Discovery Commerce for Millennial men by Emile Pestininkaite

Final Fashion Marketing Project ARTD3038 Emile Pestininkaite Student No. 25681796 BA Fashion Marketing & Management University of Southmpton

Marketing Mix

PART I

Product Price Place Promotion

Introduction Content marketing and Millennials

Financials

Business Opportunity Why to invest

Year 1 Plan Year 2 Plan Year 3

Content Marketing Trends Subscription Based Commerce Shoppable Content

34-37 38-39 40-41 42-45

47 48 48

Contingency planning 8-9 8-9 8-9

Risks Future Perspectives

49 49

Conclusion Conclusion

The Consumer Millennial Male Gadget Guru New Hipster

Appendix

10-13 14-17 18-21

Subscription services in numbers Integrated editorial commerce â&#x20AC;&#x2DC;LOHASâ&#x20AC;&#x2122; Segmentation Diffusion of Innovation Flat White Economy Trend Drivers Brand Identity Prism Personalisation Swot Analysis Reach, Richness and Range Social Media

PART II

Brand Identity CaseLDN Brand Vision Brand Mission Brand Aim Brand Identity Prism

23-25 26 26 26 27

53 53 54 55 55-56 56 57 57-58 59-60 60-61 61

Bibliography Books Websites Journal Articles Video Figures

The Competition Editorial driven commerce Small box retail

50-51

28-29 30-31

62 62-65 65 65 65-67

Fig. 2 Vo g u e H o m m e s ( 2 0 1 3 )

INTRODUCTION

he Generation Y or Millennials is the

The digital generation is not easily influenced

most discussed and researched gener-

by traditional ways of advertising has inspired

ation so far. The reason for this might be

new marketing techniques to develop, of which

the fact that it is the biggest generation ever lived

content marketing is one. Although content mar-

â&#x20AC;&#x153;There are eighty million millennials in America

keting is not a new concept, it has only been

alone and they represent about a fourth of the

discussed and adopted widely during the past

entire population, with $200 billion in annual

decade, thanks to the millennial consumers who

buying power. â&#x20AC;&#x153; (Schawbel, D. 2015). However,

has shown interest in it.

millennials are also often described as a con-

As content marketing is all about delivering the

nected generation, who were born in the digital

valuable information for the consumer, it is cru-

era and although they might be just the same

cial to know your target audience and what they

as other generations, they grew up having dif-

expect from you.

ferent tools such as computers with Internet

Many recent studies have been examining the

and their habits of communicating have shifted

millennial consumer behaviour, however less of-

(Williams, K. 2014). On the other hand, besides

ten their habits separately from another gender.

from being connected and technology savvy,

Although historically women have been domi-

millennials are paying far more for higher edu-

nating fashion and menswear trends were mov-

cation, taxes and general living costs than older

ing slow and conservative, this phenomenon is

generations. All these factors are shaping the

changing (Wang, L. 2014).

behaviour of Generation Y and making it a challenge for the marketers to reach the millennials.

Millennial males are distorting the frames of masculinity, investing time and money into grooming

Companies have been struggling to reach the mil-

and fashion and while women are seeking to

lennial consumer due to their different approach

be respected same as men, men are pursuing

to the traditional marketing and inaccurate infor-

to express themselves whilst not being seen

mation about the millennials that leads compa-

as feminine. The growing needs of men have

nies into losing customers (Schawbel, D. 2015).

opened new opportunities for the retail brands, however the competition is toughening in turn.

BUSINESS OPPORTUNITY

Business Opportunity M

enswear

fashion

market

best developing new strategies in order to

growing with no signs of slowing

reach the consumer and be ahead of the

down outperforming the growth

competitors.

in womenswear market. In the past 5 years Menswear market has grew by 18%

With increasing interest and investments

(Wang, L. 2014). Such rapid growth en-

in fashion and grooming, men are also

couraged many women brands to take

expecting to get value in return. When it

on the menswear market, such as Mi-

comes to the content marketing and mil-

chael Kors recently launched menswear

lennials generation, it may be the most

line expecting to generate into $1 billion

powerful tool to reach and connect with

worth of revenue by 2017 (Sherman, L.

this consumer, considering that they are

2014). Moreover, men’s grooming market

looking for new ways to engage with the

is where the big growth is to be found. In

brands (Schawbel, D. 2015). However,

2013 men’s grooming market was worth

for being such diverse and vast genera-

£8.4b and is estimated to reach £9.7bn by

tion, the behaviour of millennial male has

2017 (Robbinson, H. and Rees, T. 2013).

to be carefully analysed, segmented and

While businesses are trying to use the

assessed, in order to learn what kind of

opportunity of such fast growing market

content they are expecting to see, where

sectors, the marketers are doing their

they look for it and what they value.

Fig. 3 Harryâ&#x20AC;&#x2122;s Shave Kit (2013)

Content Marketing

CONTENT MARKETING

here are growing numbers of scientific studies

ing highly popular among female consumers inspired

that discuss the changing brain patterns caused

other companies to introduce the subscription boxes

by the use of digital media. On the positive side

to men’s market. However, the number of subscription

these include improved complex reasoning and prob-

boxes designed for women still doubles comparing to

lem solving (Small et al., 2009). On the negative side

services targeting male customer (appendix 1). The dis-

they encompass difficulty in concentrating on books

covery commerce model is being described as a future

or long articles. The technology of reading encourag-

advertising platform for brands ‘<…> magazine, where

es us to reflect and to be introspective, whereas in-

the ‘pages’ are made out of product samples not paper.

ternet technology can encourage fast, less analytical

Rather than take out advertising space, advertisers buy

thinking. With the rise of Internet based media con-

up space in the box, allowing subscribers to discover

tent marketing is becoming highly popular and proves

and trial their new products<…>’ (Schoultz, M. 2014).

to be very effective on the millennial consumer who

For some brands, this commerce model becomes a key

grew up surrounded by technology (Keegan, S. 2012).

to success, on the other hand it is risky and niche, and has yet to evolve to reach the male consumer.

Content marketing is tailored to educate the consumer and provide valuable information which ideally the con-

Another content related trend to escalate in 2014 was

sumer would be willing to pay for. In the modern, con-

blurring the lines between e-commerce and editorial

nected world, nearly every company is working towards

content. The concept of shoppable content is becoming

a digital frontier of meaningful customer experiences

highly popular within the brands, influencing the con-

across all channels (Fromm, J. 2015). Many articles can

sumer decision making process (appendix 2). Harper’s

be found online providing businesses and marketers

Bazaar operated online shop ShopBazaar benefits from

with tips towards successful content marketing strate-

the editorial content integrated commerce. The editorial

gies. Different strategies will apply to every business,

content provides clickable links that direct the reader to

considering that the targeted consumer varies. Howev-

the online shop (Certo-Ware, R. 2014). The shoppable

er, there are common mistakes that businesses make in

content makes it easy for the consumer to locate the

their content marketing strategies such as: not knowing

item and increases the possibility of impulse purchase.

your audience needs; not being able to track and meas-

On the other hand, such e-commerce integration could

ure the results of content marketing; not having right dis-

commercialise the content and decrease the value of

tribution strategy for the content (DeMers, J.2015). As

the written word from the perspective of the reader.

well as mistakes to avoid there are also emerging trends within content marketing to follow.

The content marketing has definitely proved to be working for some brands and bringing huge profit from pro-

In 2012 the subscription-based e-tail commerce model

portionally small investment. Nevertheless, to create

emerged, where consumer pays a membership fee for

the right strategy of content marketing, businesses will

a small box full of products to be delivered to the door

have to find what works for their consumer and how their

(Robinson, H. 2012).

strategy is different from their competitors.

This model of commerce has seen adopted in various sectors, such as beauty, fashion, food, technology and many more. The discovery commerce model be-

The Con

Fig. 4 Dior Homme (2013)

sumer

THE CONSUMER

y 2017 Millennial consumer are expected to spend

Millennials are also frequently stereotyped as narcissist,

more than $200 billion annually and $10 trillion in

self-centred, indolent and immature, however, this phe-

their lifetimes (Nelson, EM. 2012). Although the

nomena may have been caused by the challenges this

number of unemployed millennials has reached its peak in

generation have to deal with, such as student loan depth,

US, accounting for 13.1 percent, in comparison to national

unemployment and escalating education costs (Kaspari-

average of 7.1%, marketers are not likely to underestimate

an, A. 2013). Being the most diverse generation in the

this demographic (Petro, G. 2013). Millennials are optimis-

history, millennials values and behaviour differs, although

tic about their workplace futures and the workforce of this

there is a tendency to assume that all millennials will be-

generation is expected to grow by 46% in 2020 (Lynch,

have the same (Fromm, J. et,al. 2011).

2008). On the other hand, baby boomers are delaying their retirement and want to keep working for as long as they

Nielsen study suggests that male and female millennials

can, encouraging millennials to start their own businesses

consume content and identify with ads differently (BizRe-

to create workplaces (Brooks, R. 2015).

port. 2014), however, chief strategy officer of Geometry Global Cesar Montes suggests that Millennials’ online

Often described as ‘connected generation’ raised in the dig-

browsing behaviour is unaffected by gender (Maiki, J.

ital era millennials are more reliant than older age groups

2014). Studies have shown that millennial men and wom-

on social media and online services for entertainment and

en use social media differently ‘men use social media

research (BizReport. 2014). For being technology-savvy

heavily but less often than women. In business industries,

and having the spending power, marketers often describe

men are more aggressive and like to use social media for

this generation as the most desired group and businesses

researching their competition and growing their networks’

are trying to find new ways to connect with this generation.

(DeLane, J. 2013). The generation Y will continue to

On the other hand, companies are frightened by the insta-

change the marketplace through the blurring of traditional

bility of Millennials consumer. Being called IPOD genera-

gender roles. Although the marketing applicable scheme

tion, standing for Insecure, Pressurised, Over-taxed and

to millennials segmentation is yet to be defined, Barkley

Debt-ridden millennials may not sounds as the most prom-

USA has published first publicly accessible segmentation

ising generation ever lived (Drake, M. 2008).

referred as ‘LOHAS’ (Appendix 3). This report will further analyse two different segments of millennials, both male dominated: Gadget Guru; New Hipster

Fig. 5 Man in a Suit (2013)

THE CONSUMER

• Age 25-35 • Metropolitan • Successful, wired, free-spirited • Feels this is his best decade • • Greatest device owner, pushes/contributes to content • • Income above average •

THE CONSUMER

Gadget Guru T

his segment may also be described as metropolitan professionals (CACI. 2014). With the incomes well above av-

erages, Gadget Gurus tend to enjoy latest technology, are owners of tablet computers, game consoles, portable media players. In terms of innovation process, most of Gadgets Gurus can be referred as early adopters or majority who in general have larger social networks and are quick to adopt new trends (Appendix 4) (Raymond, M 2010 p27-29). Metropolitan professionals tend to use their smartphones to access a wide variety of online media and are likely to download apps for finances, health, music, photography and lifestyle. Being at the stage where metropolitan professionals are too busy while concentrating on their careers, they tend to have less time to explore and discover, unless the information is easily accessible.

Fig. 6 Nike Stopwatch (2013)

THE CONSUMER

Gadget Gurus are unlikely to lack confidence, according to L:SN global â&#x20AC;&#x153;The modern male is slowly growing in confidence and has higher expectations. Men are more aware about the importance of aesthetic in the workplace, and these changes are affecting the way he shops.â&#x20AC;? (Pellegrin, B. 2009). Bertrand Pellegrin suggests that stores should reflect the modern male shopping needs by being multifunctional and tailored to men specifically. Gadget Gurus are looking for the benefits of shopping that are mostly offered for women only, such as having beauty consultants in shops, trying out samples of products or being encouraged to post their looks online. In addition, the technology savvy consumers are big online spenders and they are expecting to find valuable information online about what Fig. 7 Minimalistic Shaving Kit (2011)

they buy, adds Bertrand. Gadget Gurus want to combine shopping with entertainment and leisure, enjoy interactive platforms that are covering wide range of topics from education to fashion (Jordan, A. 2015). This segment may be seen as a more masculine demographic, men who like to express their masculinity through their activities and interests. On the other hand, when it comes to the content that they consume, the SVP of digital content of PlayBoy Cory Jones suggests that even the most masculine modern men are interested in the softer content which is appealing to both genders (Jones, C. 2014).

Fig. 8 Urban Landscape (2013)

THE CONSUMER

• Age 17-28• Metropolitan • Impressionable, cause drive, healthy, green, positive • • Greatest contributor to content, usually cause related • • Enjoys back-to-basis values • • Likely to have a digitally based job •

Fig.9 Need Supply Lookbook (2014)

THE CONSUMER

Ne Hips Fig. 10 Nike Stopwatch (2013)

hile many will consider the decade of hipsters being over, others will describe it as a segment which is reconstructing, but far from being dead. The Spectator, London Evening Standard

and even The guardian have wrote about the hipster movement coming to an end. ‘Calling all hipsters, it’s time to get the razor out! You have hit peak beard’, states Harry Mount for the Spectator magazine (Mount, H. 2014). However, The Guardian looks from a different angle referring to professor Douglas McWilliams book ‘The Flat White Economy’ and discusses the phenomena of ‘Flat White’ keeping the London’s economy on growing and Hipsters being responsible for this (Appendix 4 ) (Chumming, E. 2015). Besides being recognised as Hipsters from having big beards, tattoos, bicycles and being owners of Apple products, Hipsters are also united by similar behaviour, such as being environmentalists and more ethical (Chumming, E. 2015). LS:N Global discusses the new decade hipster calling him Re-Con Man and describes him as a ’<..> man who embraces simplicity, enjoys back-to-basics values, and keeps his friends close, but his boozer closer.’ (Firth, P and Rees, T. 2013).

Fig. 11 Fuzzco Workpace (2012)

ew ster

THE CONSUMER

While being differentiated from older hipsters by their approach to masculinity, they are still closely similar to the recent hipster, who are considered to be trendsetters, live in shared houses, and although donâ&#x20AC;&#x2122;t earn as much money as Gadget Gurus, they are extremely image conscious, own one or two expensive gadgets still spend proportionally more money on eating out, stylish clothes and never-ending coffees. The main drivers of this consumer trends are fast adoption of social media, women empowerment and competitive jobs market (Appendix 5). Most of them are located in east London area, likely to be working in Online based company and will rather invest their money on independent brands than corporations (Chumming, E. 2015).

Fig. 12 Restaurant (2014)

This segment approaches the masculinity in a more relaxed way and enjoys taking care of their looks, reading about grooming and other tips online. This younger demographic is also in the process of research and personality formation (Wang, F. 2014). While being cause driven and easily influenced by friends, the re-con man is very likely to look for advice online, whether it is music and culture related or career and finance.

THE BRAND

Brand Identity C

aseLondon (CaseLDN) is a cut-

The brand also helps the box content pro-

ting-edge yet pragmatic brand orien-

viders (brands and services) to expand their

tated to millennial male consumer.

consumer circle, and explore the new way of

The editorial driven discovery commerce mod-

advertising by investing into the box content.

el introduces various products and services

CaseLDN works with well-known and new-

and offers itsâ&#x20AC;&#x2122; customer to explore, learn and

ly established brands to keep the balanced

choose using content as a main tool. Subscrip-

portfolio to reflect on millennial male needs.

tion based e-tail commerce creates a personalised experience that fits in one box and cov-

The online platform â&#x20AC;&#x201C; The Journal works as a

ers many topics from leisure and grooming to

middle man who provides valuable information

technology and art together with many more.

with shoppable content which directs the consumer to other businesses and e-commerce

The London based commerce is designed to

sites where they can purchase full size prod-

help London men explore the capital in a crea-

ucts or find out more about the brands and

tive way, by sending product samples, food and

services. The discovery commerce model is

drink vouchers, books and booklets, mobile ap-

designed to blur the line between virtual and

plications and lifestyle goods in return for ÂŁ15

physical experiences: by putting the editorial

monthly membership. Driven by the free edito-

online experience physically into the product

rial content, CaseLDN is aiming to help all the

therefore keeping the balance between phys-

men out there that are looking for adventures,

ical and digital products offered with the pur-

want to discover and save time on shopping.

chase of the box.

THE BRAND

Fig. 13 CaseLDN website mockup (2015)

THE BRAND

Vision

Aim

The place for millennial men where digital meets

To introduce our subscribers to great products

physical bringing out the best of what 21st

and services via valuable, memorable, trustwor-

century has to offer

thy content and personalised subscription box, as well as to connect the businesses with new consumers.

Mission To deliver a personalised experience through the content and products To help the consumer discover and make the most of living in London To inspire the consumer with lifestyle ideas To reflect on the modern millennial maleâ&#x20AC;&#x2122;s changing needs To provide the consumer with valuable information about the products and services To develop B2B relationship with other box content providing brands by helping them to expand their customer circles in return to being advertised through the content To blur the lines between physical and online platforms using integrated editorial content and having a product portfolio mix of digital and physical goods

Fig. 14 CaseLDN flyer (2015)

THE BRAND

• Brand Identity Prism •

The Competition I

t is important to understand the competitorâ&#x20AC;&#x2122;s strengths and weaknesses and how they compare with yours, in order to dif-

ferentiate the brand. (Chandler, S. 2012). The biggest competition comes from the magazines and online platforms that target the millen-

Fig. 15 The Revival Issue (2012)

nial male consumer using editorial driven commerce model. However, most of the platforms do not offer subscription commerce services and the direct competitors become e-tailers and brands that offer this service.

â&#x20AC;˘ Editorial driven commerce â&#x20AC;˘

Fig. 16 Arnold Palmer for GQ (2011)

THE COMPETITION

Fig. 17 Hypebeast magazine issue 6 (2014)

In terms of editorial and commerce mixing multi-channel platforms, Hypebeast is described as a ‘the premier destination for men’s fashion and culture on the web.’ (Hypebeast. 2015). With over 4 million unique visitors per month, of which 75% male readers aged from 18-35, Hypebeast is one of the leading global online platforms for the millennial male. In addition to Hypebeast, GQ UK is a leading men’s magazine in Britain, featuring best of fashion, glamour and entertainment, with over 1 million unique monthly visitors, around 70% of which male aged below 35 (Condé Nast international. 2015). The editorial integrated commerce has proven to be successful for these brands. Millennial men are looking for multifunctional platforms that deliver valuable editorial content which suggests the brands find ways of blending editorial content with profitable commerce.

THE COMPETITION

â&#x20AC;˘ Small box commerce â&#x20AC;˘

n additional opportunity evolving in the market is consumer demand for valuable content and easy sub-

scription service. However, brands tend to concentrate on one or another and only a few offers a mix of both. Venture capital firms have shown interest in the fashion subscription commerce sector and have at least one subscription start-up in their portfolio, reports Business of Fashion (Deng, J. 2014). However, Forbes recognises the trend of growing demand for subscription in digital products and highlighted as a market trend to watch out for (SugardAS. 2014).

Fig. 18 Svbscription Box (2015)

Fig. 19 Birchbox grooming (2014)

The subscription boxes tailored for men usually are curated around the topics of grooming, technology and fashion. Some of the services offer broader product mix, such as Birchbox men (grooming and lifestyle), Svbscription (technology & lifestyle) or are one topic oriented such as Frank & Oak (fashion), Luxury Barber Box (grooming). The most direct competitor is Birchbox for men, which offers a subscription based service of monthly box. Birchbox operated the online platform called ‘The Guide’ for men, featuring editorials and tutorials for men including tips of how to style and use the grooming products, however, the offered product mix only includes physical goods and doesn’t involve services or digital products. The demand is high for both online and offline markets and opens the opportunity for CaseLDN to deliver innovative experience. By learning from competitor weaknesses and market opportunities, CaseLDN can enter the market at the right time with the Fig. 20 Frank & Oak Clothing (2015)

right product mix (Appendix 9) .

Marke

Fig. 21 CaseLDN Box (2015)

eting

MARKETING MIX

Fig. 22 CaseLDN website mock-up 2 (2015)

MARKETING MIX

Product • 2 Grooming or skincare products • 1 Book/Guide/Record/Magazine • • 1 Mobile Application Download/coupon for record download/film downloads • • 1 Ticket for an event/exhibition/activity• • 1 Coupon for drinks/food •

n order to fulfil the overall experience, the prod-

A variety of brands from different market levels will

uct mix is aiming to cover a variety of topics and

contribute to the content of the box, in order to give

consist of products and services. To create the

the opportunity for the consumer to discover what

personalised experience, the content of the box will

suits him best. For the box content, CaseLDN will

vary according to the consumer preferences which

keep the balance between well-known and newly

he can adjust when subscribing for the box online

launched or less-mainstream brands to attract dif-

(appendix 8). Each box will usually include 5 items.

ferent customers. On the other hands, this could

The product mix is a subject to change each month

make it tougher when working with big brands who

to keep the customers interested and loyal. The

may not be interested in being presented with un-

products and services have been selected to reflect

known brands or the opposite. Some of the brands

the targeted consumer needs and relate to the box

will be sent to consumers regularly, unless the cus-

mission statement. By having a mix of services and

tomer selects to unsubscribe the particular brand.

products will help CaseLDN to stand out from the

The online platform and brochure that comes with

competition, however it is a risky way of entering a

a box will come in handy, providing with relevant

market. The products and services are designated

information about the products and services and

considering the quality, style, and overall feel and

directing the consumer to supplier where he can

how well it mirrors the consumer needs and wants.

purchase a full size product or service.

The connection between the products/services and London city plays the key role. The more it can reflect the environment of London, the better it is expected to suit the targeted consumer.

LONDON CITY CYCLING GUIDE Pocket guide by ‘Rapha’ for those interested in cycling to explore new routes and the community of cyclists VALUE £6

DESIGN MUSEUM TICKET For art and lovers, Free ticket to visit London design museum, valid for 1 year VALUE £9

HD AIR VIDEO APP 30 days trial of HD air Video mobile application to stream video instantly from the computer to iPad, iPod or iPhone. (Exclusively for apple product owners) Fig. 23 CaseLDN 1st Box issue (2015)

VALUE £2

APOTHECARY PERFUME Exclusive handmade natural perfume samples by Ravenscourt Apothecary Co VALUE £5

L’ O C C I T A N E A F T E R S H A V E After-shave samples from L’OCCITANE for men to make the most of shaving routine VALUE £4

LEON FOOD VOUCHER Free main, free side and free drink voucher to spend in healthy fast food restaurant chain around London area VALUE £12

Price

MARKETING MIX

he subscription service based pricing is different from product pricing. ‘In the product world, production expenses and desired profit margins determine price. In the subscription world, prices and packages shift to fit customers, unlocking new ways to build long-term revenue relationships’. (Andrews, J. 2014).

The monthly subscription price for the box is £15 valued of £30 or more, taking into account competitive brands pricing and the value consumer is getting in return (Solomon, MR. et. al 2009). CaseLDN will use 2 pricing models that are popular among the subscription based businesses:

• FIXED RECURRING FEE •

• BUNDLE PRICING •

The consumer pays £15 monthly fee, which is

Customer is offered to subscribe for 3month in ad-

automatically recurred every month from the

vance by paying £43 and saving £2. Subscribing

consumer account. This pricing model is expect-

for 6month in advance consumer pays £85 and

ed to be popular among the younger customers

saves £5, and subscribing for 12 month customer

with lover income that will pay on a month basis.

pays £165 saving £15 a year which is a full price

The customer will be able to cancel subscription

of one monthly box. This model guarantees the

at any time, before the package is shipped.

revenue for a year, saves money for the customer, however, cannot be cancelled.

All of the sample products are sourced for free from the suppliers in return to a chance of converting new consumer, generating website traffic growth and brand exposure. Tickets, mobile applications and vouchers are also sourced for free from the suppliers. The discount pricing will be offered as a promotional tool, encouraging the members to subscribe for the service offering them 10% discount for full size products and services at the suppliers sites, encouraging consumers to subscribe as well as make a full size purchase. On the other hand, this may involve difficulties when looking for new partners as they may not want offer a 10% at their shops for the subscribers.

MARKETING MIX

Place W

hile the brand has no physical store,

the major world cities, such as New York, Paris, Milan,

the website becomes a virtual mar-

Sidney and other capital cities across wealthy coun-

ket

marketplace.

tries. However, while the brand is in the development

The website of CaseLDN is designed to achieve

process, it’s targeted or actual consumer may change

a competitive advantage online, referring to Ev-

through the years and the mentioned locations may not

ans and Wurster (1999) theory (Appendix 10)

reflect the real consumer with the brand going different

The location of London is chosen strategically, con-

direction than planned.

place

–

electronic

sidering where the targeted consumer is based. Both segments, Gadget Gurus and New Hipsters live in met-

Instead of setting up the e-commerce site, CaseLDN

ropolitan areas of London. The distribution location is

directs the consumers to the suppliers websites where

the key in CaseLDN strategy. The aim is to help the

products and services can be purchased. Although

consumer to discover the scene of particular place,

the opportunity to sell products and services directly

through the offered products and services. The product

would increase the profitability on products, it may also

and services that can be found in the CaseLDN sub-

threaten the existing partners (Chaffey, D 2007). The

scription box are directly related to the city of London

model of profiting subscription box and sourcing the

and its’ scenery. CaseLDN will offer a delivery service

products for free from the partners allows the brand to

across the UK, having in mind that most of the con-

cut the costs of having an online shop. From the com-

sumers are based in London, although some consum-

petitor’s experience, only 30% of Birchbox’s revenue

ers are often visitors of the capital but may be located

is generated from selling full-sized products (Walker,

outside the city.

D. 2014), with most of the profit coming from the subscriptions. On the other hand, Birchbox with other sub-

Within the period of 2 years, CaseLDN will expand

scription based retailers have recently opened physical

across the major cities of the United Kingdom with

stores, proving that brick-and-mortal is still profitable

intentions to expand globally. After operating 5 years,

even the most established e-commerce sites and may

CaseLDN is to enter the global market and expand to

be a case to consider in the future CaseLDN business development strategy.

MADE IN LONDON

Fig. 24 London VSCO (2015)

Fig. 25 CaseLDN on a chair (2015)

MARKETING MIX

Promotion C

aseLDN will use a struck balance between the online and offline marketing techniques. Considering the facts such a proportion of targeted consumers that can be reached via digital media, as well as their preference of buying online, the investment in offline media will be proportionally bigger (Chaffey, D 2007). As CaseLDN is

targeting men who have little time for shopping, but most have jobs closely related to online media, this is where the main advertising will be aimed. Approximately 20% of the investment in promotion will be dedicated to offline media advertising and 80% of investment will be used for online advertising and promotion.

Video advertising is the fastest growing format for online marketing, growing by 229% from 2011 to 2015 (Laudor, KC. et.al 2012). However as a start-up businesses CaseLDN will not be developing the video content strategy as it is too costly and not always profitable, however, it will be the objective for year 3 when the generated revenue is higher. Although the main objective of promotional strategy is to gain organic publicity, in order to promote the brand among the target audience while the brand is new and not recognisable, CaseLDN will use paid Google and Facebook advertising.

• CONTENT MARKETING •

• SEARCH ENGINES •

The editorial content strategy will be created to

The SEO strategy will come in hand with con-

promote the service and add additional value

tent marketing strategy in order to optimise the

to the brand. The valuable and strong content

site search engines and have top placement for

will be curated to set CaseLDN aside from the

specified keywords. The content rich website

competitors that are still struggling to keep the

and SEO strategy will help to gain organic listing

balance between strong editorial content and

space on search engines such as Google, Ya-

commerce (Appendix 9). In order to maximise

hoo, Bing, DuckDuckGo as well as to increase

the effectiveness of content marketing strate-

the web presence.

gy, the team of content marketers and content strategists will be making sure that the online content is up-to-date and valuable to the consumer, as well as distributed through the right platforms to enhance customers behaviour and drive profitable action (Rose, R. 2013). The content marketing strategy will also help the CaseLDN to build a relationship and loyalty within the brand and consumer. CaseLDN will use engaging content, such as editorials of how-to, infographics, shoppable editorial content and visual contents.

MARKETING MIX

• Offline Advertising •

• Social Media •

CaseLDN will also use offline communication meth-

“The best social marketing is not publishing itself,

ods. The aim of the brand is to blur the lines be-

but inspiring others to publish content about them,”

tween online and offline experience and to do so

(Taylor, K. 2015). CaseLDN will use number social

the offline marketing is required to compliment the

media platforms that will work as a content distrib-

online strategy. CaseLDN will use a hired PR team

utor as well as to build the consumers community.

responsible for press relations and events manage-

Different social media platforms will be used for

ment, such as launch event and pop-ups. The spon-

different purposes, as it is crucial to know the ini-

sorships and collaborations will be organised in the

tial reason why the content is shared on the certain

future to raise brand awareness. Such advertising

platform in order to make it effective (McPhillips, K.

model has proved to be successful for competitive

2014) (appendix 11).

businesses, such as recent Birchbox collaboration with Women’s Health, bringing new subscribers for both parties (Castillo, M. 2014).

YEAR 1

ONLINE ADDS

LAUNCH EVENT

BLOGGER C O L L A B O R AT I O N S

SPONSORSHIP C O L L A B O R AT I O N

YOUTUBE CHANNEL LAUNCH

POP-UP SHOP (SHOREDICH)

Fig. 26 Promotional events time-line (2015)

Fig. 27 CaseLDN Instagram (2015)

PRINTED JOURNAL (BOX SUPPLEMENT)

YEAR 3

Fig. 28 CaseLDN Website 3 (2015)

Financial forecast

FINANCIAL FORECAST

he main objectives for the 1st year are to focus on building the strong brand ethos, customer base and portfolio of partnering brands. Due to the startup costs, the generated profit is expected considerably low. The main ex-

penditure for the first year will be dedicated towards advertising and raising awareness of the newly established brand. On the other hand, the production costs will be low, due to the products provided by partners and the main expenses will consist of logistics (postage), packaging material costs and marketing related expenses.

• Detailed forecast for year 1 •

Revenue Product Subscribers Jan 50 Feb 200 200 Mar 250 250 Apr 300 300 May 400 400 Jun 450 450 Jul 520 520 Aug 600 600 Sep 650 650 Oct 1,000 1,000 Nov 1,200 1,200 Dec 1,500 1,500 SUB TOT Subscriptions a year 7,120

ADV £15 £15 £15 £15 £15 £15 £15 £15 £15 £15 £15 £15

Total £750 £3,000 £3,750 £4,500 £6,000 £6,750 £7,800 £9,000 £9,750 £15,000 £18,000 £22,500 £106,800

Fig. 29 Financial Forecast Year 1 (2015)

FINANCIAL FORECAST

• Year 1 objectives •

Material Cost Logistics Total number of monthly subscriptions sold Av. Number of subscribers per year Total Revenue Total Cost Labour costs Marketing expenses Total expenses Total Profit

£4,000 £12,000 7,120 590 £106,800 £16,000 £20,000 £25,000 £61,000 £45,800 Fig. 30 Financial Forecast Year 1 (2) (2015)

• Year 2 objectives •

Material Cost Logistics Total number of monthly subscriptions sold Av. Number of subscribers per year Total Revenue Total Cost Labour Costs Marketing Expenses Total Expenses Total Profit

£13,000 £19,000 29,300 2400 £439,500 £32,000 £100,000 £55,000 £187,000 £252,500

Fig. 31 Financial Forecast Year 2 (2015)

• Year 3 objectives •

Material Cost Logistics Total number of monthly subscriptions sold Av. Number of subscribers per year Total Revenue Total Cost Labour Costs Marketing expenses Total expenses Total Revenue

£26,000 £40,000 54,100 2400 £81,500 £66,000 £140,000 £55,000 £326,000 £485,500

Fig. 32 Financial Forecast Year 3 (2015)

CONTINGENCY PLANNING

Contingency planning and future projections

here is a lot of risk involved when establishing a new star-up business. The most common mistakes that leads to failure are: poorly recognised market when offering new service; lack of capital or incompetently positioned product or service; market not ready for new service introduction (Lesonsly, R 2001). These are the main risks that Case London may have to face:

• • • • • •

Failing to get enough products from partners if they don’t see the increasing website traffic and improving sales Not having enough product to meet the demand Failing to maintain the value and continuing to impress customers Growing competition and potential over-saturation in the market Not generating enough revenue to keep up with projected marketing expenses Postage issues and unsatisfied customers if failing to deliver on time

Case London is introducing a service for a growing niche market, new consumer indicating the moderate market pursuit. However, the created consumer database will help the brand to keep track of the existing customers and develop a new targeted consumer segment. The possibility of wrong product being offered for the wrong market exists, and in this case the brand will have to modify the product mix in order to meet the demand.

• • • •

Expand across the UK and globally Introduce a new box concept tailored for women Develop limited edition boxes with bloggers or celebrity collaborations Find ways to generate more revenue, possibly by integrating own e-commerce site

Conclusion T

he shifting role of traditional man has

and privileges that women have. However they

challenged many marketers to find new

want to distinguish that it is tailored for them.

ways of connecting with the millenni-

als generation. When it comes to social media,

Content marketing has proven to be exception-

males are not as quick to share or discuss the

ally successful when engaging with millennials

content as women are; however, men tend to

generation and it is a way to reach the millennial

use social media to grow their professional net-

male too. A discovery commerce brand CaseLDN

works more often than the opposite gender. Al-

illustrates how content marketing driven service

though many behaviour patterns differentiate the

can reach the millennial male by combining phys-

two genders, there is a global phenomenon of

ical and online experience tailored for men. With

gender boundaries being hazed, with the rais-

introducing men an easy tailored way to discover

ing women empowerment and changing role

existing brands and services, the targeted con-

of masculinity. The rapidly escalating market

sumer can be reached and the meaningful con-

of grooming products, many women fashion

nection can be built with the consumer through

labels entering the growing menswear market

the mix of online and offline content.

speaks for the change. The two consumer segments â&#x20AC;&#x201C; Gadget Guru and New Hipsters illus-

Although content marketing is being successfully

trate this trend. Confident, wired and successful

used when connecting with millennials, it does

metropolitan Gadget Guru is ready to invest his

have the negative side and it is a question of time

money in looking at his best, however he wants

when Gen Y will realise the impact of social me-

to have the multifunctional place to shop that

dia and online content and will turn back to the

women have. The more innovative New Hipster

traditional marketing or will look for new ways to

is also extremely image conscious and even

be reached.

with less money he will spend a lot on what is cool and different, nonetheless, it will have to be valuable, memorable and engaging. Millennial men want to have the full shopping experience

INTRODUCTION

“ RATHER THAN ADHERING TO TRADITIONAL GENDER ROLES, YOUNG PEOPLE ARE INTERPRETING WHAT GENDER MEANS TO THEM PERSONALLY

JAMIE GUTFREUND

@THEINTELIGENCEGROUP

Fig. 33 Dior Homme (2014)

Appendix

Appendix 1 Subscription box services expressed in numbers* SECTOR

FEMALE ORIENTED

MALE ORIENTED

UNISEX

FASHION

>33

BEAUTY/GROOMING

>33

>10

LIFESTYLE

>15

>10

OTHER

>150

>75

>50

*The data is collected from the website ‘ My subscription addiction’. The numbers are approximate and apply for subscription box service available in the UK Fig. 34 Subscription box services in numbers (2015)

Appendix 2 Integrated editorial commerce ‘The consumer decision-making process involves five steps that consumers move through when buying a good or service. A marketer has to understand these steps in order to properly move the consumer to the product and close the sale.’ (Lombardo, J. 2010) Studies suggest that smart/integrated shopping improves the speed of consumer decision making process. Integrated shopping includes shoppable editorial content, where the consumer can click on the link in the text and be redirected to the purchase website. In addition, integrated QR codes are where the customer can scan the code and be redirected to the suppliers site for the purchase are also a part of smart shopping. Integrated shopping may encourage the customer to skip the need awareness or information research step and the impulse buying behaviour emerges (Atkins, KG. 2012). On the other hand, customer is still determined to save money, be able to compare the product or service with alternatives, and save time, which suggests that smart shopping should help the consumer to fulfil the mentioned steps. Fig. 35 The 5 stages of the Buyer Decision Process

Appendix 3. Barkley USA has published first publicly accessible segmentation referred as ‘LOHAS’

Hip-ennial

Gadget Guru

‘I can make the world a better place’ • Cautious consumer, globally aware, charitable and information hungry • Greatest user of social media but does not push/contribute content • Female dominated, below-average employment (many are students and homemakers)

• Successful, wired, free-spirited, confident, at ease. • Feels this is his best decade • Greatest device owner, pushes/contributes to content • Male dominated, income above average

Millennial Mom

Clean and Green Millennial

• Wealthy, family oriented, works out, confident and digitally savvy • High Online intensity • Highly social and information hungry • Can feel isolated from others by her daily routine • Older, Highest income

• Impressionable, cause drive, healthy, green, positive. • Greatest contributor to content, usually cause related • Male dominated, youngster, more likely to be Hispanic, full-time student

Anti-Millennial

Old-School Millennial

‘I’m too busy taking care of my business and my family to worry much else’

‘Connecting on Facebook is too impersonal, let’s meet up for a coffee instead’

• Locally minded, conservative • Does not spend more for green products and services • Seeks comfort and familiarity over excitement/change/ interruption • Slightly more female, more likely to be Hispanic and from the western U.S

• Not wired, cautious consumer, and charitable • Confident, independent, and self-directed • Spends least amount of time online, reads • Older, more likely to be Hispanic

Fig. 35 Millennials segmentation ‘LOHAS’

Appendix 4 Diffusion of Innovation The ‘Diffusion of Innovation curve’ is a pathway or trajectory forecasters look for and attempt to map, when they are noting a new trend’s passage through the culture (Raymond, M. 2010). The trend of subscription box service is still relatively new and more popular within the female consumers. In terms of subscription box service among the male consumers, early adopters and early majority are the main followers of the trend at this point.

Fig. 37 Diffusion of Innovation (2015)

Appendix 5 Article from the Telegraph by Szu Ping, 24 May 2014 (Chan, SP. 2014).

‘FLAT WHITE’ SECTOR KEEPS LONDON GROWING FASTEST Internet creates new wave of opportunities for Britain’s economy, with London as its hub, says respected think-tank The “flat white economy” – named after the coffee popular with young workers – of media, internet and creative businesses, will push London’s cumulative growth rate over the next five years to 15.4pc, more than any other UK region, according to the Centre for Economics and Business Research (CEBR). The think tank said that of the 10.7pc UK GDP growth expected over the next five years, almost a third – or 3.5 percentage points – would be generated by London, which accounts for 13pc of UK employment. “The capital is pulling above its weight,” said the CEBR.

This will push the size of London’s economy as a proportion of the UK up to 23.6pc in 2019, from 22.7pc today. Economists said a surge in construction activity would also help it to snatch back the crown of Britain’s fastest-growing region from the South East, which overtook the capital at the end of 2009 when the financial crisis triggered the City’s near collapse. Douglas McWilliams, chief executive of the CEBR, said the internet had created a new wave of opportunities for the economy, with London as its hub. “The firms that are driving growth are all those businesses that you can’t easily describe,” he said. (McWilliams, D 2015) Chan, SP. (2014).

Appendix 6 New Hipster, Re-con men consumer trend drivers: Information adopted from LS:N global article ‘Re-con Man’ (Firth, P and Rees, T. 2013). Turbulent Teens The 2010s are turning out to be a turbulent, disruptive, but also optimistic period. Recession, unemployment, the rise of project-based work patterns and serial careerism are altering how men view work and evaluate their status. The labour market reflects this age of uncertainty. In the UK, the jobs market has become more competitive, with 77% of people believing that it is more challenging to find a job today, compared to a year ago, according to jobs search site Monster.com. In the US, unemployment is increasing, with the proportion of job seekers rising from 7.5% to 7.6% from April to May alone, according to the US Labor Department. Womenomics Since LS:N Global reported on the rise of Womenomics in 2008, the number of women in employment in the UK has grown by a quarter of a million, while the number of men in work has dropped by 70,000, according to The Jobs Economist. It’s not only young women who are enjoying this boom; the rate of employment for women aged 50-64 has increased by 3.3% over the same period, according to the report. Meanwhile in education, women are racing ahead. They are now a third more likely to go to university than men in the UK, according to Ucas. These changing roles of women are forcing men to re-assess their sense of masculinity. Social Media Awareness The fast adoption of social media has given men a main line into lifestyle culture, which allows them to play more positively with their sense of masculinity. Fashion, grooming, food and interests are shared and spread through peer networks, giving men more ideas to experiment with. According to the Boston Consulting Group, 53% of Generation Y consumers explore brands on social networks. ‘Nearly one in two [45% of Generation Y] consumers have requested an email from a luxury brand and 25% have followed brands on Twitter or “liked” a brand on Facebook,’ says Scott Galloway, founder of the New York-based digital think-tank L2.

Appendix 8 Kapferer Brand identity Prism Physique Bold and innovative brand, created to reflect the millennial male shifting needs and most importantly help the consumer to discover. The brand can be recognised from the fresh and modern branding aspects, such as packaging. Personality By providing consumer with the valuable information, the brand can be seen as a friend and also as a mentor, in terms of giving advice and talking in a friendly tone with its consumer through editorials and social media. The brand aspires to create intimate relationship with the consumers through the online platforms and social media, whether it is BTB or BTC Culture The brand strongly appeals to English values, more importantly London values and ever-changing young mix-cultured community. While the brand has born in London, it was inspired by the great amount of young international men, from students to busy professionals that keep shaping the culture of London city. Relationship The brand believes that the relationship between customers and bands can be built through the experience and knowledge. CaseLDN creates personalised experience, building a closer relationship with the consumer

Reflection Responsible, caring and connected modern millennial male, who is always ready for a new challenge Image When compared to the brand consumerâ&#x20AC;&#x2122;s self-image associates with being a part of community, modern and successful millennial

Appendix 8 Personalisation In order to create the personalised experience, CaseLDN will ask the subscribers to answer questions concerning their personal lifestyle, grooming and skincare habits, and few demographic questions. The member will be allowed to choose more than one answer to the question. The data will also be used to build a consumer database for consumer research purposes. All information gathered about the consumer will be safe and never shared third the third parties, unless stated differently and agreed with the consumer. The following questions will be given for the member to answer when joining the subscriber membership.

LIFESTYLE Favourite Activity:

Interests:

Style:

• Drink with friends • Culture • Sport • Adventure

• Music • Technology • Art • Cooking

Pref:

Leisure:

• Tablet • Magazine • Book • Record

• Car • Bike • Motorbike • Train

• Casual • Suit • Minimal • Bright

GROOMING AND SKINCARE Shaving routine:

Hair:

Hair concerns:

• Every Day • Every Few Days • Moustache • Full beard • Don’t Shave

• Short • Long • Fine • Thick • Straight • Curly • Wavy • Afro-textured • None

• Dryness or dandruff • Gray hairs • Hard to manage • Oily • Thinning • None

Skin type:

Skin concerns:

Skin Tone:

• Normal • Dry • Oily • Combination Skin concerns:

• Acne (facial or body) • Excessive perspiration • Sensitivity or irritation • Shaving issues (e.g., razor burn/bumps) • Signs of aging

• Light • Dark • Medium

PROFILE Ethnicity:

Household Income:

• Black/African – American • Asian • White • South Asian • Hispanic • Other

• Under £20,000 • £20,000-£30,000 • £30,000-£40,000 • £40,000-£80,000 • £80,000 +

Fig. 38 Personalisation (2015)

Appendix 8 COMPETITVE MARKET SWOT ANALYSIS In order to examine the competitive market, 2 subscriptions services were reviewed using the swot analysis marketing model. The competitors were chosen taking into consideration the highest male subscriber’s number and offered products and services. The data was gathered studying consumer reviews on MySubscriptionAddiction, and analysing the competitors’ online platforms.

BIRCHBOX MAN

STRENGTHS

WEAKNESSES

• Great customer reward system for reviewing the products • Good reputation in comparison to competitor subscriptions

• Low variety of products, same type of product being sent few months In a row • Value of products does not always match consumer expectations

• Unisex products seen to interest female consumers • Leading subscription box for men by the number of subscribers • Decent delivery service

• Online content seen boring by the consumer • Only ships to US

OPPORTUNITIES

THREATS • Growing consumer demand for subscription box • Fast growing number of competitors offering similar service worldwide service • New competitors struggling to penetrate the market • Growing consumer expectations in terms of prod• Rapidly growing grooming market, increasing the ucts value number of new customers • Competitors offering broader variety of products and • Growing interest in unisex products by both genders more personalised experience • Increasing costs of shipping

Fig. 39 Birchbox SWOT analysis (2015)

LOOT CRATE

STRENGTHS

WEAKNESSES

• Offers exclusive items • Ships to US, Australia, Canada and the UK • Different products from the competition • Curated for men, but seen popular within both genders • Recognisable branding , well brand representation through the products

OPPORTUNITIES • Opportunity to expand the product mix • Promotional strategy development to attract new consumers • Build stronger connection with consumer via social media • Growing interest in personalised items

• Weak online platform content • No personalisation service • Low interaction with the consumers • Low retail value of the products in comparison to subscription price • Technical problems with the products

THREATS • Fast growing number of competitors offering similar service • Growing consumer expectations in terms of products value • Competitors offering personalised experience • Increasing costs of shipping

Fig. 40 Loot Crate SWOT analysis (2015)

Appendix 10 Evans and Wurster (1999) theory Reach, richness, and range provide an opportunity to understand which e-strategies are likely to fail and which are likely to succeed. However, depending on the viewpoint of a particular discipline (management, marketing, MIS, and so on), one encounters slight variations in how these dimensions are defined. These variations are addressed in Table 1 and the following paragraphs.

REACH

RICHNESS

RANGE

The degree to which a firm can manage its value chain activities to connect its customers to an accessible product/service offering

The degree to which a firm can facilitate the exchange of information to deliver products/services that match customersâ&#x20AC;&#x2122; exact wants and needs

The degree to which a firm can offer its customers a value proposition containing a breadth of products/ services

LOW

Offline physical products and services

Pre-built, standardized products and services

Narrow set of products and services

HIGH

Online digital products and Segment-of-one, custom- Broad set of products and services ized products and services services

DEFINITION

E-BUSINESS

Online digital products and Tailored customer-to firm services interaction

Strategic alliances

Fig. 41

Evans and Wurster (1999) theory (2015)

Appendix 11 SOCIAL MEDIA The bold packaging and surprise aspect is to encourage the consumers to share post about their package on online social media platforms, using hashtag #mycaseldn. CaseLDN will use Twitter, Facebook and Instagram accounts, in order to share the latest news, promote the content and drive website traffic Instagram: Approximately 22% of US male adults population have Instagram accounts (PewResearch. 2014). Although Instagram is still more popular among female users, millennial male have shown interest on this platform and are big consumers of the content. CaseLDN will use the Instagram platform to distribute the visual content as well as to encourage the consumer to interact. Instagram will be targeted to the younger segment New Hipsters Facebook: While Facebook social platform is roughly equally popular among both genders (49% male, 51% female) in the UK, the generation is slightly older (25-34) than the one engaging with Instagram. Primarily Facebook will be used for engaging with the Gadget Gurus by distributing the editorial and visual content appealing to this demographic. Instead of focusing on retail, Facebook platform will focus on consumer engagement and providing valuable information for them at the right time Twitter: The social platform slightly more popular amongst the male is however dominated by individuals with higher average income comparing to Facebook or Instagram users (PewResearch. 2014). In order to engage with this demographic which is both targeted segments of CaseLDN, brand will use this platform to respond the @connects and build community of influencers and a trusted network.

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FIGURES Figure 1. STREET ETIQUETTE (2015) Travel Etiquette : New Orleans [Photography] http://streetetiquette.com/travel-etiquette-new-orleans/ Figure 2. SUNDSBØ, SØLVE (2013) Vogue Hommes [Photography] http://digitallightltd.tumblr.com/post/64005526019/photographer-s-lve-sundsb-created-this-cinematic (Accessed on 06.05.15) Figure 3. HARRY’S (2013) Harry’s shave kit [Photography] http://www.thedieline.com/blog/2013/9/23/harrys-truman-winston-sets.html (Accessed on 06.05.15) Figure 4. NEIL BEDFORD (2013) Dior Homme [Photography] http://moodboard.streetetiquette.com/ (Accessed on 06.05.15) Figure 5. OGUNBANWO, LAKIN (2013) Man in a suit [Photography] http://lakinogunbanwo.tumblr.com/post/59682531519Murphy, DJ (2013) Birchbox for men [Photography] At: http://www.harvardgenerator.com/references/online-image (Accessed on 06.05.15) Figure 6. SUMMER, SOLANA (2013) Nike Stopwatch [Photography] http://wheretoget.it/look/168045 (Accessed on 06.05.15) Figure 7. RIBEYRON, ELIE (2011) Minimalistic shaving kit [Photography] http://bewaremag.com/jacques-elie-ribeyron-designer/ (Accessed on 06.05.15)

Figure 8. CONFORI, CHRISTIAN (2013) Urban Landscape [Photography] https://www.pheed.com/ChristianConforti#qp,all,all (Accessed on 06.05.15) Figure 9. NEED SUPPLY CO (2014) Need Supply Lookbook [Photography] http://ca.complex.com/style/2014/09/need-supply-copresents-its-fall-winter-2014-periphery-lookbook Figure 10. JUAN CARLOS RODRIGUEZ â&#x20AC;&#x201C;RIVERA (2015) #MYCULTURALNAME [Photography] http://www.artsthread.com/blog/ nycxdesign15-graduate-communications-design-pratt-design-15/ Figure 11. FUZZCO (2012) Fuzzco Workplace [Photography] http://fuzzco.com/category/awards-press/page/3/ Figure 12. NATALIE CHITWOOD (2014) Restaurant [Photography] http://nataliechitwood.com/lifestyle Figure 13. EMILE PESTININKAITE (2015) CaseLDN website Mockup 1 [Photoshop Mock-up] In possession of: The author: Southampton Figure 14. PESTININKAITE, EMILE (2015) CaseLDN flyer [Photoshop Mock-up] In possession of: The author: Southampton Figure 15. NORSE STORE (2014) Hypebeast Magazine Issue 6 [Photography] http://www.thechimpstore.com/images/products/ aawUncUQcc15155/allover/0.jpg (Accessed on 06.05.15) Fogire 16. GAMEL, BOB (2011) Arnold Palmer for GQ [Photography Illustration] http://www.gq.com/sports/lists/201102/25-coolestathletes-of-all-time-covers#slide=9 (Accessed on 06.05.15) Figure 17. POIESZ, ONNO (2014) Hypebeast Essentials [Photography] http://hypebeast.com/2014/5/essentials-onno-poiesz (Accessed on 06.05.15) Figure 18. SVBSCRIPTION (2015) Svbscription box [Photography] https://svbscription.com/ (Accessed on 06.05.15) Figure 19. CANARY, KATE (2014) Birchbox Grooming [Photography] https://www.birchbox.com/magazine/article/how-to- maximize-your-birchbox-man-subscription (Accessed on 06.05.15) Figure 20. FRANK & OAK (2015) Frank & Oak clothing [Photography] https://www.frankandoak.com/ (Accessed on 06.05.15) Figure 21. CASELDN BOX (2015) CaseLDN box[Photography] In possession of: The author: Southampton Figure 22. EMILE PESTININKAITE (2015) CaseLDN website 2 [Photoshop Mock-up] In possession of: The author, Southampton Figure 23. EMILE PESTININKAITE (2015) CaseLDN first Box Issue [Photography] In possession of: The author, Southampton Figure 24. STREET ETIQUETTE (2015) London VSCO [Photography] Figure 25. EMILE PESTININKAITE (2015) CaseLDN on a chair [Photography] In possession of: The author, Southampton

Figure 26. EMILE PESTININKAITE (2015) Promotional events timeline [Table] In possession of: The author, Southampton Figure 27. EMILE PESTININKAITE (2015) CaseLDN Instagram [Photoshop Mock-up] In possession of: The author, Southampton Figure 28. EMILE PESTININKAITE (2015) CaseLDN website 3 [Photoshop Mock-up] In possession of: The author, Southampton Figure 29. EMILE PESTININKAITE (2015) Financial Forecast Year 1 [Table] In possession of: The author, Southampton Figure 30. EMILE PESTININKAITE (2015) Financial Forecast Year 1(2) [Table] In possession of: The author, Southampton 66

Figure 31. EMILE PESTININKAITE (2015) Financial Forecast Year 2 [Table] In possession of: The author, Southampton Figure 32. EMILE PESTININKAITE (2015) Financial Forecast Year 3 [Table] In possession of: The author, Southampton Figure 33. NEIL BEDFORD (2014) Dior Homme [Photography] http://www.weareupproduction.com/dior-homme-metal-magazine/ Figure 34. EMILE PESTININKAITE (2015) Subscription box services in numbers [Table] In possession of: The author, Southampton Figure 35. UKESSAYS (2013) The 5 stages of the Buyer Decision [Graph] Processhttp://www.ukessays.com/essays/marketing/stages-of-purchase-decision-making-process-marketing-essay.php Figure 36. FROMM JEFF (2013) Millennials Segmentation ‘LOHAS’ [Table] http://blog.barkleyus.com/2012/04/16/forget-whatyou-think-you-know-about-millennials/ Figure 37. EMILE PESTININKAITE (2015) Diffusion of Innovation [Graph] In possession of: The author, Southampton Figure 38. EMILE PESTININKAITE (2015) Personalisation [Table] In possession of: The author, Southampton