot.co.uk. Available at: http://xphotofairyx.blogspot. co.uk/2012_12_01_archive.html [Accessed 31 Apr. 2016].

Cho Gi, S. (2013). GENTLEMONSTER. [image] Behance.net. Available at: https://www.behance.net/ gallery/12252861/GENTLEMONSTER-Fashion-Editorial [Accessed 24 Apr. 2016].

Wagner, A. (2016). Google Store now includes VR section with Cardboard, other devices. [image] PhoneDog. Available at: http:// www.phonedog.com/2016/02/29/google-store-now-includes-vr-section-cardboard-other-devices [Accessed 31 Apr. 2016].

Figure 28 – 31

Figure 14 – 16

Product and packaging mock up. (2016). [Collaboration] Created by Abbas. [Accessed 18 April 2016] VR box logo. (2016). [Image] Created by Author. [Accessed 10 March 2016]

Google-vr2.com. (2015). Black custom Virtual reality 3D glasses Google Cardboard. [image] Available at: http://www.google-vr2. com/product/product-32-67.html [Accessed 30 Apr. 2016].

Figure 32 - Mini.com. (2016). MINI goes Virtual Reality. [Image] Available at: http://www.mini.com/360/en/ [Accessed 25 Apr. 2016]. Figure 33 - Darell, R. (2013). 3D Laser Scanning Technology Maps Interior & Exterior Of Buildings. [Image] Bit Rebels. Available at: http://www.bitrebels.com/technology/3d-laser-scanning-technology/ [Accessed 25 Apr. 2016].

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Figure 34 - Behance.net. (2015). PANICO Magazine Editorial. [Image] Available at: https://www.behance.net/ gallery/30152815/PANICO-Magazine-Editorial [Accessed 26 Apr. 2016]. Figure 35 Behance.net. (2013). SCHON! magazine online. [image] Available at: https://www.behance.net/ gallery/7074821/YOUNG-HANNIBAL-SCHOEN-magazine-online [Accessed 26 Apr. 2016]. Figure 36 - Salcini, M. (2014). Behance. [image] Behance.net. Available at: https://www.behance.net/ gallery/20483311/MINOREDITRE [Accessed 31 Apr. 2016]. Figure 37 - Saldarriaga, J. (2015). Hologram Nineties. [image] Behance.net. Available at: https://www.behance. net/gallery/24019687/Hologram-Nineties- [Accessed 26 Apr. 2016].

Price positioning. (2016). [Image]. Created by Author. [Accessed 20 Apr. 2016]. Figure 54 – 57 Behance.net. (2015). Addroid. [image] Available at: https://www.behance.net/gallery/25378737/Addroid [Accessed 26 Apr. 2016]. Facebook social media mock-up. (2016). [Image] Created by Author. [Accessed 26 Apr. 2016]. Mock up template available at http://graphicriver.net/item/58-responsive-screen-mockup/9948486 [Accessed 23 Apr. 2016]. Google plus mock-up. (2016). [Image] Created by Author [Accessed 23 Apr. 2016].

Figure 38 - Google.co.uk. (2016). Google Search. [image] Available at: https://www.google.co.uk/search?q=ee 71d5d9964f88b927a64341e51ee581&source=lnms&tbm=isch&sa=X&ved=0ahUKEwi5pbCAgbnMAhULaD4KHR1xDn wQ_AUICCgC&biw=1366&bih=657#imgrc=jHHcz7pVcDyb1M%3A [Accessed 26 Apr. 2016].

Twitter mobile mock-up. (2016). [Image] Created by Author [Accessed 23 Apr. 2016].

Figure 39 - Trillenium virture store. (2016). [video]. Edited by Author. Available at: http://sendvid. com/9pvxdd98

Posting strategy. (2016). [Image] Created by Author [Accessed 24 Apr. 2016].

Figure 40 - Salcini, M. (2014). Behance. [image] Behance.net. Available at: https://www.behance.net/ gallery/20483311/MINOREDITRE [Accessed 31 Apr. 2016].

Figure 58 – 60

Instagram mock-up. (2016). [Image] Created by Author [Accessed 25 Apr. 2016]. Sisson, P. (2015). Future of Virtual Reality: Cardboard Boxes and Space Suits. [online] Line//Shape//Space. Available at: https://lineshapespace.com/future-of-virtual-reality/ [Accessed 25 Apr. 2016].

Figure 41 - Canatan, M. (2014). Inflorescence. [image] Behance.net. Available at: https://www.behance.net/ gallery/16214713/Inflorescence [Accessed 27 Apr. 2016].

Youtube mock-up. (2016). [Image] Created by Author [Accessed 24 Apr. 2016].

Figure 42 – 46

Figure 61 - ASOS website mock-up (2016). [Image] Created by Author [Accessed 26 Apr. 2016].

Viriot, V. (2016). G I Ғ M K II. [image] Behance.net. Available at: https://www.behance.net/gallery/33957132/GI-M-K-II [Accessed 29 Apr. 2016].

Figure 62 - ASOS mobile mock-up (2016). [Image] Created by Author [Accessed 26 Apr. 2016].

Alfieri, P. (2016). 3d Exploratory. [image] InventLayout.com. Available at: http://www.inventlayout.com/invent/ post/3d-exploratory-772.aspx [Accessed 26 Apr. 2016]. Penalta, A. (2014). DATA KISS /////. [image] Behance.net. Available at: https://www.behance.net/ gallery/33142399/DATA-KISS- [Accessed 25 Apr. 2016]. Viney, M. (2016). Logo Factories. [image] Behance.net. Available at: https://www.behance.net/gallery/35193389/ Logo-Factories [Accessed 31 Apr. 2016]. Figure 47 - Oculus.com. (2016). Oculus Rift | Oculus. [image] Available at: https://www.oculus.com/en-us/rift/ [Accessed 23 Apr. 2016]. Figure 48 - Pierce, D. (2015). Google Cardboard Is VR’s Gateway Drug. [image] WIRED. Available at: http://www. wired.com/2015/05/try-google-cardboard/ [Accessed 25 Apr. 2016].

Figure 63 - Slideshare.net. (2015). Why local seo is vital for local business success|Overflow Local. [image] Available at: http://www.slideshare.net/MarkBarber6/why-local-seo-is-vital-for-local-business-successoverflow-local [Accessed 28 Apr. 2016]. Figure 64 – 66 VR box Website design. (2016). [Collaboration] Created by Aryo. [Accessed 31 Apr 2016] Website mock up. (2016). [Image] Created by Author. Template available at: http://graphicriver.net/item/58responsive-screen-mockup/9948486 [Accessed 31 Apr 2016] Figure 67 - Blog.twowhitebirds.com. (2013). Zara latest fashion trends for S/s 2013 | Fashion Voyage. [image] Available at: http://blog.twowhitebirds.com/zara-latest-fashion-trends-for-ss-2013/ [Accessed 27 Apr. 2016]. Figure 68 – Pre-launch landing page mock up (2016). [Image] Created by Author [Accessed 27 Apr. 2016].

Figure 49 - Shutterstock. (2016). a girl takes picture of her friend in front of light blue brick wall. [image] Available at: http://www.shutterstock.com/pic-161358791/stock-photo-a-girl-takes-picture-of-her-friend-infront-of-light-blue-brick-wall.html [Accessed 25 Apr. 2016].

Figure 69 – Vice magazine laptop pro mock-up (2016). [Image] Created by Author [Accessed 30 Apr. 2016].

Figure 50 - Westendfashion. (2014). Shopping on a budget: ASOS. [image] Available at: http://www. westendfashion.net/2014/08/16/shopping-on-a-budget-asos/ [Accessed 25 Apr. 2016].

Figure 71 – 75

Figure 51 – 53 priceza.com.my. (2016). Cool Things You Can Do With Google Cardboard. [image] Available at: http://www. priceza.com.my/guide/News-and-Updates/10-Things-You-Can-Do-With-Google-Cardboard/71 [Accessed 26 Apr. 2016]. TrustedReviews. (2013). Oculus Rift gaming headset receives mass production funding. [image] Available at: http://www.trustedreviews.com/news/oculus-rift-gaming-headset-receives-mass-production-funding [Accessed 21 Apr. 2016].

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Figure 70 - Vice magazine ipad mock-up (2016). [Image] Created by Author [Accessed 30 Apr. 2016].

ASOS magazine mock-up (2016). [Image] Created by Author [Accessed 29 Apr. 2016]. Figure 76 - Augmented Reality mobile mock-up (2016). [Image] Created by Author [Accessed 29 Apr. 2016]. Figure 77 - Kayture. (2015). MFW. [image] Available at: http://www.kayture.com/2015/11/mfw.html [Accessed 30 Apr. 2016]. Figure 78 - Pinterest. (2015). The best of summer 2015 sale. [image] Available at: https://www.pinterest.com/ pin/82542605647204293/ [Accessed 30 Apr. 2016]. Figure 79 – VR box newsletters mock-up (2016). [Image] Created by Author [Accessed 29 Apr. 2016].

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Figure 80 - Picvpic.com. (2016). ASOS Denim Cut Out Mini Dress. [image] Available at: http://picvpic.com/ women-dresses-day-dresses/denim-cut-out-mini-dress-with-circle-ring-in-blue [Accessed 30 Apr. 2016]. Figure 81 - Fashionblah.co.uk. (2014). Nasty Gal: Festival Lookbook 2014. [image] Available at: http://www. fashionblah.co.uk/nasty-gal-festival-lookbook-2014/ [Accessed 31 Apr. 2016]. Figure 82 – online 360 marketing strategy (2016). [Image] Created by Author [Accessed 27 Apr. 2016]. Figure 83 – VR box mobile mock-up (2016). [Image] Created by Author [Accessed 29 Apr. 2016]. Figure 84 - Sense of Aesthetic. (2015). Switch Nasty Gal. [image] Available at: http://www.senseofaesthetic. com/2015/08/conscious-fashion-swaps-switch-nasty-gal-for-nasty-gal-vintage.html [Accessed 31 Apr. 2016]. Figure 85 - Twitter, and Pinterest, (2015). JumpFromPaper AW15 at ASOS. [image] IDOL Magazine. Available at: http://www.idolmag.co.uk/fashion/jumpfrompaper-aw15-at-asos/ [Accessed 24 Apr 2016]. Figure 86 - Pinterest. (2013). Home - Oracle Fox. [image] Available at: https://www.pinterest.com/ pin/103512491406888690/ [Accessed 28 Apr. 2016]. Figure 87 - VR box mobile mock-up. (2016). [Image] Created by Author [Accessed 26 Apr. 2016]. Figure 88 - Product mock up. (2016). [Collaboration] Created by Abbas. [Accessed 18 April 2016] Figure 89 - Shutterstock.com. (n.d.). Line Virtual Reality Design Icons. [image] Available at: http://www. shutterstock.com/pic-385387213/stock-vector-line-virtual-reality-design-icons-big-set-vector-set-of-modernthin-line-icons-for-innovation-and.html?src=tVgTs9QNOyqXxJ9TgvYVUw-1-0 [Accessed 25 Apr. 2016]. Figure 90 – 91 VR box business card mock-up. (2016). [Image] Created by Author. Template available at: CreativeBooster. (n.d.). 8 Free Clean Business Card Mockups. [online] Available at: http://creativebooster.net/products/8-freeclean-business-card-mockups [Accessed 30 Apr. 2016]. Figure 92 - VR box logo. (2016). [Image] Created by Author. [Accessed 10 March 2016] Figure 93 – VR box brand identity mock-up. (2016). [Image] Created by Author. Template available at: CreativeBooster. (n.d.). 8 Free Clean Business Card Mockups. [online] Available at: http://graphicburger.com/ branding-identity-mockup-vol-15/ [Accessed 31 Apr. 2016]. Figure 94 - VR box text logo. (2016). [Image] Created by Author. [Accessed 29 Apr 2016] Figure 95 - VR box brand identity mock-up. (2016). [Image] Created by Author. Template available at: CreativeBooster. (n.d.). 8 Free Clean Business Card Mockups. [online] Available at: http://graphicburger.com/ branding-identity-mockup-vol-8/ [Accessed 31 Apr. 2016]. Figure 96 - VR box primary and secondary brand mark. (2016). [Image] Created by Author. [Accessed 29 Apr 2016] Figure 97 - 98 – Clear zone and logo size. (2016). [Image] Created by Author. [Accessed 29 Apr 2016] Figure 99 - Curator Inspired. (2016). Altar – Chad Wys. [online] Available at: https://curatorinspired.wordpress. com/2016/04/21/altar-chad-wys/ [Accessed 31 Apr. 2016]. Figure 100 - Dafont.com. (2016). DaFont - Download fonts. [image] Available at: http://www.dafont.com/ [Accessed 31 Apr. 2016]. Figure 101 – 102 Colour palette and incorrect logo usage. (2016). [Image] Created by Author. [Accessed 29 Apr 2016]

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Figure 103 – 105 Product and packaging design. (2016). [Collaboration] Created by Iron [Accessed 05 April 2016] Figure 106 VR box app features mock-up. (2016) [Image] Created by Author. [Accessed 26 Apr. 2016] Figure 107 - Product mock up. (2016). [Collaboration] Created by Abbas. [Accessed 18 April 2016] Figure 108 - Land, B. (2014). Google cardboard. [image] Roadtovr.com. Available at: http://www.roadtovr.com/ google-just-got-serious-about-cardboard-500000-units-shipped/ [Accessed 1 May 2016]. Figure 109 - Chan, S. (2015). Google Cardboard, YouTube 360º in medicine. [image] iMedicalApps. Available at: http://www.imedicalapps.com/2015/06/google-cardboard-apps-youtube-360o-impact-medicine/# [Accessed 28 Apr 2016]. Figure 110 – 117 VR cardboard artworks (2016). [Collaboration] by I AM Cardboard. [Accessed 18 April 2016] Figure 118 - Behance.net. (2016). Start Me Up for Men’s Health | Retouching. [image] Available at: https://www. behance.net/gallery/35830765/Start-Me-Up-for-Mens-Health-Retouching [Accessed 27 Apr. 2016]. Figure 119 - Stephens, K. (2011). See Asos’s Urban Tour Campaign. [image] Look. Available at: http://www.look. co.uk/fashion/high-street-hottest-for-men-see-asoss-urban-tour-campaign [Accessed 1 May 2016]. Figure 120 - 121 Behance.net. (2014). Uniongood®. [image] Available at: https://www.behance.net/gallery/16364599/UniongoodRebranding [Accessed 1 May 2016]. Figure 122 - 2nd-blog-cafe.sakura.ne.jp. (2014). 2BC/2ND-BLOG-CAFE. [image] Available at: http://2nd-blogcafe.sakura.ne.jp/wp/?paged=77 [Accessed 1 May 2016]. Figure 123 - LinkedIn. (2016). Image: Khora Virtual Reality. [image] Available at: https://www.linkedin.com/ company/khora-virtual-reality [Accessed 1 May 2016]. Figure 124 - TIME.com. (2015). Meet Virtual Reality’s Most Important Pioneers. [image] Available at: http:// time.com/3986266/virtual-reality-pioneers/ [Accessed 1 May 2016]. Figure 125 - Burns, C. (2014). How Google Cardboard takes you on the VR stage with Paul McCartney. [image] SlashGear. Available at: http://www.slashgear.com/how-google-cardboard-takes-you-on-the-vr-stage-withpaul-mccartney-12359329/ [Accessed 1 May 2016]. Figure 126 – 128 Kumar, R. (2015). Google Cardboard Polygon Art. [image] Behance.net. Available at: https://www.behance.net/ gallery/24733237/Google-Cardboard-Polygon-Art [Accessed 1 May 2016]. Oculus.com. (2016). Oculus Rift | Oculus. [image] Available at: https://www.oculus.com/en-us/rift/ [Accessed 28 Apr. 2016]. Pierce, D. (2015). Google Cardboard Is VR’s Gateway Drug. [image] WIRED. Available at: http://www.wired. com/2015/05/try-google-cardboard/ [Accessed 1 May 2016]. Figure 129 – 131 Weaver, K. (2015). The art of sound. [image] Behance.net. Available at: https://www.behance.net/ gallery/25905393/The-art-of-sound-%28Oculus%29 [Accessed 1 May 2016]. Behance.net. (2016). Figment VR. [image] Available at: https://www.behance.net/gallery/31374505/Figment-VR [Accessed 1 May 2016]. 2016].

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Google.co.uk. (2015). Image: Microsoft HoloLens. [image] Available at: https://www.youtube.com/ watch?v=aThCr0PsyuA [Accessed 1 May 2016].

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Figure 132 - Melanie Bender. (2016). Work. [image] Available at: http://melaniezbender.com/# [Accessed 1 May 2016]. Figure 133 - Guide, S. (2014). Solange Knowles Embraces Summer for ASOS June Cover Shoot. [image] Fashion Gone Rogue. Available at: http://www.fashiongonerogue.com/solange-knowles-embraces-summer-asos-junecover-shoot/ [Accessed 1 May 2016].

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