Group Project - Fashion Brand Analysis
Ellie Smith (201227785) Amy Hewitt (201231496) Sophie Jay (201234032) Jemima Plume (201208421)
CONTENT PAGE
Introduction 3 Brand Identity & History 4 Research Methods 6 Target Market 7 Values 8 Benefits 9 Current marketing environment 10 Global Economic & Consumer Trends 11 The Issue 13 The Resolution 15 Conclusion 17 Reference List 18 Figure List 20
Figure 1: GRL PWR (@nastygal, 2019)
INTRODUCTION
Figure 2: Girls Girls Girls (@nastygal, 2019)
The market for online fast-fashion brands is becoming increasingly saturated, and so in order to remain successful in such a competitive market it is crucial for brands to maintain their values and thus a strong brand image. This report serves as an analysis of the fast-fashion e-tailer brand Nasty Gal, which was once named the “fastest growing retailer” (Amoruso, 2015, p.1), but in recent years has failed to retain that title due a significant issue that will be explored in this report. Nasty Gal owes its initial success to the power of “word of mouth” (Kim, 2012) and viral marketing, and thus as the b r a n d i s p r e d o m i n a n t l y o n l i n e , t h e r e w i l l b e a f o c u s o n t h e b r a n d ’s use of social media as their main marketing platform.
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Figure 3: Sophia Amoruso (BoF Team, 2017)
Figure 4: Anais Gallagher (Bayley, 2018)
B R A N D I D E N T I T Y & H I S TO RY N a s t y G a l h a s a v e r y s t r o n g b r a n d i d e n t i t y, w i t h a c l e a r a n d d i s t i n c t vision, including the logo that is known and recognised all over the world. The colours of their website features mainly white, black and pink and is consistent with their packaging and all over their social media too. They heavily promote feminism and the support of women, which is why many girls identify themselves with the brand. It is a store that is recognised along with other e-tailer stores such as Boohoo, Missguided and Pretty Little Thing, which are growing inc r e a s i n g l y m o r e p o p u l a r d u e t o t o d a y ’s c h a n g i n g c o n s u m e r t r e n d s and fast fashion environment. They are also associated with sustaina b i l i t y a s t h e y o ff e r a s e r v i c e o n t h e w e b s i t e w h e r e y o u c a n r e t u r n unwanted clothing and swap them for discounts, therefore reducing t h e i m p a c t o f f a s t f a s h i o n . T h i s d i ff e r e n t i a t e s t h e m f r o m o t h e r c o m p e t i t o r s a n d g i v e s t h e m a s t r o n g e r b r a n d i d e n t i t y. 4
Figure 5: Woman in fluffy coat (Allthegoodgirlsgotoheaven.com, no date)
Sophia Amoruso was a community college dropout, she started a shop on eBay and called it ‘Nasty Gal’ after the 1975 album started
by by
Betty
Davis.
selling
“She
vintage
clothing, she would find $8 Chanel
Jackets
and
sell
them for up to $1500” (Amoruso, 2014, p.276). Sophia outgrew the eBay account as competitors started flagging the page and she decided to start her own website called ShopNastyGal.com, and she used her Myspace account to gain a loyal following and was very interactive with her customers (Perlroth, 2013). This is still very prominent with her brand today and still stands by these values. “As of 2014, she was the CEO of a $100 million plus business with a fift y - t h o u s a n d - s q u a r e - f o o t o ff i c e i n L o s A n geles, a distribution and fulfilment centre in Kentucky and 350 employees” (Amoruso, 2014, p.4). HIGH PRICE POINT
TRENDY
Figure 6: This Study, 2019
CONTEMPORARY
LOW PRICE POINT
5
RESEARCH METHODS The
market
for
online
Figure 7: Clueless Film (Pinterest, no date)
fast-fashion brands is becoming increasingly saturated, and so in order to remain successful
in
such
a
competitive
market it is crucial for brands to maintain their values and thus
a
strong
brand
image.
This report serves as an analysis of the fast-fashion e-tailer brand Nasty Gal, which was once named the “fastest growing retailer” (Amoruso, 2015, p.1), but in recent years has failed to retain that title due a significant issue that will be explored in this report. Nasty
Figure 8: Questionnaire - This Study, 2019.
Gal owes its initial success to the power of “word of mouth” (Kim, 2012) and viral marketing, and thus as the brand is predominantly online, there will b e a f o c u s o n t h e b r a n d ’s u s e of social media as their main marketing platform.
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Figure 9: Prom Dress Option 1(Fashiongonerogue.com, 2016)
TA R G E T M A R K E T
Figure 10: Prom Dress Option 2(Fashiongonerogue.com, 2016)
Their target market is women in their late teens or early mid twenties, and is s u p e r b o d y c o n f i d e n t . “ S h e ’s i n t o f a s h ion but her taste doesn’t just apply to what she wears: It applies to food, inter i o r d e s i g n a n d t r a v e l ” ( Ts u i , D . 2 0 1 2 ) . She will probably be a student due to t h e h i g h d i s c o u n t t h a t i s o n o ff e r a n d will be very active on social media. There are many influencers who promote Nasty Gal and many women are inspired and admire by these influencers, which Nasty Gal use to their advantage.
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Figure 11: Nasty Gal Shoot 1(Fashiongonerogue.com, 2013)
VA L U E S Nasty Gal has always had very distinct set of values that have run
throughout
the
business,
even when Sophia stepped down as
CEO.
They
are
all
about
female empowerment, and their mission is to help women succeed on their own terms. “I knew my customer and knew what they liked, because I was my custome r,
I
listened
to
n e s s i n s i d e r. c o m ,
them” 2014).
(busi“Nasty
Gal is all for gals who know how Figure 12: Nasty Gal Shoot 2(Fashiongonerogue.com, 2013)
to own it, and have the confidence
to
just
be
them-
selves”(nastygal.com, n.d.). This is
important
for
women
these
days as there is a very damaging e ff e c t t h a t s o c i a l m e d i a h a s o n young
women,
and
Nasty
Gal
promotes positive values such as female empowerment and sust a i n a b i l i t y, w h i c h i s v e r y i m p o r tant for a brand these days.
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Figure 13: 50% Off Everything ad (Milled.com, no date)
BENEFITS Nasty Gal is a global online for
destination
fashion-forward,
free
thinking
The
girls.
strategy
of
Nasty Gal is imperative to their success and
is
the
reason
why they are so popu l a r. T h e y u t i l i s e t h e e-commerce
indus-
try as it lets everyone
access
product
due
their to
a
large
online
pres-
ence.
They
use
social
media
influ-
encers their
to
promote
brand
with
m a j o r d i s c o u n t s , f o r e x a m p l e t h e i r ‘ 5 0 % o ff e v e r y t h i n g ’ c o d e e n c o u r a g es consumption. They are also very active on Instagram in order to a p p e a r r e l a t a b l e a n d b u i l d a s t r o n g r e l a t i o n s h i p w i t h t h e i r c u s t o m e r. They also use direct marketing through email, by alerting customers of new-in items, sales or discounts, they also do this through the use of app alerts. This heavily involves the customer and appeals to a younger target market.
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Figure 14: Vintage Shoot (Williams, 2019)
CURRENT MARKETING ENVIRONMENT Current consumer trends have evolved over the years since Nasty Gal first established themselves as a brand. One of the most predominant shifts in consumer behaviour and in the current economic market is that of the change in preference from brick and mortar stores to online shopping, which in turn has led to the success of e-commerce stores which solely operate online and successfully cater to and attract the younger generation of consumers. “at the end of 2018, e-commerce was 20% of all retail sales” and there was a “36% increase in store closures since the end of 2017” (Deloitte, 2019).
This change in consumer behaviour
has allowed Nasty Gal to gain a competitive advantage within the new and emerging e-tailer space as they have already established their position, allowing them to successfully target their target audience against other high street brands who are seeing a decrease in sales within their b r i c k a n d m o r t a r s t o r e s . A c c o r d i n g t o B o o h o o ’s c h i e f f i n a n c i a l o ff i c e r, t h e Nasty Gal and Boohoo brand “was continuing to benefit from the shift to online shopping”, seeing a 22% increase in profits (The Guardian, 2018). Therefore, this proves that these modern changes in consumer trends has had a positive impact on online brands such as Nasty Gal. Another major shift in consumer trends is due to the current pressure and uncert a i n t y o f B r e x i t w h i c h a ff e c t s c o n s u m e r s a l l a r o u n d B r i t a i n a n d t h e r e s t of Europe. In 2018, the uncertainty around this this means that consumer confidence fell, allowing them to remain cautious and to become expecta n t o f c o n s t a n t d i s c o u n t s a n d s a l e s t o m o t i v a t e t h e i r b u y i n g b e h a v i o u r. Therefore, brands and companies have seen a decline in sales within this current economic environment and so have been increasingly under p r e s s u r e t o o ff e r p r o m o t i o n a l d i s c o u n t s i n o r d e r t o a t t r a c t c u s t o m e r s a n d increase profit. Nasty Gal have accommodated this change to their cons u m e r s ’ m i n d s e t s a n d s o c o n s t a n t l y o ff e r p r o m o t i o n s a n d d i s c o u n t s a n d other incentives, such as free returns, to encourage customer buying behaviour and increase their confidence. 10
Figure 15: Spring Shoot (Williams, 2019)
GLOBAL ECONOMIC AND CONSUMER TRENDS Nasty Gal is operating within a highly competitive and highly saturated marketing environment, seeing perfect competition from other e-commerce brands such as Pretty Little Thing and ASOS. Due to a recession i n c o n s u m e r b u y i n g b e h a v i o u r, i t c a n b e c o m e c l e a r t h a t i t i s c r u c i a l f o r b r a n d s t o a p p e a l t o t h e i r t a r g e t c u s t o m e r s a n d m a r k e t e ff e c t i v e l y t o reduce competition and increase barrier to entry towards other retail brands. It is important for modern brands to utilise their online presence in order to attract their young target market and to build a strong relationship with their consumers in order to stay competitive within their micro environment against other brands and retailers. This can be shown within Nasty Gals’ current marketing strategy as their business is “built on the web interaction of shoppers and customers” (Thomas, 2 0 1 3 ) . To s u c c e s s f u l l y m a r k e t t h e i r b r a n d , i t i s a p p a r e n t t h a t N a s t y G a l utilise the use of social media marketing, building upon the use of digit a l c a m p a i g n s o n p l a t f o r m s s u c h a s Tw i t t e r, I n s t a g r a m a n d F a c e b o o k . This strategy of marketing their brand directly from business to consumer has proved successful since the launch of Nasty Gal and can further be seen through the statistics and figures. For example, in 2013, “the brand sold 93% of its inventory at full price” (Croud, 2013). Thus, connoting the idea that the way the brand utilises various social media platforms in the current marketing environment has proved succ e s s f u l a n d e ff e c t i v e . A n o t h e r t r e n d i n t h e c u r r e n t m a r k e t i n g e n v i r o n ment is that of directly targeting and contacting customers via email, whereby brands such as Nasty Gal advertise sales promotions and new p r o d u c t l i n e s d i r e c t l y t o t h e i r m a i n t a r g e t a u d i e n c e . T h i s i s a n e ff e c t i v e way of modern marketing as it instantly reaches their customers attention, thus encouraging them to purchase directly from their online stores. 11
Figure 16: Andrea Lowden (Nasty Gal, 2018)
Ansoffs Matrix: A n s o ff s m a t r i x i s a p l a n n i n g t o o l u s e d b y brands all around the world to help determine how to strategies their product and market growth. In relation to Nasty Gal and their re branding under the new management of Boohoo, they have established
themselves
horizontally
as
they sell directly within the same market in
order
to
attract
the
same
target
market of consumers.
Brand Onion: On their social media, they
show
powerful things
images
women
to
girls
into
motivate working was
and and
hard,
how
tance of being a strong and
B
which
the
and girl power with the imporpowerful individual.
nd in Actio Bra n
of
inspire
All about promoting positivity
CEO
n ra
d Persona
lit
a n d Va l u e Br s
y
Sophia Amoruso got her brand to be so successful. They also commonly
use
the
Essence
hashtag
# n a s t y g a l s d o i t b e t t e r.
They Personality is fun and creative, they
love
fashion
and
they
aren’t afraid to stand out from the crowd. They are witty and enjoy life. Figure 17: This Study, 2019
offer
fashion
forward
clothing at an affordable price. They also promote sustainable fashion
by
using
recyclable
materials, and having an option for customers to send in their old
clothes
discount for it.
and
receive
a 12
THE ISSUE Nasty Gal encountered several issues before it filed for bankruptcy in 2017 (Sharf, 2017). The major issue was the the rapid expansion of the brand leading to it encountering further problems regarding the financial s t a b i l i t y o f t h e c o m p a n y. T h i s w a s p r i m a r i l y d u e t o a l a c k o f t h o r o u g h planning and knowledge of overheads (George-Parkin, 2017). Nasty Gal was the victim of its own success, poor decisions on aspects such as the s i z e o f t h e w a r e h o u s e s u t i l i s e d a n d l o c a t i o n o f h e a d o ff i c e m e a n t t h a t overheads were too high for the costs and scale of the brand. This led to financial instability and the decision that price rises needed to be implemented along with cuts to certain provisions (Sherman, 2017). This led t o N a s t y G a l n o l o n g e r b e i n g p e r c e i v e d a s a n a ff o r d a b l e b r a n d , l e a d i n g to a loss of customers and sales as the brand was no longer competitive in the market. Furthermore, these cuts took place to aspects of the brand such as the marketing budget, which meant Nasty Gal didn’t have the resources to actively promote to a larger reach (Li, 2017). For this reason, the rapid expansion of the brand proved to be an issue as the lack of c l e a r f i n a n c i a l p l a n n i n g l e a d t o k n o c k - o n e ff e c t s t h a t d e m o n s t r a t e d t o b e costly for Nasty Gal. Another issue Nasty Gal faced was the movement towards brick and mortar stores. Prior to the opening of two stores in California, Nasty Gal only operated as an e-commerce outlet. The two stores led to the brand beginning to be perceived as a high street store by many customers, before the bankruptcy speculating where Nasty Gal would next open ( Te m p e s t a , 2 0 1 7 ) . T h i s t h e r e f o r e l e d t o a l o s s o f b r a n d i d e n t i t y w i t h c u s t o m e r s p e r c e i v i n g t h e c o m p a n y d i ff e r e n t l y a n d a l s o a d d e d t o t h e b r a n d s increasing overheads. This therefore created many issues as additional management was needed leading to further costs and contributed to the financial failure of Nasty Gal becoming unprofitable. Furthermore, Nasty Gal failed to adapt to the changing fashion market. This was a major issue for the brand as it was stated by many that the founder (Amelia Amoruso) chose styles that she personally favoured inFigure 18: UK Street Style (Williams, 2018)
13
stead of what was on trend and therefore not following the advice and knowledge of the buying team (White, 2017). This subsequently led to a loss of sales as the brand wasn’t reaching the mass market by staying up to date with what competitors were selling. This led to a loss of customers due to the failure to remain on trend and fashion forward. For this reason, the brand didn’t successfully adjust its product mix to the grow-
ing market, which proved to be a major issue
f o r t h e c o m p a n y, l e a d i n g t o t h e m b e c o m i n g l e s s profitable (White, 2017).
Nasty gal was founded as a source of female empowerment and was associated with the GirlBoss book written by the brand founder Sophia Amoruso (Amoruso,
2014).
The
brands
values however were questioned by a series of lawsuits, for example the termination of employment contracts, leading to increased focus and scrutiny on the brand (White, 2017). Furthermore, this lead to many
employees openly discussing
the internal toxic nature of the
c o m p a n y, w h i c h l e a d t o n e g a t i v e p r e s s .
This was problematic as customers began t o q u e s t i o n t h e b r a n d ’s c o r e v a l u e s , l e a d ing to a loss of sales and failure to live up to the values they were promoting.
There was therefore a series of issues that NastyGal faced before filing for “Chapter
11 ”
bankruptcy
(George-Parkin, 2017).
in
2017
Figure 19: Taylor LaShae (Williams, 2018)
14
THE RESOLUTION I n 2 0 1 7 , t h e r i g h t s t o N a s t y G a l ’s i n t e l l e c t u a l p r o p e r t y w a s a c q u i r e d b y Boohoo.com for £20 million (George-Parkin, 2017). The e-commerce c h a i n d i d n ’ t p u r c h a s e t h e n o n - p r o f i t a b l e o p e r a t i o n s o f t h e c o m p a n y, s u c h as the warehouse, but instead the social media platforms and brand name (George-Parkin, 2017). The acquisition lead to the operations of the brand being split between the UK, in Manchester and Los Angeles in line with the other fashion outlets owned by the group, Boohoo and PrettyLittleThing (Sherman, 2017). Furthermore, Nasty Gal was restructured and brought in line with the other brands part of the Boohoo group allowing the brand to remove unprofitable and costly parts. This resolution was successful for Nasty Gal as it allowed the brand to rapidly bring new clothing to market, in line with the other two leading fast fashion brands. When nasty gal was acquired by Boohoo the two the unprofitable brick and mortar stores were shut (Stiegman, 2017). This returned Nasty Gal b a c k t o o p e r a t i n g a s e - c o m m e r c e r e t a i l e r. T h i s h a s h a d p o s i t i v e i m p a c t s for the brand as it led to greater financial stability with the brand focusing solely on online operations. It has had further positive impacts as Nasty Gal is now perceived as a place where customers are able to buy the latest fashion trends online. Furthermore, Nasty Gal runs pop-up stores in popular shopping areas such as Carnaby Street (Hendriksz, 2017). This brings greater awareness to the brand and provides greater customer interaction. These pop-up stores are also strategically positioned in areas where a younger demographic is located, taking the comp a n y d i r e c t l y t o t h e c u s t o m e r. Following the acquisition of Nasty Gal the brand heavily utilised advertising campaigns and social media to bring greater brand awareness and exposure to the brand. The greater advertising budget allowed the brand to target the younger fashion focused, trend-led demographic. This was positive and lead to a surge in sales moving away from the predominantl y v i n t a g e i n s p i r e d c l o t h i n g e n c o u r a g e d b y t h e p r e v i o u s o w n e r. G r e a t e r Figure 20: Emma Louise Connolly (Oloughlin, 2018)
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presence on social media and celebrity brand endorsements acted as a turning point for the brand. Nasty Gal gifted products to celebrities such as Hailey Baldwin and Kylie J e n n e r, l e a d i n g t o g r e a t e r b r a n d e x p o s u r e a n d u l t i mately led to an increase in sales (Rutherford, 2016). Furthermore, another part of the takeover to make the brand once again profitable was the lowering of price points (Goh, 2017). Price points were brought in line with the
other
fast
fashion
brands
PrettyLittleThing
and
B o o h o o . S t u d e n t d i s c o u n t w a s o ff e r e d a n d p r i c i n g strategies such as competition-based pricing and cash discounts were implemented, giving a greate r i n c e n t i v e t o b u y. T h i s l e d t o a n i n c r e a s e d amount of impulse purchasing and greater interest as the brand became a major competitor in the mass market. T h e v a r i e t y o f d i ff e r e n t m e a s u r e s u t i l i s e d b y t h e Boohoo group following the acquisition and restructure of Nasty Gal has seen a positive resolution to many of the issues the brand previously faced. In 2018, Nasty Gal earned revenue valued at ÂŁ24.4 million and a gross margin of 59.6% (boohooplc.com, 2018), proving that the strategies utilised were successful through changing the brands product mix.
Figure 21: Woman in white two-piece (Nasty Gal, 2018)
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Figure 22: Muse and Model (Williams, 2018)
CONCLUSION
As result of our research and analysis within this report, it is evident that Nasty Gal has benefited from becoming apart of the BooHoo group, however the brand still has a long way to go in terms of dominating the fast fashion market. Even the successful online fast fashion brands of today have the constant struggle to retain a strong brand image in order to keep hold of their customer base, and thus this may always be a battle for Nasty Gal as they are operating in such a competitive market. The brand has managed to alter their product line in order to c a t e r f o r t h e t r e n d - l e d c u s t o m e r, i n s t e a d o f t h e i r p r e v i o u s u n p o p u l a r v i n t a g e s t y l e . T h e r e f o r e , i n r e l a t i o n t o A n s o ff s m a t r i x , N a s t y G a l h a s r e a l i g n e d t h e i r b r a n d h o r i z o n t a l l y, m e a n i n g t h e y a r e n o w c o m p e t i n g i n t h e same trend-led and highly successful market of fast fashion giants BooHoo and Pretty Little Thing. If Nasty Gal were to continue earning a strong brand image and loyal customer base, perhaps one day they will also become a fast fashion giant. 17
REFERENCE LIST Amoruso, S. 2014. #Girlboss. London: Penguin Books. BooHoo Plc. 2018. boohoo.com plc - final results for the year ended 28 February 2018. [Online]. [Accessed 12 April 2019]. Available from: http://www.boohooplc.com/~/media/Files/B/Boohoo/reports-and-presentations/prelim-results-25-04-18.pdf?pdfdata=1 Businessinsider.com. 2014. 3 Rules Of Success That Made Nasty Gal A $100 Million Business. [Online]. [Accessed on 25 March]. Available from: https://www.businessinsider.com/how-nasty-gal-become-a-multimillion-dollar-business-2014-5?r=US&IR=T Croud. 2013. It’s all about being Nasty: An Ecommerce, Fashion Case Study. [Online]. [Accessed 20 March 2019]. Available from: https://croud.com/blog/croud/its-all-about-being-nasty-an-ecommerce-case-study/ Deloitte United Kingdom. 2019. Retail Trends 2019. [Online]. [Accessed 20 March 2019]. Available from: https://www2.deloitte.com/uk/en/pages/consumer-business/articles/retail-trends.html George-Parkin, H. 2017. Nasty Gal Sold to Boohoo, But Its Problems Aren't Over Yet. [Online]. [Accessed 18 March 2019]. Available from: https://www.racked.com/2017/4/26/15436930/nasty-gal-boohoo-store-credit-customer-service Goh, J. 2017. The #GirlBoss Wave. [Online]. [Accessed 19 March 2019]. Available from:https://stylesage.co/blog/the-girlboss-wave/ Hendriksz, V. 2017. Nasty Gal Set to Open First UK Pop-Up Boutique. [Online]. [Accessed 18 March 2019]. Available from: https://fashionunited.uk/news/retail/nasty-gal-set-to-open-first-uk-pop-up-boutique/2017102526455 Kim, E. 2012. From eBay Store to a $24 million Business. [Online]. [Accessed 19 March 2019]. Available from:https://www.inc.com/erin-kim/applicant-of-the-week-nasty-gal.html Li, Shan. 2017. Nasty Gal, once a fashion world darling, is now bankrupt. What went wrong?. [Online]. [Accessed on 13 March 2019]. Available from: https://www.latimes.com/business/la-fi-nasty-gal-20170224-story.html Nastygal.com. [no date]. About us. [Online]. [Accessed 25 March 2019]. Available from: https://www.nastygal.com/gb/page/about-us.html Perlroth, N. 2013. Naughty in Name Only. [Online]. [Accessed 25 March 2019]. Available at: https://www.nytimes.com/2013/03/25/technology/nasty-gal-an-online-start-up-is-a-fast-growing-retailer.html 18
Rutherford, C. 2016. #TheLIST Best Dressed: April 15, 2016. [Online]. [Accessed 18 March 2019]. Available from: https://www.harpersbazaar.com/celebrity/red-carpet-dresses/g7132/best-dressed-celebrities-041416/ Sharf, S. 2017. What Sophia Amoruso Learned From Nasty Gal's Bankruptcy. [Online]. [Accessed 12 March 2019]. Available from: https://www.forbes.com/sites/samanthasharf/2017/10/03/what-sophia-amoruso-learned-from-nasty-gals-bankruptcy/#6c7c52 614523 Sherman, L. 2017. Can Nasty Gal be Saved?. [Online]. [Accessed 12 March 2019]. Available from: https://www.businessoffashion.com/articles/intelligence/can-nasty-gal-be-saved Stiegman, K. 2017. Heartbreaking: Nasty Gal Stores Are Officially Closing. [Online]. [Accessed 12 March 2019]. Available from: https://www.seventeen.com/fashion/news/a45344/nasty-gal-closing/ Tempesta, E. 2017. ‘Not my problem she filed bankruptcy!' 'Girl Boss' Sophia Amoruso's Nasty Gal shutters BOTH of its stores as brand faces bitter backlash over unfulfilled online orders during 70% off fire sale. [Online]. [Accessed on 12 March 2019]. Available from: https://www.dailymail.co.uk/femail/article-4257624/Nasty-Gal-reveals-closing-stores.html The Guardian. 2018. Online fashion retailer Boohoo sees first-half profits soar 22%. [Online]. [Accessed 20 March 2019]. Available from: https://www.theguardian.com/business/2018/sep/26/online-fashion-retailer-boohoo-sees-first-half-profits-soar-22 Tsui, D. 2012. Tastemaker: Nasty Gal’s Sophia Amoruso Is Building an Indie Fashion Empire. [Online]. [Accessed 25 March 2019]. Available from: https://www.thecut.com/2012/08/tastemaker-nasty-gals-sophia-amoruso.html White, A. 2017. The real Girlboss: the rise and fall of Nasty Gal founder Sophia Amoruso. [Online]. [Accessed 25 March 2019]. Available from: https://www.telegraph.co.uk/tv/0/real-girlboss-rise-fall-nasty-gal-founder-sophia-amoruso
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FIGURE LIST Figure 1: @nastygal. 2019. Nasty Gal Instagram. [Online]. [Accessed 4 May 2019]. Available from: https://www.instagram.com/p/BtYnI7fl1Z2/ Figure 2: @nastygal. 2019. Nasty Gal Instagram. [Online]. [Accessed 4 May 2019]. Available from: https://www.instagram.com/p/BuFMCEQlWe6/ Figure 3: BoF Team. 2017. Careers Counsel | 4 Lessons From Nasty Gal, The Most Effective Way to Persuade Someone. [Online]. [Accessed 28 March 2019]. Available from: https://www.businessoffashion.com/articles/careers/careers-counsel-4-lessons-from-nasty-gal-the-most-effective-way-to-persuade-someone Figure 4: Bayley, L. 2018. Anais Gallagher proves she’s all grown up in brand new ad campaign. [Online]. [Accessed 4 May 2019]. Available from: https://www.hellomagazine.com/fashion/news/2018040459111/anais-gallagher-nasty-gal-coachella-collection/ Figure 5: Allthegoodgirlsgotoheaven.com. [no date]. Sabrina Nait & Stella Maxwell by Terry Richardson for Nasty Gal’s Fall 2012 Campaign. [Online]. [Accessed 4 May 2019]. Available from: http://www.allthegoodgirlsgotoheavenblog.com/basic-blog-mode/2014/2/16/diy-inspiration-weird-science Figure 6: This Study, 2019: Figure 7: Pinterest. [no date]. No title. [Online]. [Accessed 4 May 2019]. Available from: https://www.pinterest.co.uk/pin/109845678386458783/?lp=true Figure 8: Questionnaire – This Study, 2019. Figure 9: Fashionngonerogue.com. 2016. Nasty Gal Is Here With Your Alternative Prom Dress Options. [Online]. [Accessed 4 May 2019]. Available from: https://www.fashiongonerogue.com/nasty-gal-anti-prom-dress-2016-shop/ Figure 10: Fashionngonerogue.com. 2016. Nasty Gal Is Here With Your Alternative Prom Dress Options. [Online]. [Accessed 4 May 2019]. Available from: https://www.fashiongonerogue.com/nasty-gal-anti-prom-dress-2016-shop/ Figure 11: Fashionngonerogue.com. 2013. Anna & Valerija Hit The Road For Nasty Gal Shoot By Jason Lee Parry. [Online]. [Accessed 4 May 2019]. Available from: https://www.fashiongonerogue.com/anna-valerija-hit-road-nasty-gal-shoot-jason-lee-parry/ Figure 12: Fashionngonerogue.com. 2013. Anna & Valerija Hit The Road For Nasty Gal Shoot By Jason Lee Parry. [Online]. [Accessed 4 May 2019]. Available from: https://www.fashiongonerogue.com/anna-valerija-hit-road-nasty-gal-shoot-jason-lee-parry/ 20
Figure 13: milled.com. [no date]. No title. [Online]. [Accessed 4 May 2019]. Available from: https://milled.com/nasty-gal/50-off-literally-everything-fZF6k1rlP7xyohJk Figure 14: Williams, N. 2019. How to Wear Nasty Gal Vintage ft. Our Lead Stylist Keely. [Online]. [Accessed 4 May 2019]. Available from: https://blog.nastygal.com/style/2019/02/how-to-wear-nasty-gal-vintage-ft-our-lead-stylist-keely/ Figure 15: Williams, N. 2019. Start Fresh: Springtime Looks with Josephine HJ. [Online]. [Accessed 4 May 2019]. Available from: https://blog.nastygal.com/shop/2019/03/start-fresh-springtime-looks-with-josefine-hj/ Figure 16: Nasty Gal. 2018. Staff Picks: Andrea Lowden, Graphic Designer. [Online]. [Accessed 4 May 2019]. Available from: https://blog.nastygal.com/style/2018/12/staff-picks-andrea-lowden-graphic-designer/ Figure 17: This Study, 2019 Figure 18: Williams, N. 2018. Nasty Gals in the Wild: UK Street Style. [Online]. [Accessed 4 May 2019]. Available from: https://blog.nastygal.com/shop/2018/10/nasty-gals-in-the-wild-uk-street-style/ Figure 19: Williams, N. 2018. Meet Taylor LaShae, Our Ultimate Style Muse & Model Crush. [Online]. [Accessed 4 May 2019]. Available from: https://blog.nastygal.com/style/2018/10/meet-taylor-lashae-our-ultimate-style-muse-model-crush/ Figure 20: Oloughlin, A. 2018. Hot Damn: Summertime Looks with Emma Louise Connolly. Online]. [Accessed 4 May 2019]. Available from: https://blog.nastygal.com/style/2018/07/emma-louise-connolly-collab/ Figure 21: Nasty Gal. 2018. Get It Together: The 3 Sets You Need This Summer.[Online]. [Accessed 4 May 2019]. Available from: https://blog.nastygal.com/style/2018/06/get-co-ordinatedneed-this-summer/ Figure 22: Williams, N. 2018. Meet Taylor LaShae, Our Ultimate Style Muse & Model Crush. [Online]. [Accessed 4 May 2019]. Available from: https://blog.nastygal.com/style/2018/10/meet-taylor-lashae-our-ultimate-style-muse-model-crush/
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