1-2 Introduction 3- 4 Methodology 5- 6 Market Research 7 -8 Smart Aims/Objectives 9-10 Next: situation analysis 10-11 The competitive marketplace 12 -13 Asos: competitor profile 14 -15 Marks & Spencer: competitor profile 16- 17 Macro Trends 18 -19 STEEPLE 20 -21 STEEPLE: Effect on Next & analysis 22 -23 Target consumer 24 -27 Kate, Adam, Hannah 28 - 29 Perceptual map 30 -31 Pen portrait 32 -35 SWOT 36 -41 The Share Button 42 -47 Interactive Wishlists 48 - 53 Festive Changes 54 - 55 Success Metrics 56 -59 Time Implementation 60 -61 Conclusion
Ella Josey N0573593 Word Count: 3803 Excluding certain models
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This report requires taking a heuristic and somewhat critical approach to the way in which Next present their online offering to the consumer. The aim, put simply is to generate more sales through the Next app. Through research, three underlying weaknesses or possible improvement areas have been identified. It is clear that in order to drive sales through the Next app these three main areas of weakness must be transformed into goals. These goals lie at the forefront of each proposal idea in order to draw in more consumers and build better relationships with them. The goals are as follows: 1. To increase awareness & usage 2. To prompt purchase to increase sales 3. To create an emotional connection with the consumer
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The purpose of our research was to: - Establish the main channel in which Next is consumed - Understand who the real Next ‘app’ consumer is - Understand wholly the behaviors and usage of those who shop online - Gage why consumers choose desktop over application The research gathered, both primary and secondary was imperative to the understanding of the way in which users consume all e-commerce products and brands. (The behaviours that they display; frequency of use, their preferred device platform etc.) For example; The Survey monkey online questionnaire asked consumers: ‘Do you interact with multiple channels when shopping for a brand? (E.g. use their website, app and follow them on social media)’. 57.48% of consumers said that they did interact with brands on multiple platforms, which suggested that intertwining social media activity with the Next app may help to encourage sales. This idea formed the basis of the Prompt purchase aim, which then formed the proposal ideas regarding an interactive wish list with social media and a share button.
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Primary Research:
Survey Monkey online questionnaire: 262 responses. Age span: 18-75+ Survey Monkey implement costs to view over 100 online responses. Meaning we only 100 responses to gage our findings. This research provided a wider population perspective, spanning a wider demographic and age range that we were not able to gage from the small focus group of 10. Ethnographic research: observing the usage of 5 individuals on the Next ‘app’ We observed 5 subjects who had never used the app before and tasked them with finding a particular item. We wanted to understand the extent of ease in this process and note any user hiccups to seek improvements. The average contact time for this search was 63 seconds. We found that this was the best method for discovering usability issues with the app and was the most unbiased research we collated. In depth interview/focus group: Qualitative in depth discussions carried out with 10 people in a focus group From this method we were able to gauge the most information about the channels by which users consume Next and why, the regularity of their online shopping behaviours and their favourite features about certain applications or websites.
Secondary research: App reviews
This involved looking at the app’s reviews in the Apple store. The Next app has received 4 stars from 81 reviews. However, this research was not as helpful as desired, as all of the written complaints had been corrected, so there was no room for improvements. 8.
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Specific
1. To increase awareness & usage (An interactive social experience and ‘sharing’ platform). 2. To create an emotional connection with the consumer 3. To prompt purchase
Measurable
Measure all methods of success by rate of increase of sales Measurable through increase in social media following, likes and analytics. Bounce rate and drop out points obtainable through google analytics. Amount of ‘app download’ promotional discount codes used. Conversion rate of app sales
Agreed upon
- The proposed ideas must fit Next’s identity. They must be feasible to undertake in terms of the expectations of the target consumer. The ‘festive changes’ idea under the emotional connection aim could face the issue of appearing too young for the brands image.
Realistic
- Financially obtainable goals need to be measured through specific budgeting and weighing up if the benefits outweigh the costs, eg. ‘App download’ and ‘refer a friend’ Discounting through idea 1 may pose as a financial issue if the discount means low levels of profit are made from each sale.
Timely
Share button: estimated time: 5 months Interactive wish lists estimated time: 6 months Festive changes estimated time: 5 months
actual time: 7 months actual time : 8 months actual time: 8 months
Because the actual time, is far longer than estimated. Each venture will be far more costly for Next to implement. This could mean that it may less feasible to carry out in terms of budgeting.
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Name: Next plc Founded in: 1864 Offering: Homeware, childrenswear, womenswear and menswear, Lipsy, and Label Mission: ‘To be the natural choice retailer in the UK for fashion aware men & women who expect style, distinction & quality from their clothing’ – Next website Core competencies: One of the core innovators with their Directory, and operational infrastructure - in which they were one of the first to offer Next day delivery and click and collect services. Weaknesses: Next have a weak social media presence in comparison with competitors, with an Instagram following of 422k, compared to Asos’s 5.4Million, Amazon’s 782K and Marks & Spencer’s 515K. They lack several important UX features such as a wish list, and a ‘let me know when its back in stock’ function. Survey monkey responses also showed that consumers thought the homepage was overcrowded and confusing.
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Of visits are on a mobile device
Active app users
Asos Annual report 2016
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Asos A list Asos ‘A list’ loyalty system allows consumers to collect points that eventually turn into Asos gift cards. The system is graded in terms of how much you spend and you can grow in the loyalty ranks, claiming greater benefits, the more you spend, this encourages loyalty and increased purchase.
Free delivery worldwide over £20 This encourages purchase and gives Asos massive edge over competitors, as no other major brand run free delivery without subscription. It also increases average basket value as it forces consumers to spend over the £20 minimum to claim free delivery.
Asos premium Asos offer a yearly subscription, meaning for £9.95 consumers can get free next day delivery and have a ‘premium’ status, this encourages loyalty and purchase as it gives convenience to consumers.
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£3.9bn Total clothing and home revenue 2016
£791.5m M&s.com sales 2016
£24.7bn Number of customers
M&S Annual report 2016
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Customer feedback Marks and Spencer run a pop up online customer feedback survey that allows consumers the chance to say what they would like to see on the M&S website and inform them of any user experience issues and bugs, so that they can improve the issues with a quick response time.
Inspire me Marks and spencer have an ‘inspire me’ section to their website with editors picks and blogger styling, making the brand more of a lifestyle website than a purchasing platform, this encourages sales as it promotes M&S products as recommendations, which is a generally more discreet way of pushing product.
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Changing attitudes: The millennials THE STATS: ‘Only 1% of millennials surveyed said that a compelling advertisement would make them trust a brand more’ – Forbes 2015. EFFECT ON NEXT: This means that the future Next consumer will fail to be greatly effected by Next’s marketing, therefore they will have to find other methods to encourage loyalty.
Polarised wealth THE STATS: ‘Over three decades, London has seen an 80% increase in poor households, an 80% increase in wealthy households – and a 43% decrease in middle households’. – TheGuardian.com 2015 EFFECT ON NEXT: Less disposable income for middle class families = less non essential items purchased = Less sales.
Resource Scarcity & sustainable business THE STATS: Resource scarcity and co2 emissions from big businesses will negatively effect the planet in the recent future, it is a massive issue that concerns both ethical consumers and the government. EFFECT ON NEXT: Next state that in 2015-16 their practise left ‘191,127 tonnes of CO2 in the atmosphere’’. They currently produce 4x the amount of co2 that Asos do. The UK government apply charges for resource wastages and high carbon emissions levels.
The steeple analysis has highlighted these three macro trends as major issues and changing behaviours...
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STEEPLE
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Attitudes of millennials are changing. ‘Only 1% of millennials surveyed said that a compelling advertisement would make them trust a brand more’ – Forbes 2015. This desensitization means brands have less power over the upcoming generation of consumers. Technological advancements such as augmented reality and the recent ‘Amazon Go’ shop which allows you to walk out of the shop without a purchase transaction puts pressure on brands to keep up to date. Polarised wealth is becoming an increasing issue. ‘Around 36% of London households are now classified as poor (up from 20% in 1980)’ – TheGuardian2015 Big Business contributes thousands tonnes of c02 into the earths atmosphere which is a major concern for ethically minded consumers and the government, who place c02 restrictions by law on businesses that they must comply to. ‘Brexit’ may make international shipping difficult due to taxes and quotas that may later be applied. The ‘data protection act’ means that consumers have the right to: ‘stop direct marketing usage’ ‘to have data corrected and destroyed’ and ‘The right to claim compensation for any breaches of this act.’ – Dewing, linkedin.com
Child labour and ethical trading has become an increasing concern for consumers when considering major fashion companies. After panorama’s public exploitation of Primark, some consumers are sensitive to only purchasing in stores they deem extremely ethical.
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This means, that in 10-20 years time, Next’s consumer will be desensitized to their marketing. This may result in Next having to invest heavily in their technological advancements to entice consumers instead of the conventional marketing methods used today.
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In order for Next to keep up with competitors Amazon and Asos’s advanced technology -they would have to invest heavily in R+D to develop new and different innovations, which they may struggle with, being a much smaller brand with a lower profits.
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This has a negative effect on Next as it means that middle class consumers have less disposable income to spend on luxuries such as homewares and clothing. Although Next’s sales continue to rise year on year – it does not mean that polarised wealth will not become a bigger issue in years to come.
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Next state that in 2015-16 their practise left 191,127 tonnes of CO2 in the atmosphere ‘which is a 3% reduction on the previous year’. Despite this, Next are far from carbon neutral, when compared with Asos, whose co2 emissions are only 44,331 tones, we can see that Next produce over 4x the amount of co2 as Asos do. Hearing this may make ethically minded consumers very wary about shopping at Next.
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Britain leaving the EU will have detrimental effects in the future on Next’s international sales resulting in lower profit margins due to import taxes. This means that Next have to be careful about the ways in which they store customer information and data, the time frame in which they can email and contact consumers, and be careful about the passing on of data – or they could face serious prosecution which could result in a bad reputation and the loss of hundreds of thousands of pounds. Next state clearly on their website that they are members of the Ethical Trading Initiative. They also regularly audit their factories for any unethical behaviour. In 2015 88% of their factories were audited. This therefore should have no major effect on Next as a brand.
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Most of the problematic issues such as co2 emissions, polarized wealth and desensitized millennials will not take immediate effect on Next, but will become particularly prevalent in the next 10-20 years. The only immediate effect will be Brexit trading taxes, which may injure Next if they lose out on online international customers, as import taxes may drastically increase.
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The primary research conducted displayed many different types of consumers within Next, with a shockingly wide age span. Survey Monkey results showed that 80.61% of participants from all the age range segments (from 18-75+) had previously purchased from Next. The actual age range is 25-45. This can age range be estimated most accurately because the 25-45 year old participants in the in depth interviews conveyed a stronger sense of loyalty and repeat purchase than others. Because of the broad nature of this range, instead of simply having one target consumer; there are three. The three target consumers are broken up into three different positions which are graded in terms of both loyalty and age, every consumer is also graded in terms of how susceptible they will be to each UX aim/objective:
1. The customer intention: the customer of average age of 35, this is Next’s most loyal customer (Aim 3: to prompt purchase and create a more interactive experience – will be most effective on this consumer) 2. The customer acquisition: The customer average age of 45, this is the customer that Next wants to grab more attention from. (Aim 1: to increase awareness and usage – will be most effective on this consumer) 3. The emerging consumer: the customer average age of 25, this is Next’s new found customer that Next need to capture in order to keep for the upcoming years. (Aim 2: to create an emotional connection – will be most effective on this consumer)
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This is Adam, Next’s customer intention. Next already have Adam as a loyal customer and he’s a premium Next account holder, meaning he gets the directory before anyone else and also has prior access to sales. Adam is 35, with a three year old daughter Maisie. He lives in Coventry with his girlfriend; Lucy. Adam loves Next as he can visit with his family, finds clothes for himself, his home, his daughter and his girlfriend all in one place.
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This is Kate, Next’s consumer acquisition. Although Kate occasionally shops in Next, she makes a habit out of shopping at Next’s competitors such as Marks and Spencer, Asos, and occasionally more upmarket stores such as Reiss. Kate doesn’t feel loyal to Next, which is probably due to a lack of connection.
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This is Hannah, Next’s emerging consumer. Hannah is 24 and a primary school teacher from Bournemouth. She has recently discovered that Next is great for comfortable work clothes, as her job requires her to be very active. While Hannah likes the clothes in competitors stores such as Marks & Spencer, she feels they are targeted at the slightly older woman. She thinks work clothes in H&M and Topshop just aren't practical enough for her everyday routine. Hannah uses her phones constantly. She would always choose using an app over desktop because of the convenience.
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High awareness/Popularity of brand
Highly advanced technologically
Low awareness/ Niche brand As you can see from Next’s positioning, they are central in terms of technological advancements, although their website does offer a great operational service in terms of next day delivery and click and collect, they fall down in other elements such as the failure to provide some of the basic features such as, loyalty schemes and the wish list function. They also fail to keep up with competitors such as Amazon in terms of technological innovation.
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- -The share button prompts purchase Prompting consumers to share or recommend items to friends is a cheap method of ‘friend referral’ for Next, meaning Next amass more customers
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Facebook users who received an invite to view the item may treat it as ‘spam’ mail
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Although other retailers have a function where you can share to social media, none have the function to send directly into a Facebook personal message, which makes Next appear innovative.
- Some other brands already have the function to share items via social media, so it may not be as successful in prompting purchase if a consumer already knows the function exists elsewhere.
Analysis : The risks for this idea are minimal, and the strengths provide much opportunity for app growth.
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-Linking with Facebook makes the brand appear current - The share button prompts purchase The added wish list function reminds consumers of items they like, so when revisiting they are reminded of them, thus increasing their chances of purchase.
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Facebook users who received an invite to join the app may treat it as ‘spam’ mail and therefore view the brand negatively/become annoyed with the brand. - friends may reject the idea of viewing the wish list if they are forced to download the app, there are also restrictions for some users with small memory space, which may prevent download. -
Increases awareness of app as it forces friends to download the app to view the wish lists, the friends may then see products they like and be converted to customers.
There is always the threat of Facebook becoming old and outdated – or having bug issues which may result in the links failing to work. Using an external program that is out of Next/s control can be risky for their brand image if failures occur.
Analysis: The threats and weaknesses in this idea are insignificant in comparison to the potential opportunities for profit and new customers, if Facebook for example did become old and outdated, Next could simply apply the same method to another form of social media, and only a small amount of consumers may not be willing to download the app to see what a friend has sent them; especially if its for a gift.
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- The discounts involved with the Christmas calendar will encourage higher levels of spending and increased average basket value. - Giving away too many discounts may reflect negatively on the brand - Discounting may impact profit and cash flow levels severely - Loyalty increase may result in stronger awareness through word of mouth - The idea can be easily copied and other brands may give away larger discounts
Analysis: Although the impacts on profits and cash flow may be a major disadvantage and risk to Next due to the discounting nature of the calendar, however, the amount of revenue it could bring in, in terms of loyalty is high, also, the predicted increased expenditure should result in this not posing as a major problem.
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Aim: To increase awareness & usage
The idea, is to increase app usage by encouraging users to share items with friends using social media. This will be achieved by implementing share buttons that connect with social media for both single items and wish lists. The buttons, when selected, will provide a direct link to Facebook and give the consumer the option to send a personal message about the item (including a link) to friends. Not only does this increase awareness as more people are receiving the brand, but it also prompts purchase, as it’s a personalised recommendation by a friend. Nielsen tells us that ‘People are 4 times more likely to buy when referred by a friend’ referralsaasquatch.com, this proves that the referral system is highly effective, and suggests that it will provide a high conversion rate. 40.
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Kate is the perfect consumer for this aim as it will increase her awareness of the app and encourage her to shop more at Next.
Prompting purchase: Sharing styles through social media User Journey: 1. Kate is browsing at clothes By the price button, she is offered the option to ‘share with friends’. 2. She clicks on the link. If she is connected to Facebook, a typed message is already set up, and Kate can chose who, out of their entire friend list to send it to. For example: ‘Hi Jacquie, i saw this dress and thought you might like it!’ 3. She has the option to retype a personal message or send the pre typed one. 4.The friend clicks the link to the item and is asked to download the app to see the item 5. The friend follows the steps and downloads the app, views the item and makes the decision to purchase or not. The probability is that the friend will keep the app and browse at other items whilst looking at the recommended item.
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Aim: To prompt purchase. This idea stems from the aim to prompt purchase. The idea is, that Next create a wish list service to allow account holders to store their favourite items in one place for future purchase. The introduction of a Facebook share button will be added, with the same functionality as the button featured in idea 2 . Adam will have the option to share his wish list with family and friends, this way, he can show his family and friends what he wants to receive for occasions such as birthday and Christmas, or even valentines day. This way, Next benefits, as the items suggested to friends are exclusively from Next and no other store, meaning Next take all the sales. If Adam’s friends or family decide to buy something for Adam from his list, it will be removed from the list that has been linked to them so that no one else he has sent it to will buy it for him. However, Adam will not be able to see this as it will not be taken off on his personal Next account, meaning he wont find out what has been bought for him until the big day.
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Adam: consumer intention. Adam is perfect for this aim, as he is already fully loyal to Next so would benefit most from this
Here’s Adam’s user journey: 1. Adam is browsing his wish list. 2. He notices a button saying ‘share this wish list with friends’ 3. He clicks on the button and is taken to a page where he is asked to log into his Facebook account. When he is in, a typed message is already set up, and Adam can choose who, out of his friend list to send it to. For example, if Adam’s wish list is called ‘Adam’s birthday wish list’, the pre-typed message will appear: 4. He has the option to retype a personal message or send the pre typed one. 5. The friend clicks the link and is asked to download the app to see the item. 6. The friend follows the steps, downloads the app, and views the item. The friend then purchases the item, and it is removed from the wish list that is sent to all of Adam’s friends.
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Adding ‘festive changes’ involves giving back to Next consumers with rewards such as discounts and vouchers that are exclusive to only app users. Discounting at specific times of the year such as holidays avoids the ‘discount culture’ that can often be attached negatively to brands. For example, giving a £5 voucher on an Next account holder’s birthday will make the customer feel special, and will offer them a personalised experience, therefore their loyalty will grow. The proposed idea for the app is a Christmas ‘lucky dip’ calendar that lasts 12 days. The elements of excitement and surprise lie in the nature of the ‘lucky dip’ – as the consumer will never know what they will receive until they play. For each of the 12 days the customer receives a special discount code, but will have to keep playing every day to reach higher rewards, this means that; the customer will have prolonged contact time with the app, and they will be actively seeking items that they can purchase in order to utilise their special discounts. This will aim to result in the consumer spending more, therefore making enough revenue from sales that the small percentage discounts do not impact sales turnover.
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It’s imperative for Hannah to gain loyalty whilst still in the discovery stage, as she could be loyal to Next for the next 20 years.
1. Hannah opens the app 2. She see’s the 12 days of Christmas discount calendar lucky dip on the Next homepage 3. She clicks the ‘lucky dip’ button 4. Once she has clicked the lucky dip, the boxes light up quickly in cannon as if choosing what box she will receive 5. She receives her prize, an example of one of the prizes she could receive is a £5 voucher when she spends over £30, 20% off shoes etc. 6. She receives a unique code that allows her to enter her discount at checkout, this unique code will allow Next to measure how effective the lucky dip is, as it will be able to see the exact number of discounts applied 7. If Hannah has her pop up app notifications turned on, will be notified the Next day that she can take another lucky dip discount gamble, if not, she will be emailed anyway, this process continues for the entirety of the 12 days.
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Effectiveness can be measured through: Share button 1. The amount of button clicks, through Facebook analytics. 2. Clicks on the invite message, again measured through Facebook analytics. 3. Any increases Next’s sales revenue although this does not provide a definitive cause and effect like analytics. Interactive wish list 1. How many items are removed through purchase from the wish list 2. How many people download the app following the link, Facebook analytics Festive changes 1. Amount of unique discount codes used 2. Increase in basket value 3. Increase in app downloads
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The shortest design time of only 7 months
Time taken is longer than originally estimated which was 5 months, but time needs to be allocated for the implementation of the share button under every item on the website.
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Functions such as market analysis and preliminary development of wireframes can be done at the same time to save time and reduce costs.
This design will take 8 months as the ‘item removing link’ needs to be tested for effectiveness which is a very complex action as a different code will need to be applied to each link.
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This design will take a 8 months due to the process of testing each and every different discount code and applying the more complex and interactive wireframe.
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Changing and adapting Next’s online experience in these three simple ways will make Next appear more current and make the service received simpler, and more enjoyable for the consumer. Constructing the app so that its easier to share via social media (by both the share button and interactive wish list functions) will create a sense of ease for the consumer, resulting in more frequent app visits. This gives a higher chance of purchase, making it easier for Next to generate more sales. The festive changes calendar will attract the emerging consumer, helping them create a sense of loyalty to Next. This, in turn, will also lead to escalated purchasing, and therefore higher sales revenue
Appendix
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Declaration I have read the Ethical Guidelines and Framework for Research and Practice Undertaken by Students. I confirm that the above named investigation complies with published codes of conduct, ethical principles and guidelines of professional bodies associated with the research discipline. Name of student: ……………………………………………………………………………… Signature of student ………………………………………………………………………………. Signature of supervisor/module leader ……………………………………………..……………………… …..………. Date ………………………………………………………………..