Live Project: ASICS Marketing Report by Ejide Tondu

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Ejide Tondu

Nottingham Trent University N0725971 Word count:

Contents

Introduction

This report will aim to analyse the athleisure, performance and sports footwear/apparel brand, ASICS. Through the use of critical analysis, the report will include a current market overview, evaluate their current position in the UK market and their market health and performance in their target market segments. The report will also highlight the success factors and challenges Asics may face in their competitive environment and examine the key considerations for Asics target consumer; Generation Z. By accumulating all of the information sourced, a three-year marketing strategy plan will be developed incorporating a one-year tactical communication plan.

Sportstyle Sportstyle

In-depth research was needed for the report as it supports reasoning’s for ideas when creating the marketing and communication strategy. Sourcing information such as brand awareness, perception and brand positioning within the UK market.

Primary research Online survey (Appendix 1) An online survey was made to gain quantitative research to measure ASICS’s brand awareness and consumer perception within the UK market. The survey was shared via social media platforms such as Facebook, Instagram and Snapchat. This gathered insight on British consumers buying behaviours in specific to the athleisure market. The survey gathered 100 responses from UK participants aged 18-65+ In-store market research took place to gather further brand knowledge on ASICS, including an interview with two ASICS employees; Team member and Store manager. Among side a discussion with two Generation Z consumers within the store. Additionally, a discussion/Q&A at ASICS HQ was held with Jenna Wilson (SportStyle Marketing & PR Manager, Asics UK). Giving industry inside knowledge on Asics which couldn’t be accessed from secondary research.

Secondary research Secondary sources and databases were used to gain information and data on Asics. These included online reports, articles and blogs such as LS:N Global, WGSN and The Business of Fashion. Additional information was also collated through Asics brand tracker data which provided current market figures and credible brand information; confidential and only for internal use. To analyse Asics’s current online marketing strategy, research was taken place to identify Asics and their competitor’s online presence on social media platforms such as Instagram, Twitter, YouTube and Facebook.

mETHODOLOGY mETHODOLOGY mETHODOLOGY mETHODOLOGY mETHODOLOGY mETHODOLOGY

Market overview Market overview Market overview

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history history history history

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fun

innovative

niche

brand tone brand tone 14.

Creative Playful Humble

brand tone brand tone 15.

Brand oVERVIEW

33 899 countries where we have businesses established

retail stores

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Since its founding in 1949, ASICS Group has been committed to nurturing the world’s youth through sports to contribute to society. (Asics, 2020). For the past 70 years, ASICS has provided athleisure, sport and performance apparel and footwear. Founded in 1949, Kobe Japan, Kihachiro Onitsuka, created ASICS acronym of the Latin phrase (‘Anima Sana In Corpore Sano’ ). The brand strives to empower the world’s youth to obtain a healthy life and mind through sports and their products. ASICS as a brand has contributed to the enhancement of sports culture globally. ASICS is the top leading running brands within the performance market and one of the world’s top sports lifestyle brands. “The social significance of sports is growing more than ever in modern society.” (ASICS, 2020). ASICS operates globally across two individual markets, performance and lifestyle. The lifestyle sector, also known as ASICS SportStyle specifically targeting the athleisure market. ASICS focuses on innovative technology within designing and producing products, manifesting the creation of ASICS GEL Technology. “We have contributed to a quality lifestyle for people around the world with ‘Intelligent Sport Technology’ (ASICS, 2019).

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vaLUES AND ETHOS Founding Philosophy “ANIMA SANA IN CORPORE SANO” (A Sound Mind in a Sound Body value) Asics forms their products and how they operate as a brand and communicate with their consumers, with this ethos.

The Japanese philosophy of Kaizen ‘Continuous improvement’

MISSION

Our mission is to provide products and services to create a quality lifestyle through the use of Intelligent Sport Technology.

vISION

Our vision has been to “Create Quality Lifestyle through Intelligent Sport Technology” (Corp.asics.com, 2019)

Brand AUDIt Brand AUDIT Brand AUDIT Brand AUDIT 17.

Brand health Awareness Although ASICS has a reputable presence within the performance market, as a whole the brand has “2% top of mind awareness” (ASICS, 2019). Having a low awareness level, effects market shares as well as performance for the brand. ASICS needs to improve its awareness to establish themselves within the market, without aids such as advertisement or marketing campaigns. In comparison to their unaided awareness, ASICS has “76% aided awareness”. This is a substantial percentage for ASICS, due to the low percentage of the top of mind awareness. To ensure ASICS increase their brand awareness they need to consider their limitations in terms of their awareness and focus on new delimitations such as their advertising and marketing as a leverage to increase familiarity of the brand to potential and current consumers. Perception When conducting an interview in-store with Generation Z consumers as well as results from the quantitative online survey. There were similarities between both. When asked for their perceptions on the brand, interviewee 1 stated ASICS was "The ultimate dad shoe brand". Then when looking at the results of the survey, 57% of the respondents were aged between 18-24. 53% of the total respondents said they felt ASICS as a brand was most suited to Millennials (25-39 years old) and 29% saying Generation X (40-54 years old). Due to the market strategy being solely focused on the SportStyle sector, these responses show that if ASICS wants to branch out into the lifestyle/Athleisure market, they need to focus on their perception specific to their new target market. ASICS would need to consider new marketing techniques, to stray away from the association of being compared to a dad shoe brand. When extending into a new market, consumer perception and associations with the brand is key to health and growth. Consumer insight 68% of the respondents had heard of ASICS as a brand, however, only 39% have shopped at ASICS. These results mean that there is a high percentage of people who are aware of ASICS, but they wouldn’t consider buying from the brand. Consumer consideration affects purchasing decisions. ASICS needs to be more exposed to the Generation Z consumer to change the current depictions of the brand. This can be done with the use of multi-channel platforms; social media and online marketing. This specifically as “Generation Z is fluent in social networking” (Turner, 2015).

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Sportstyle ASICS SportStyle is the newest extension from their mother brand in performance. As an offspring of ASICS Tiger, ASICS created SportStyle as a venture into the lifestyle/athleisure market. The idea of fusing sports technology and current fashion trends has enabled ASICS to connect with a youthful and fresh side to the brand. ASICS’S rebrand has allowed them to reach the youth culture through the use of their products, focusing more on the fashion side of their products in comparison to their performance side. ASICS focuses on Style and Technology when defining their core values within the SportStyle section. SportStyle appeals to the contemporary fashionistas and trendsetters of youth culture today.

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Sportstyle Sportstyle Sportstyle Sportstyle Sportstyle 21.

SOCIAL MEDIA

ASICS take advantage of various social media platforms to market their brand globally. They utilise each platform differently, to communicate directly with different demographics of consumers. On Facebook, ASICS SportStyle has a following of 271K This social outlet has fewer restrictions on video duration, in comparison to another outlet, such as Twitter. This allows ASICS to have a higher rate of engagement with their consumer, making the relationship a lot stronger. However on Twitter, there is a language barrier standing between the UK market, and the brand’s twitter page, as it’s all in Japanese. ASICS should acknowledge that their Gen-Z consumers, desire easy access. Having to translate content, could lower the rate of interest from consumer Gen-Z in the UK. ASICS SportStyle currently has an Instagram following of 225K. Instagram is where the brand can utilise the multi-purpose of the outlet. It is a digital portfolio and a direct marketplace combined. This is the accessibility that Gen-Z desire, as the brand, can advertise content and sell products all in a ‘one-click’ system. This makes their shopping experience enhanced, which ASICS SportStyle should consider further investment, as it is low-cost marketing. Instagram is also where most social influences start from. The trends are set by social influencers and ambassadors which most consumers use as a decider prior to purchase.

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Consumer Segmentation Geographic

Behavioural

• UK Athleisure market • 10-mile radius of a city centre (London) • Rural / urban constituency

• An active follower on social media platforms • Fluent user of websites or mobile applications • Function over aesthetics

Demographic

Psychographic

• Male and Female • Gen-Z (18 - 25 yrs.) • Average income

• Fashion conscious • Identity fluid • Digital natives

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Marketing mix Product

Price

• Sports and lifestyle/athleisure apparel and footwear • Target demographic: men and female • Innovative but stylish foot and apparel wear

• Premium but flexible pricing approach • Footwear usually ranges from £80-100+ • Free UK standard delivery on orders above £50, free UK standard delivery for OneASICS members on (ASICS, ASICSTIGER & Onitsuka Tiger) and UK express delivery £6.95

Place

Promotion

• 899 Retail stores (Asics, 2018) • International distribution: Europe, Middle East & Africa, Asia & Oceania • (Business to Consumer) 4 store locations in the UK and online ASICS website • Asics UK limited HQ Warrington, Chesire • Numerous amounts of ASICS distributors in the UK i.e. JD Sports, Footlocker, Size, Sports Direct (Business to Business)

• Seasonal promotions and deals i.e. Black Friday/Winter sale • Innovative and new tech In-store displays, interactive in-store experiences • OneASICS member • Advertisements and marketing campaigns on social media platforms • Fashion collaborations i.e. Vivienne Westwood & kiko Kostadinov • Exclusive retail collaborations: Dojo collections, only sold within footlocker locations • Tagline: ‘Comfort is style”

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Market overview ASICS is primarily placed within the athletic/technical sports footwear market, however, due to the extension into the fashion and lifestyle segment, they occupy a market share within the Athleisure and Lifestyle Market. ASICS's SportStyle sector is segmented into two markets; Apparel and Footwear. ASICS's Lifestyle footwear (FTW) has a 58% market share within the Sport Market Big 5 (ASICS, 2019). A key fact to the athleisure trend is that most consumers wear athleisure apparel and footwear, for leisure purposes more so than for athletic. According to ASICS (ASICS, 2019), 41% of the total FTW market for adults is used for leisure (€4.3 billion). The total value for Adults FTW used for leisure purposes has increased by 9% from £4.0 billion in 2018 to £4.3 billion in June 2019. The strong increase value is a benefit to ASICS as the continuous growth in value and average selling price, ultimately means an increase in market share.

Nike and Adidas are currently the leading brands in the athleisure market. Nike and Adidas are the strongest market leaders in the EMEA for the lifestyle market. Nike currently owns 26% of the market and Adidas 18% In comparison to ASICS who owns 5% (ASICS, 2019)

"In the UK the athleisure market is estimated to be £3 billion" (Uttley, 2018).

“Athleisure expected to grow more than 50% higher than the rest of the retail fashion sector” (McKinsey & Company, .n.d., cited in Klarna, 2019)

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$257.1 BN “Global Athleisure market is expected to reach $257.1 billion by 2026” (Allied Market Research, 2019)

Total market share of top Footwear brands in the Lifestyle market

Total value of Footwear used for Leisure

Total FTW used for Leisure Adult 2019, 12ME June 2019 Consumer Panel

Sport Market BIG5 – Market breakdown

€13,1bn Footwear

€15,8bn Apparel

12ME DEC 2018 Consumer Panel

2018

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For ASICS to grow within the athleisure segment and the UK market, they need to focus on their connection with Generation Z consumers. With the aid of their GEL-QUANTUM franchise, ASICS has been able to successfully establish its positioning in Paris. Ranking 3rd in the French capital’s athleisure market after Adidas and Nike (ASICS, 2019). ASICS needs to heighten its brand consideration and market share by identifying the cultural and social influences surrounding the UK Generation Z consumers, to replicate the success they have in France to London and the UK market.

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Key issues and challenges

According to Jenna Wilson (SportStyle Marketing & PR Manager, Asics UK), ASICS’s biggest issue is being able to connect and successfully market to UK Generation Z consumers. Wilson specified that ASICS has fortunately been able to target the younger sports/fashion consumer within the French community. However, the task is whether ASICS can replicate this success considering factors such as social and cultural differences. Another challenge that ASICS may face is the current and upcoming brands in the UK athleisure market. Although ASICS is an established brand within the sports performance footwear market, they aren’t so established within the UK athleisure market. Within Europe, ASICS sells around 2.6 million pairs in SportStyle per annum in comparison to the 18 million pairs of trainers they sell in performance. For ASICS to increase their product sells and market share, they need to become a brand of choice within the UK market. It’s important for ASICS to identify consumer trends and in specific the cultural influences of Gen-Z UK culture. ASICS need to increase their ranking (12th in the BIG5 sporting goods brands) to 3rd underneath Nike and Adidas to authorise their positioning within the athleisure market. The athleisure market is only growing in profitability, so ASICS needs to position themselves before it becomes too saturated.

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USP & Core competencies ASICS need to increase their ranking (12th in the BIG5 sporting goods brands) to 3rd underneath Nike and Adidas to authorise their positioning within the athleisure market. The athleisure market is only growing in profitability, so ASICS needs to position themselves before it becomes too saturated. ASICS prides itself on being authentic and true their heritage. The root of all of their products is based on their consumers. Their whole brand is focused on being consumer conscious, empowering everyone to live healthy and happy lifestyles with the use of their products. ASICS can differentiate themselves as a brand within the market being defined as niche and unique due to factors such as their Japanese heritage and their idea to use innovative GEL technology and merge it with fashion. ASICS USP is their GEL technology, it's an ASICS patented silicone compound which provides comfort, protection and durability. They incorporate this GEL into all types of their performance and SportStyle footwear, as the versatility of the GEL allows ASICS to use it in any colour or style of shoe they design.

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Being a brand that's conscious of social issues, it allows ASICS to reach out and especially target the Gen-Z consumer. "Gen-Z takes a holistic view of health…72% of Gen Zers say managing stress and mental health is their most important health and wellness concern." (Vennare, n.d.). This helps ASICS to have a level of connection with their consumers which ultimately enables a business to consumer (B2C) concept.

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Compared to any generation [Gen Zers] are less trusting of brands… They have the strongest bullshit filter because they’ve grown up in an era where information was available at all times. – Emerson Spartz, CEO of Dose (Vennare, n.d.).

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ASICS is characterized by their:

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Japanese DNA. ASICS is true to its origin. With ASICS having been around for the past 70 years, they've managed to accumulate a rich archive which is revived, and old deadstock gets brought back onto the shelves.

Traditional craftsmanship and innovation; a holistic approach to how they bring products to the market. Their innovation is always focused on the ethos of Kaizen, constant improvement. ASICS is always striving to improve as a brand.

Values and brand DNA. ASICS immerse themselves within current social issues; mental health. As a brand, they believe that through the use of their products they promote the message of having a healthy mind and body through fashion or sports performance.

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Competitor analysis

ASICS has many competitors in the athleisure market. Most of the brands target the younger consumer, but psychographics may differ. They ultimately have the same product offerings; footwear and apparel athleisure wear. The most noticeable differences that segment each brand is whether the brand is: trend-led or sticks to classic designs. ASICS is further towards being a trend led due to their target consumers. Gen-Z consumers are very much led by cultural and fashion trends, so ASICS has to adopt these trends to reach the Gen-Z consumers. Incorporating these trends within their designs. Major sports brands are in direct competition with ASICS within the performance and athleisure segment. A few brands may differ within the athleisure market, but Nike and Adidas are the leading brands within both markets.

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Expensive

Classic Design

Trend Led

Economical

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Nike Product

Price

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Originally distributing shoes Nike expanded its market share being in sports performance apparel and footwear, athleisure apparel footwear and sports accessories and equipment. Leading brand within the sportswear and athleisure market. Nikes sports shoes are their most popular products, mainly being used by consumers for leisure purposes. Target demographics; men, female and children, also targeting Gen-Z consumers like ASICS.

Nike has a value-based pricing strategy. They use consumer perception to value products. So the amount the product is considered by a consumer the higher the value of the product. ASICS has a price range that starts from £80+ but they have adopted a similar mentality for their collaboration foot and apparel wear this can be seen in the increase in the product price.

Place

Promotion

• Nike and ASICS both distribute internationally; the Middle East & Africa, Asia. • Nike has a number of 1152 of retail stores worldwide in comparison to ASICS that has 899 stores. • ASICS and Nike both sell online as well through distributors such as JD Sports, Footlocker and Nike. This makes them major competitors, as they both sell within the same market sector and stores.

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Nike has mastered the craft of effective promotion. They’ve used vices such as adverts, personal selling, direct marketing, sales promotions and PR to maintain their strong brand image. Known as the number 1 global sportswear brand, Nike has an abundance of influencers, ambassadors and celebrity endorsements for the brand. ASICS is failing in this area as they haven’t sustained a strong positioning within the athleisure market as Nike has done. Nike has a strong marketing strategy within the UK market, knowing how to target the Gen-Z

consumer. Nike has a credible social and online presence having 775k followers on just their Nike London Instagram page, ASICS only has 255K on their SportStyle. • Tagline: ‘Just do it’ •

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ADIDAS Product

Price

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Adidas is the second leading brand within the athleisure footwear market. They have market shares within the sports performance and athleisure apparel and footwear market. Adidas is very similar to ASICS in the way they focus on technology and design within their footwear.

Due to designs and range of style, Adidas uses a skimming and competitive price strategy.

Place

Promotion

• ASICS and Adidas sell online, have their own flagship stores and outlets as well as sell within the same fashion retail distribution stores.

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Method of distribution: 1) Manufacturing > Adidas outlets > End customer 2) Manufacturing > Distributor > Multi brand Showrooms 3) Manufacturing > Online fashion websites Adidas website > End customer (Bhasin,2018).

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Similar to Nike, Adidas is a well-established brand within the athleisure footwear market. Their branding strategy allows them to market to the Gen-Z consumers through all the use of media and communication channels. i.e. TV adverts, billboards and online. They use below the line marketing (BTL). Through the use of direct marketing and marketing campaigns Adidas successfully target Gen-Z consumers which increases brand consideration and loyalty. ASICS needs to consider this within their marketing strategy in order to receive a direct response to their consumers. Tag line ‘Impossible is nothing’

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pest analysis

• Leaving the European Union could affect the distribution of ASICS products within EMEA. Shipping and manufacturing costs may increase specifically if sold within the EMEA. • ASICS would have to consider trading agreements.

POLITICAL

Economical

• This could cause issues for ASICS in terms of sales. ASICS are hoping the expansion; ASICS SportStyle will form more growth for the brand financially, as they are currently dependant on the profitability of their performance sector. As in Europe specific to their footwear, they sell around 2.6 million in SportStyle vs18Million in Performance. • ASICS isn't known to be a domestic demand within the athleisure market. Unless they change that, this will affect ASICS'S income of profit and may end up in decreasing ASICS's market share.

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SOCIAL

• The Athleisure market is becoming more of a lifestyle more so than a trend. “Athleisure expected to grow more than 50% higher than the rest of the retail fashion sector” (Klarna, cited in McKinsey & Company, .n.d.) This is fortunate for ASICS as they wouldn't have to worry about factors such as a decline in that market. The Athleisure market is becoming more of a lifestyle more so than a trend. • Generation-Z consumers are very conscious of their health and wellbeing, this is within any market. So the fact that ASICS whole brands focus is on improving one's lifestyle and wellbeing, they can use it as a message to target them.

• Brands like ASICS are having to advance their digital channels and online presence. ASICS needs to heighten its online brand presence and focus on the use of omni-channels in order to market to Gen-Z consumers. Gen-Z consumers heavily rely on technology and social media to interact with brands, without the social presence ASICS would fail to target their consumers.

technological

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macro trends

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“mental health is a sensitive issue, but brands can help by positioning their space where people can relax and share their story.” Healthy Lifestyles:

(McGregor, R. and Smith, J., 2017)

Wellbeing and fitness are amongst the top priority for Generation Z consumers, according to (McGregor and Smith, 2017). ASICS SportStyle can use this trend to support the lifestyle of being healthy in the mind and body since that is what the brand stands for.

“ Athleisure expected to grow more than 50% higher than the rest of retail fashion sector” (Klarna, 2019)

Personalisation: According to (Hang, 2019), the athletic apparel market has had a surge in demand, as it has risen by 42% over the last 7 yrs. This penetration of sportswear is mass-produced, leaving consumers desiring a more bespoke style of athleisure. ASICS SportStyle should consider the trend and develop their apparel to suit consumer desires.

Experiencing more:

“ athleisure is a statement of lifestyle, fuelled by social media and endorsed by celebrities”

(Klarna, 2019) (Klarna, 2019) indicates that, Gen-Z consumers want top-notch accessibility when it comes to purchasing goods. The use of the Klarna payment system provides a pressure-free arrangement of payment. This encourages those who would like bespoke apparel to try it out, without the added pressure of paying upfront costs. The use of Klarna has spread like wildfire through the use of social media and brand ambassadors, which would be great for ASICS SportStyle to acknowledge.

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micro trends

Augmented Reality Josh Hassin stated "As new forms of media (AR, VR) begin to mature, they will become commonplace. Millennials were raised with iPhones and touchscreens. Gen Z will be immersed in mixed reality experiences. These are new marketing platforms and offer unique methods of engagement that static mediums can’t compete with." (Witt and Baird, 2018).

Social rebranding "Big brands turn to niche networking to create a more genuine overall appeal" (Trendhunter.com, n.d.)

United and divided "Because Gen Z recognises division of all kinds (race, equality, socio-economic) their response is to look for unity in smaller, easier to reach places. Many of our Gen Z interviewees were doing this in their local community." (Wearesocial.com, n.d.)

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consumer profile Alpha-lete

STANDS OUT IN THEIR TRIBE INFLUENCED BY ATHLETES AND RAPPERS ON IG ASPIRATIONAL STATUS-DRIVEN

Fashion bae ALWAYS SHOPPING influenced by celebrities runway SHOWS CONFIDENT

AGE – MID 20’S LOCATION – LONDON SHOPS AT – JD SPORTS, FOOT LOCKER, SELFRIDGES, BOOHOO MAN, TOPMAN, ASOS, FARFETCH, PRIMARK, UNIQLO, TOMMY HILFIGER, CHAMPION, BILLIONAIRE BOYS CLUB, NIKE TENDS TO USE APPS TO SHOP WORKS PART TIME & IS INFLUENCED BY SOCIAL MEDIA / REALITY TV / CELEBRITY CULTURE THEY ARE A FASHION CONSCIOUS CONSUMER & WANT TO LOOK ON TREND 48.

SWOT ANALYSIS Strengths • • • • • •

Established as a footwear brand for sports footwear Sponsorship of international sports Consideration of product development and performance 2.5k active followers on Instagram They are leaders of innovation in terms of their products: apparel and footwear Global brand, available in multiple international markets i.e. U.S, Europe, Middle East and Japan

Opportunities • • • •

Weaknesses • • •

The possibility of brand dilution due to expanding internationally Low-level brand consideration amongst UK Gen-Z athleisure market Two different names for athleisure apparel and footwear (sports style and tiger)

Increase social media presence amongst Gen-Z consumer UK Marketing at a lower cost utilising social media outlet ASICS sports style brand awareness reaching new demographic High demand for performance-enhancing footwear due to the rise in wellbeing and fitness

Threats • •

Competitors expanding content and marketing penetration Aesthetics over function’ being Gen-Z’s narrative of athleisure apparel

In order to successfully branch out amongst the Gen-Z consumer, the brand should be inclusive of their threats and weaknesses, to avoid future risk to brand health. The consideration of these setbacks will help the progression and expansion of the brand overall. Therefore increasing brand consideration amongst Gen-Z consumer. 49.

Campaigns ASICS has strong marketing campaigns and does manage to creatively differentiate itself as a brand through the use of their campaigns. Within the online survey, respondents were asked out of the ASICS and New Balance marketing campaigns, which one they preferred. This resulted in 70% of the respondents chose the ASICS GEL-QUANTUM advert. The major issue is if consumers don’t have a high level of awareness for your brand, they won’t even be informed or familiar with the marketing campaigns. In terms of indication of best sellers for ASICS SportStyle the GEL QUANTUM 360 is the second-best seller in terms of Value underneath the best seller; GEL QUANTUM 180. The GEL QUANTUM 360 5 was the latest addition to the GEL QUANTUM collection.

“ASICS’ breakout shoe of the year, the GEL-Quantum 360 5, disappeared off shelves as quickly as it landed. Sneaker freaks loved the tonal renditions in red, black and white; and following the overwhelming reception, the lauded silhouette is back! And it's doubling down on its stealthy success.” (Vuong, 2019). The GEL QUANTUM launch was a massive success for ASICS especially in Paris, being adopted by the French youth/sports fashion consumers. The GEL-QUANTUM is ranked 3rd in terms of style; after NIKE TN. The GEL QUANTUM 360 5 was also a thriving success within the UK market. ASICS sold 200 pairs a week with the aid of the window campaign within their Oxford Circus flagship store. The level of success from the GEL QUANTUM 360 has enabled ASICS to continue to grow within their franchise, create new products and consider new marketing methods within the UK athleisure market.

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Marketing strategy Marketing strategy Marketing strategy

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Strategic aims The overall marketing strategy for ASICS is to become a brand of choice and grow market shares in the UK athleisure market. With the intention to move up the ranks and get to number 3 in the market.

Increase ASICS market share in the UK athleisure market from 5.2% to 12% by 2022 Increase brand usage by at least 4% in the UK market through relevant online advertising Increase ASICS brand consideration in the UK from 29% to 35% by 2021

ASICS are focused on the utility of their footwear, to provide better performance for their consumers. This could be a factor as to why they fall short of charting high amongst Gen-Z consumers. The design of the GEL-QUANTUM 360 has facilitated the design appeal that ASICS was missing, specific to their SportStyle franchise. ASICS was only known to make performance running footwear. The expansion into the athleisure market has helped ASICS to differentiate themselves from the performance sector into the lifestyle sector. The success of the GEL-QUANTUM 360 5 franchise has given guidance to how ASICS can further their growth within the market as well as establish themselves as a brand of choice within the UK market. The launch of the new GEL-QUANTUM 360 6 product will be the primary basis of how ASICS will leverage and grow their brand into the athleisure market. A three-year strategic marketing plan including a one-year tactical communication plan will be formulated for ASICS to fulfil these aims.

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Target consumer ASICS need to be more specific in terms of who they are targeting. They should adopt the idea of changing their current demographic into a psychographic to enable a stronger understanding of their consumer lifestyle, preferences and culture. As well as helping to widen their market segmentation. For instance the mixing of gender expressions, within the GEN Z culture they are more focused on genderless atheistic. The 'Satori Generation' also known as the enlightened generation is the equivalent of Generation Z in Japan. The Satori Generation are the misfits of society, they create their own rules and defy the expectations of society. The Satori Generation enables ASICS to execute emotive marketing for their adverts and campaigns.

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The ‘Satori Generation’

Fashion-conscious Culture creators Digital natives Identity fluid

Age: 18-25 creative opinionated Individual 57.

Year 1 The first year of the marketing strategy is fixated on redefining the stigmas and known associations ASICS has a brand; “The ultimate dad shoe brand". Differentiating their SportStyle sector from the performance will enable ASICS to effectively target a new market segment; Satori Generation. Having previously excelled in the development of the GEL QUANTUM franchise. The launch of the ASICS QUANTUM 360 6 will be executed through the ASICS secret location event as well as the Carnival sound system. The ultimate aim is for these experiences to help consumers to resonate with the brand as well as increase brand awareness in order to implement the SMART objectives. The communication of the events will be explained within the Communication plan. The first year of the strategy will also focus on product development. This strategy will aim introduce the new GEL QUANTUM 360 6 into the athleisure market.

Existing market

New product

Product development

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Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine Redefine

1-4 Months PR Promotion and communication of Launch events

5-8 Months ASICS secret location and Carnival sound system event

9-12 Months Redefine ASICS SportStyle and continue to grow market shares within the UK athleisure market

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Year 2 Following the launch of the GEL QUAUNTUM 360 6, ASICS will now have to focus on their recognition and brand usage. When analysing ASICS, they currently have an 11% brand usage rate (ASICS, 2019). To elevate their percentage to at least 15%, ASICS will utilise their online advertising. As a continuation from the communication plan in year one, ASICS will collaborate with the four YouTube personalities PAQ. PAQ and their YouTube series aim “to change the conversation regarding youth fashion, style and the culture that surrounds it” (Sawyer, 2017). ASICS will collaborate with PAQ to create a new limited-edition gender fluid SportStyle shoe; GEL QUANTUM 360+. “From a financial perspective and a business perspective, the topic of gender fluidity provides brands and retailers with a new market to sell to” (Chavarria, n.d., cited in Velasquez, 2019). ASICS collaborating with PAQ will be beneficial, as PAQ currently have 772K subscribers on their YouTube platform and have over a million views on their videos. Showcasing the creation of the product on their social media platform promotes ASICS and encourages the Satori generation to purchase the product.

Recognise Recognise Recognise Recognise Recognise Recognise Recognise Recognise Recognise

The GEL QUANTUM 360+ will be released exclusively through JD Sports. JD Sports is the biggest athleisure wholesaler within the UK market. Peel Hunt analyst Jonathan Pritchard described the UK sales performance as “exceptional” with JD’s stores a destination for young shoppers: “People don’t come to JD for a browse and a contemplate. They come in knowing that the only place where they are sure to find up-to-date branded footwear or apparel is JD, so there’s no point walking the high street.” (Hunt, n.d., cited in Wood, 2019). This segmented marketing technique, gives a direct to consumer approach when marketing to the Satori generation, creating a concentrated marketing strategy specific to a new unique segment which allows ASICS to set itself apart from their competitors. ASICS will incorporate their competencies; immersing themselves within social/cultural issues: mental health, to this collaboration. Donating 10% of ASICS profits to MIND (British mental health charity).

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exclusive to jd sports

GEL QUANTUM 360+ 10% of profits go to MIND (British mental health charity)

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Year 3 The third-year objective will be to create an experiential experience for University students. ASICS will hold a UK university tour to increase brand consideration to a specific target demographic; University students. ASICS currently have no marketing strategy for students, introducing promotions like 10% student discounts and free giveaways/ competitions, instantly gives students more of an incentive to purchase from ASICS. ASICS will tour around UK Universities during freshers 2022. Straying away from traditional marketing, ASICS will have a bus that has GEL experiences, competitions and games including a wall of ASICS shoes allowing students to engage with ASICS.

Reconsider Reconsider Reconsider Reconsider Reconsider Reconsider Reconsider Reconsider Reconsider

62.

63.

communication plan communication plan communication plan

64.

65.

communication plan Communications

1st Quarter JAN

2nd Quarter

FEB MAR APR

MAY

JUN

3rd Quarter JUL

AUG

4th Quarter

SEP OCT NOV DEC

Phase 1 Create ASICS ticket hunt website/mailing system Send out countdown emails, through mailing system Release location of the ASICS tickets

Phase 2 Paid influencer Instagram Ads ASICS ads (Instagram, twitter and Facebook) Release boiler room posters Send out PR packages Release location of the ASICS x Boiler room event Host ASICS x Boiler room event

Phase 3 Video styling with PAQ video Upload styling video on YouTube video on both channels Instagram post revealing the artist performing

Phase 4 Create AR app on Instagram Create AR ASICS x Notting Hill 2020 T-Shirts Release location of Notting Hill Carnival Sound System

The one-year tactical communication plan will be focusing on the first year of the marketing strategy. There are four main phases to the communication plan which will enable ASICS to use promote the launch of their new GEL-QUANTUM 360 6 franchise as well as meet the specified objectives. Redefining ASICS within the UK market.

66.

phase 1 The first phase of the communication plan is a form of Below the line advertising (BTL)the ASICS ticket hunt in June 2020. The ASICS ticket hunt will help to reach consumers, with the use of non-traditional marketing techniques. ASICS will release teasers, Instagram/ Facebook/Twitter posts as well as posters around London i.e. London central underground, about the ticket hunt and the upcoming ASICS launch event. Consumers will sign-up via the website provided, which includes an opt-in mailing automatic emailing system. Which sends updates to the customers about the countdown and the release of the locations. There will be three locations within London, where the customers can claim the free tickets, on a first come first serve basis. There will also be a separate communication channel for the people who’ve won the tickets. This builds anticipation of the event spreads the word of the new launch and introduces exclusivity to the customers who manage to claim the tickets. This strategised form of buzz marketing will capture the attention of consumers and gives ASICS a competitive edge, with the use of this unconventional marketing.

67.

phase 2

Phase 2 is centred around the secret location launch event. The event will be held in Boiler Rooms HQ in East London, (31st July 2020) which is known to be a key location for the youth within London. There will be a total of 100 tickets released to the public due to the exclusivity of the event. ASICS will leverage micro-influencers from March to promote the event with paid advertisements as a form of Above the line (ATL) promotion. ASICS and the influencers will drip feed details and drop hints of the event in the lead up to the event launch. PR packages will be sent out to micro-influencers; including the new GEL-QUANTUM 360 6 trainers. Additionally, they will be invited to the event wearing the new franchise to capture and promote the launch. These methods exponentially increase brand awareness and help to grow brand visibility organically. ASICS x Boiler Rooms headliner act is West London, female rapper Lava la rue. La Rue is the essence of London and truly defines the vision of the ‘Satori Generation’ within London culture.

68.

“Musicians are Gen Z’s primary influencers, and brands must display an authentic connection to street culture.” (Maguire, 2019).

lava la rue lava la rue lava la rue lava la rue

69.

phase 3 Fashion influencer group PAQ will style the artist within Phase 3. This phase focuses mainly on the communication digital platform YouTube. PAQ has 772K subscribers. ASICS can use this as an advantage to fulfil their objectives; redefine the assumptions of ASICS. "The ultimate dad shoe brand". (Interviewee 1). Styling their new product with athleisure/lifestyle clothing while showcasing their new product allows ASICS to differentiate the SportStyle sector to the performance. The styling process will be uploaded on their YouTube Channel, and will also be the official reveal of the ASICS x Boiler Room secret event. Digital communication channels stimulate the shift in ASICS brand image via the use of fashion influencers as well as sneakerheads already representing ASICS such as @icykof and @taylorkaeknott.

phase 4 After the launch of the GEL-QUANTUM, ASICS will need to maintain relevance as a brand. Notting Hill carnival is one of the largest and longest-running street events to happen in London. It encapsulates the multicultural generations, youth and free spirit of London. Carnival x ASICS 2020 sound system is how ASICS is fully going to connect to London’s generational cultural influences. The annual event has a turnout of over 2 million people every year, this will bring massive publicity to ASICS. There will be ASICS representatives there to capture the street party on their social media as well as ASICS. There will also be free giveaways of ASICS’s custom made Augmented reality, Notting Hill carnival T-shirts. An Instagram filter will be made, so the AR graphic on the back of the shirt brings the GEL-QUANTUM trainer to life mimicking the gel motion. Consumers will wear the tops and use the filter as well as post them on their stories with the hashtag #GELQUANTUM or #GELQUANTUM 360. This user-generated content will enable a cost-effective method but an effective way of marketing for ASICS that will continue to spread the word about the launch. 70.

Finance BUDGET

£150,000 £200,000

avg rrp

£150 PROFIT

£405m

COMMS PLAN

£78,066 avg gmt

£30 (Costings found in Appendix) 71.

measure & review

• • • • • • •

Email follow up; opt in mailing system Website Traffic Social media Cost vs. Revenue Entries to the ASICS treasure hunt Increase in social media followers Increase in GEL Quantum shoe sales

72.

73.

CONCLUSION

In conclusion, this report illustrates the three-year marketing strategy and one-year tactical communication plan; which focused on the aim to follow the SMART objectives; when summarised to redefine, recognise and reconsider. Through the use of methodological research as well as the adapted consumer muses, the communication plan will succeed, being tailored towards ASICS and their target consumer. These unconventional methods to market and communication touchpoints will aid ASICS to become number 3 within the UK athleisure market. If ASICS continues to differentiate themselves within the athleisure market, with marketing strategies suited to the Satori Generation, they will stay relevant to their consumers becoming a brand of choice, leveraging growth within the market.

74.

75.

Appendix 1 - Online survey

76.

77.

Appendix 2 - interview ASICS Primary Research Store Location : 249-251 Regent St, Mayfair, London W1B 2EP Staff 1 - Occupation: team member Gender: female Age: 23 Duration of employment: 2 years Staff 2 - Occupation: Store Manager Gender: Male Age: 38 Duration of employment: 6 years TYPE OF CONSUMERS (SPORTS RANGE): Generally men aged 26 + Women usually 28+ TARGET CONSUMER : “Early 20’s, young pro-active athletes, fitness fanatics” (team member, 23). HOW DO YOU TARGET GEN Z (UK) : “We use vibrant, youthful colours to attract your generation. But I don’t think it’s worked very successfully.” “Tennis seems to be our most popular connection with ASICS sports range over here, and that’s probably because of Wimbledon to be honest with you.” (Manager, 38). OPINION ON WHY TOP BRANDS SELLS BETTER THAN ASICS SPORTS-STYLE TRAINERS : “Performance compared to aesthetics sells less. The colours are too loud for casual wear for our generation i think”. ( team member, 23) “I think more money needs to be invested into the UK marketing, because the sales and buzz doesn’t spread out as well over here, as it does in Japan. Will Smith worked with us the other day, did you hear about it? No? My point exactly”. (manager, 38) GEN-Z CONSUMER age: 28 gender: female Opinion: push marketing more ! “I’ve only been here 8months so I’ve noticed the marketing is minimal over here in comparison to Japan. To be honest, i’d rather spend my money on something that works well with my body, and spend less on what looks good. Function lasts forever, trends come and go, so for me, it’s quality over aesthetics any day”. GEN-Z CONSUMER age: 24 gender: male opinion: get sportsman to promote and wear the brand more. “I only know he brand because of Novak Djokovic (tennis player). They sponsor him & i’m a huge fan. So the influence is heavily based on who wears what & that status follows the brand forever”.

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Appendix 3 - finance Communication plan Finance: Costing for Strategy Costs for new strategies

These all need to be deducted from sales £ income

One off costs FIXED

Marketing costs Create the domian website

750

M 40

Influencer paid posts on Instagram

5,000

TOTAL

5,000

25,000

5,220

1000

5000

6000

13,020

13020

Sponsored YouTube content Artist payment - performance Sponsored Instagram and Facebook posts PR Package (GEL QUANTUM 360 shoes)

870 20,000 30220

£900)

Event Venue Lighting (deposit) DJ

1000

500

1500

500

1000

1200

Instagram Filter

600

Event Staff Security Carnival Staff Carnival printed T-Shirt ( 250 units) Carnival Sound system 0

TOTAL

750

5,040

34,640

600

120

(438)

438

1000 30,996

1000 6,600

2000 78,066 78,066

People

(New permanent salaries)

0 0

Total Product development (EXTRA COSTS) Total Operations services (EXTRA COSTS) Place - distribution (EXTRA COSTS) Total TOTAL

0 0

Total One off costs

0 0

750

5,040

34,640

30,646

6,600

0 0

0 0 78,066

Finance: Financial Plan Those in blue are positive income Initiatives

-deduct those in red as they are costs M

TOTAL

Sales IN

Turnover

(use £AVG RRP less 20% VAT)

units/qty VARIABLE Cost of sales £ 30

Total One off FIXED costs OUT

Total Costs Profit (IN less OUT)(+/-)

Cumulative profit (+/-)

40,000,000

35,000,000 32,000,000 32,000,000 30,000,000 26,000,000 £26,000,000)

60,000,000

70,000,000 50,000,000

55,000,000 50,000,000

506,000,000

266,667

233,333

213,333

200,000

173,333

400,000

466,667

333,333

366,667

333,333

3,373,332

8,000,010

6,999,990

6,399,990

6,000,000

5,199,990

12,000,000

14,000,010

9,999,990

11,000,010

9,999,990

101,199,960

750

5,040

34,640

30,996

6,600

78,066

8,000,010

6,999,990

6,400,740

6,400,030

6,005,040

5,234,630

5,230,986

12,006,600

14,000,010

9,999,990

11,000,010

9,999,990

101,278,026

31,999,990

28,000,010 25,599,260 25,599,970 23,994,960 20,765,370

20,769,014

47,993,400

55,999,990 40,000,010

43,999,990 40,000,010

404,721,974

31,999,990

60,000,000 85,599,260 111,199,230 135,194,190 155,959,560 176,728,574 224,721,974 280,721,964 320,721,974 364,721,964 404,721,974

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