Millennial Disruption

MILLENNIAL DISRUPT ION

MILLENNIAL DISRUPTION

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Emily Thompson Negotiated Project Stage 1 FASH30001 Words: 8795

NM An investigation into how to engage New Millennials in the ever-growing instant world. What is the future for this cohort; will they instigate a de-cluttering of the marketing and branding landscape?

08 INTRODUCTION - Clutter

14 DECISION MAKING

20 THE NEW MILLENNIAL - C2C

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NOW

A NEW LOYALTY

- Storytelling

38 NEW CULTURAL VALUES - University - Perception - What do they want?

- Real time - Freedom - Fickle or individual

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CONTENTS 48 A TWO WAY RELATIONSHIP - Involvement - An Experience - Experiences in retail environments

62 GAMIFICATION

66 WHAT’S NEXT?

69 RECOMMENDATIONS - Models - The idea - Creating ‘Personally’ - To conclude

99 REFERENCES AND BIBLIOGRPAHY

113 APPENDIX

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“AS A PERSON IF YOU STAND STILL YOU FALL BEHIND... BUT AS A COMPANY YOU DIE ” RON DENNIS - MCLAREN F1 (see Spary, 2013)

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1. introduction Today’s society is swamped with immense choice and bombarded with messaging from brands. Consumer decision-making has always been important for marketers to understand, but is it now more important than ever? “The speed of economic and technological changes means that the right path yesterday may not work today and could be a disaster tomorrow” (Conner, 2013). The challenges that businesses now face mean many are struggling to be more successful, this is why marketing needs to change with time and the consumer, but is every brand doing this?

With the baby-boomer generation soon to retire, New Millennials will be filling the shoes in many professional and non-professional disciplines, in which we are sure to see a shift in purchasing power. (Petro, 2013). With an increasing amount of communication channels available to brands it is becoming a lot easier to get messages across to consumers, but unless they truly understand their consumers, there is a risk they will alienate them.

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Consumer behaviour is continuously changing, and with new techniques emerging, questions of major importance are being answered.

Overtime, professional marketing will evolve in response to socio-economic changes (East et al. 2008 p. 7). As Justin Cooke mentioned in the Now, New, Next: 15 years of Fashion & Retail Google Hangout (2013), “The threat now is not your competitors or the store that you see opposite you, it’s the two kids in a basement with a laptop”. This is why this is such an exciting topic; if marketers are not on the top of their game now, somebody else will be.

“THE THREAT NOW IS NOT YOUR COMPETITORS OR THE STORE THAT YOU SEE OPPOSITE YOU, IT’S THE TWO KIDS IN A BASEMENT WITH A LAPTOP”.

Justin Cooke (see Now, New Next, 2013)

(Figure 2. News spreads fast these days, 2013).

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(Figure 3. Unknown, 2013).

Smith and Taylor (2004, p. 4) explain how this changing nature of marketing and marketing communications will continue to change with trends and lifestyles within the industry. Even the traditional suppliers or agencies have realised change is positive; for example, Burson Marstellar dropping ‘Public Relations’ from its name as well as Saatchi & Saatchi who no longer include ‘advertising’ in their name. However, there is a clear aim for what marketing should achieve which is weaved through many marketing definitions; to identify, anticipate and satisfy customer requirements and the selling of goods, that are not returned - to people who do.

From global debt, came a conservative spending climate, and as a result uncertainty is more of a problem for businesses than it has been before. Uncertainty tempts companies to focus on short-term goals rather than longer, five to ten year, strategies (Connor, 2013).

With short-term goals, businesses may have a reduced budgets resulting in the need for innovative and creative marketing. In this project, I will look at the Millennial generation and the effect they will have on the marketing and branding landscape in the future. I will also investigate how companies can adopt the Millennial culture into more targeted marketing for their brands. This dissertation is for the brands that want to be leaders in their fields, for brands that want to be more than just a product and for brands that want to be admired by everyone else.

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2. clutter With the emergence of technology, anyone can be a publisher of content, but with this comes clutter; a cluttered branding landscape where everyone is fighting to be noticed. Messages from brands need to be strong enough to cut through this cluttered landscape and excite their consumers (Clark, 2013).

A Google hangout, hosted by WGSN, Now, New, Next: 15 years of Fashion & Retail (2013) included a lot of discussion about disrupting industries. Justin Cooke, former Topshop CMO saw a gap in the market and has recently formed ‘Innovate 7’, an agency that is proud to disrupt industries. Cooke believes that we are now entering the most disruptive era of change the world has ever known. He suggests that in this era it is up to brands to decide whether they are smart enough to take opportunities. There will be a lot of brands that hold onto fears and will not know how to change or adapt to surroundings. This is where it becomes fun - this is where is becomes de-cluttered.

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(Figure 4. Justin Cooke CMO Topshop, 2013).

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DECISIONS ARE HARDER TO MAKE THAN EVER.

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3. decision making

Globalisation has ultimately offered choice: choice for businesses, consumers and global markets. Whether industries benefit from globalisation or not, it is now part of every day life leading to decisions being harder to make than ever.

Dan Ariely (2013) in his question and answer with Google Think Insights about understanding the irrational customer explains that technological changes have made decision-making tougher than ever before. Before this digital world, consumers were able to make a decision and then probably never be able to see if it was a bad one. Now there is the risk that a consumer may see the same product online the next day at a much lower price. This results in information overload and high potential for regret. So what’s wrong?

Is there too much choice? Mintel (2013) suggests that anything that reduces the pressure consumer’s feel and makes the shopping experience easier is likely to be a winner.

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The consumer decision journey has always been of interest to marketers as ultimately the aim is to target their consumers at the moments that most influence their decision (Bosomworth, 2012). Traditional models have been created to try and determine these touch points. The funnel concept seen in figure 5 shows the journey that a consumer goes through when making a purchase. McKinsey (2009) argues that consumers are now moving away from this purchasing funnel and that it fails to capture the important touch points in today’s digital and well-informed society.

Figure 6 demonstrates the concept that decisions that are made by a consumer form a loop and therefore result in loyalty. This model shows a more in depth process of the decision journey.

However McKinsey (2009) suggests that addressing the consumers at part of this process will not guarantee their loyalty anymore.

In today’s society, it is becoming harder to determine one single moment of truth in the journey where marketers should target consumers. Brands need to deliver a memorable experience at every point of the journey so that the consumer builds a broader, stronger and more informed opinion on the brand (Anand, 2013). The new reality for marketers, is that consumers are always evaluating and forming perceptions of brands (McKinsey, 2009). This much more constant evaluation of brands by consumers makes the relevance and reinvigoration of the brand vital – it needs to be current to impact on purchase choice decisions.

(Figure 5. Traditional Funnel Concept, 2009).

(Figure 6. The developed consumer decision journey, 2009).

... BRANDS NEED TO DELIVER A MEMORABLE EXPERIENCE AT EVERY POINT OF THE JOUNEY. 17

There are more opportunities than ever for consumers to do their own research on a brand. Reading and registering reviews is now popular online activity by both old and young consumers. This was seen within an interview with a Baby Boomer and a Millennial consumer where they both agreed that looking at reviews was vital to their purchasing expeirence (see appendix 6).

The Internet provides consumers with choice, utility and a popular place to gain ideas. There can of course be disadvantages to shopping online, as some consumers may prefer to shop in their own time or see/ feel a product face to face. (Mintel, 2012). During the observational shop carried out through primary research with a Millennial (see appendix 2), I found that a main factor in the consumer’s decision making was my own recommendation. This was further supported in the questionnaire conducted in my primary research (see appendix 3). The question was asked, ‘do you value friends or families recommendations of products?’ The respondent answered, “I do value them as so many products that are advertised do not work like they say.

When someone recommends a product it’s almost like trying it yourself.” Trust ultimately made these decisions on the products purchased knowing that another person also trusted the brand. This proves the importance of word of mouth for a brand.

This research suggests that it is easier for consumers to now become less loyal, the amount of brands provide choice for consumers, meaning that an experience that stands out above others is what really matters.

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IT IS NOW EASIER FOR CONSUMERS TO BECOME LESS LOYAL ... THEREFORE AN EXPERIENCE THAT STANDS OUT ABOVE OTHERS IS WHAT REALLY MATTERS.

19 (Figure 7. Nordstromrack Fullset, 2013).

4. the new millennial

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NM

est. 1980 - 2000

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(Figure 8. Millennial Must Haves. Own Image, 2014)

Millennials, also known as Generation Y, I Generation, or Sunshine Teens, are defined as those born roughly between 1980 and 2000. With a generation of roughly 77 million in the US, the ‘New Millennial’ is a larger cohort than the Baby Boomer, and triple the size of Generation X (Petro, 2013). 18 to 24 year old students are estimated to contribute £20 billion to the UK economy each year. Clearly this is a consumer that brands have major potential to market to (Eder, 2013).

New Millennials carry a perception of being hard to reach and challenging to engage. As consumers, they tend to have fully formed perceptions themselves about different products, services and brands, already being clear on what they want. (Eder, 2013).

Millennials have grown up with technology and most do not know a world without the Internet. Phones and computers are considered as some of the ‘must haves’ for this generation, which may be considered as luxuries by older generations. Through primary research of a day in the life of a Millennial (see appendix 3), I have also found phones and laptops to be the most important items to them (see figure 8).

‘All about me’ being the 16-21 year olds, ‘all about us’ when they reach 21-30, and ‘all about them’ when they are 25-34.

For this research project I have decided to concentrate on the 16-24 year old Millennials in order to get a more focused view on how to engage this specific consumer group.

As with other cohorts, this consumer’s behaviour is shaped by the world in which they have come of age. Millennial’s came of age during a period where information was instantly available to them, there was a strong emergence of social media and reality television, economic growth and the disappearance of modernist values. This can be seen as an opportunity for marketers to use moments in a new millennial’s life to connect with them on a more emotional level.

During a millennials lifetime, many more lifestyles have become accepted in society being supported by many events in popular culture as well as many postmodern TV programmes. This has lead to a cohort of ‘free agents’ who can be expected to appreciate independence and not follow the crowds. This is supported by Amy Levin from College Fashionista in the Now, New, Next: There is a large age range used to 15 years of Fashion & Retail Google describe the Millennial. Dan McDevitt Hangout (2013), “Millennials want to (2013) considers they will act differently be individuals. Nobody wants to be the in different stages of their lives. McDevitt same as everybody else – they want to be has split the ages into 3 sections their own person”. suggesting their motivations in the different points in their lives; 23

With a reputation of being the best educated and the most culturally diverse generation in history, research suggests that they are media and technology savvy and able to see through many advertising tactics (Noble, 2009). It is suggested that there are clear expectations when following a brand; either a good discount, free products, a winnable competition to be entered or to be entertained (Eder, 2013).

However, in his book Essentials of Visual Communication, Bergström (2008, p. 36) suggests that this young generation will be completely uncritical about adverts, as long as they are entertaining. Further mentioning how in the future it may be difficult to tell advertising from entertainment. What is clear, is that this cohort is very selective with who they listen to. With a large range of channels all loaded with information, the millennial is able to be selective and decide who they will connect with, and when.

GOOD DISCOUNT. FREE PRODUCTS. WINNABLE COMPETITION. Ryan and Jones (2012, p. 9) describe this generation in their book Understanding Digital Marketing as the mass market of tomorrow, and that the challenge for businesspeople and marketers is to talk effectively to the target audience through becoming fluent in this new digital language.

In this book they also introduce the concept around ‘Consumer 2.0’. The term 2.0 is “used to denote a superior or more advanced version of an original concept, product or service” (Google, 2013). From being inundated with 2.0 everything from web, technology, business, education and marketing, Ryan and Jones (2012, p.9) explain that the concept of consumer 2.0 is based around consumers being in-control, better informed and more communicative through the ability to share and publish anything they want. This consumer 2.0 can be seen as very similar to the digital millennial consumer.

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CONSUMER 2.0

YOUTH = FREEDOM 25 (Figure 9. Magdalena Jalejska and Chris John Millingston. 2013)

C 2 C.

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Traditional marketing has always been used in mainly B2C or B2B. The new millennials offer potential for a new way of marketing through consumer to consumer. Through the digital revolution, highly social and value-conscious Millennials have become increasingly experienced in exchanging and trading their ideas as well as their goods. As many have student debt, Millennials have adopted an entrepreneurial spirit in trading items. This offers a financial reward as well as a quick and easy wardrobe refresh. (Saunter, 2013).

Millennials use already established marketplace sites such as eBay although many brands are starting to see the potential for peerto-peer trading. Asos launched Asos Marketplace in 2010 where individuals can rent a shop window on the site and sell their own label, vintage or branded clothing (Saunter, 2013).

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WELCOME TO THE FASHION DEMOCRACY.

(Figure 10. ASOS Marketplace, 2013)

(Figure 11. ASOS Marketplace logo, 2013)

(Figure 12. ASOS Marketplace, 2013)

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5. a new loyalty

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Research suggests that Millennials are not as brand loyal as previous generations. Due to elastic demand and price promotions, these consumers have the option for cheaper products resulting in them paying little attention to brands. Saying this, Millennials are thought to show brand loyalty towards premium priced items such as laptops (Gurau, 2012).

This idea of searching for different versions of a product or existing offers could be seen to be a trait from the postmodernist society based on perceptual change, and this is encouraging customers to seek novel products. The questionnaire that I conducted (see appendix 3) supports the idea that Millennial’s search for cheaper products on the Internet before purchasing - only 8% of respondents said that they do not do this.

As mentioned previously, the decision about a new brand is often determined through social networking channels and peer recommendation. Research supports that this is the case for Millennials, as well as using their purchasing pattern as a form of-self expression developing their personal image or communicating their personal values (Gurau, 2012).

In the UK, nearly 95% of consumers have at least one loyalty card with 90% of these using them on a regular basis (Keynote, 2013). Through my primary research (see appendix 3) I found that 78% of Millennials asked do use loyalty schemes.

With any consumer able to sign up as a ‘loyal VIP’ and able to reap benefits of almost any brand, loyalty has become less exclusive. Keynote (2013) also mentions in the report Rewarding Consumer Loyalty that many consumers are finding loyalty programmes are failing to meet their needs. With uncertainty and the continuing global economic downturn, consumers are still wary about spending money. Consumers are able to use loyalty schemes to get the best deal, rather than to demonstrate loyalty, and therefore, there is actually no personal connection being made between the brand and consumer.

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LOYALTY SCHEMES NEED TO PERSONALLY MEET THE NEEDS OF CONSUMERS.

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BRANDS HAVE FAILED TO CHANGE THEIR MARKETING WITH CHANGES IN SOCIETY. Tom LaForge (see Confino, 2013) states that research shows brands have failed to change their marketing with changes in society. He also suggests that the brands that will be successful in the future will be the ones that improve the individuals’, and other consumer’s well being. There is a need for brands to show consumers that they care, and this new loyalty is therefore personal. Primary research conducted (see appendix 3) suggests that 60% of Millennials agree that emotionally engaging with a brand influences the likelihood of a purchase, and 27% were not sure. This proves the opportunity for brands to use emotional experiences 32

within their loyalty schemes in order to attract a Millennial consumer.

In response to this, some companies are starting to make loyalty schemes more tailor-made. Tesco’s chief executive Philip Clarke (see Cuddeford-Jones, 2013) has said how Tesco are making Tesco Clubcard more personalised making customers feel like they are part of the club. He mentions that some customers want vouchers to spend and others want car insurance, meals out or trips across the UK. Tesco’s are specifically tailoring their rewards to the customers’ specification – heightening the emotional attachment the customer has with the reward provider.

89%

of Millennial respondents read reviews online and believe this changes their buying behaviour.

In order for brands to address their consumers’ needs they need to use social channels. The needs of a Millennial consumer lie strongly online, with Millennials using the Internet as their ‘go to’ place to find a product. Primary research (see appendix 3) shows 89% of Millennial respondents read reviews online about products and believe this changes their buying behaviour.

This new dimension of loyalty does not mean that there is no value in traditional loyalty schemes, as Millennials are seen to use them. However, if a brand wants to create a meaningful relationship with a Millennial they must go beyond this and satisfy the changing needs of the consumer (Baker, 2012).

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6. now

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A trend is defined as, “the direction in which something tends to move and which has a consequential impact on the culture, society or business sector through which it moves” (Raymond, 2010, p14) Identifying recent and upcoming trends within the marketing, communication and promotional landscape is key to creating an innovative and successful marketing strategy for any brand. As Joe Tripodi (see Arthur and Saunter, 2013), chief marketing and commercial officer for Coca-Cola mentioned at the Cannes Lions, “we won’t change what’s in the bottle, so we have to innovate around it”. Keith Weed (see Arthur and Saunter, 2013), CMO of Unilever further explained at the Cannes Lions how the use of trends have helped the evolution of the company, “We have had to constantly evolve; we have had to move with the times, keep pace and reinvent ourselves.”

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STORYTELLING The use of storytelling within marketing is a big current trend, and one that could have potential for millennial engagement. With a powerful narrative and a detailed understanding of the audience, storytelling is an engaging way to develop a bond between brands and consumers (Jobling, 2013). With savvy Millennials, storytelling could provide an opportunity for a merge of creativity and technology.

Lorraine Twohill (see Arthur and Saunter, 2013) VP of global marketing at Google, also at the Cannes Lions event explained how technology has now become the tool for creating and telling stories, the importance of stories is still as strong as ever. Therefore, marketers should use new technologies to deliver stories in a way that their consumers are experiencing the world. This will provide emotional engagement, immersing the consumer in the story (Jobling, 2013).

“WE SEE WITH OUR EYES BUT WE FEEL WITH OUR HEARTS. TECHNOLOGY WILL KEEP ON CHANGING, BUT EMOTIONAL STORIES BASED ON TRUTHS AND VALUES ARE ETERNAL.�

Lee (see Arthur and Saunter, 2013).

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(Figure 13. PepsiCo, Bring Happiness Home, 2012)

Following from storytelling, another trend has been seen in evoking positive emotion. Bergström (2008, p17) mentions in his book Essentials of Visual Communication how we feel a part of the action when we can relate it to our personal experiences. He also explains the use of storytelling in three main divisions that arouse emotions and convey information.

The chief marketing officer at PepsiCo, Richard Lee (see Arthur and Saunter, 2013) talks about the recent ‘Bring Happiness Home’ campaign (see appendix 9.1) created for Chinese New Year,

“We see with our eyes but we feel with our hearts. Technology will keep on changing, but emotional stories based on truths and values are eternal.” The campaign was aimed at the youth generation and reminded them how it felt to return home for the holidays. Lee further explained that when targeting China, the most successful campaigns tell a story about humanity. I also believe this could be successful within the UK market, as stories have “been since time immemorial in every culture” (Bergström, 2008, p27).

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7. new cultural values

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UNIVERSITY Millennials are very much part of this enormous industry that has been created. It is clear that it is now a necessity to target Millennials but in which way should marketers do this?

One main touch point in a Millennials life is University. With students living away from home they decide to make their own choices about what brands to buy.

Many organisations that have Millennials as their focus tend to invest large amounts of their budget, capturing their audience at University ‘fresher weeks’ (Eder, 2013). This article by Eder also reveals that 87% of 18 to 24 year olds want brands to inspire, inform and entertain them.

87%

of 18 to 24 year olds want brands to inspire, inform and entertain them.

PERCEPTION

Research suggests that Millennials are more wary than Baby Boomers about how they are perceived by the social environment. This includes how they are perceived when buying a product as well as a consumer in general (Parment, 2013). This was supported in an interview conducted between a Baby Boomer and Millennial (see appendix 6). The Millennial stated that he likes to wear fashionable and well-known brands where as the Baby Boomer revealed that he did not worry at all about how he is perceived as a consumer. This could be the same as social media and how Millennials are perceived through their personal sites.

Eder (2013) writes how a Student Beans survey revealed that almost half of respondents said they did not want to talk to brands using social media and a third of the respondents not following a single brand through personal sites at all.

This could suggest that Millennials are worried about the perception that other Millennials may have about them from their online activity.

I conducted primary research myself to find out if these statistics were similar to my findings. I collected data from six Millennials in order to see patterns in brands that they already engage with through social media (see figure 14 and appendix 5).

It was interesting to see that out of the Millennials observed not many of them followed many brands on the social networking site Twitter. However, they were more likely to post a brand in a picture on their Instagram site, suggesting that they are more interested in how they are perceived by peers than actually interested in the brand itself. Through this, I have found Nike is very popular on Millennial’s Instagram pages, suggesting that Nike is a brand that engages Millennial customers successfully.

DATA COLLECTION

This data has been collected from the Millennial’s last 60 photo posts on Instagram and based on how many brands they follow on Twitter:

41 (Figure 14. Millennial data collection, own image, 2013)

WHAT DO THEY WANT? Before purchasing a product it has been established that Millennials consider four key areas; cheap cost, high quality, a fast service and an experience (Sanderson, 2010). When testing this through my primary research (see appendix 3) I found that cheap cost and high quality were the most important considerations, with an experience next and fast service as the least influential.

There is an increasing amount of online and social media sites where Millennials can express their opinions and interests (Eder, 2013). These sites provide opportunity for marketers to gain information about Millennials brand engagement. For example, Pinterest and Instagram are used by Millennials to post pictures of their favourite products or products that they may be looking to buy (Petro, 2013). Sanderson (2010) Millennials expect ‘on demand’ services has written about other interests that and the Internet continuingly offers Millennials have: choice and a great platform for this.

MUSIC: Millennials have come of age in a culture that has been heavily influenced by music and therefore places like concerts are effective for reaching them.

EXTREME SPORTING EVENTS: Sports such as skateboarding, snowboarding or BMX are considered ‘cool’ by Millennials. Brands such as Red Bull have been successful in marketing at such events.

FILMS: This is another area that has an influence on Millennials, from mainstream films to art-house.

VIDEO GAMES: This generation have also been known as The Nintendo

Generation reflecting their childhood growing up with many different video games.

SOCIAL NETWORKING SITES: As mentioned previously, online and

networking sites are also effective ways to provide experiences for Millennials and should be utilised by marketers.

Marketers should use these interests to provide campaigns in order to capture Millennial’s attention. This will bring branded messaging to Millennials to the most popular places that these consumers congregate (Sanderson, 2010).

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(Figure 15. RBMA flying lotus, 2010)

(Figure 16. Red Bull Nanshan open, 2012)

43 (Figure 17. Solo cinema trips, 2013)

REAL TIME Justin Cooke in Now, New, Next: 15 years of Fashion & Retail Google Hangout (2013) stated, “Being part of a culturally relevant brand is seizing the moment”.

Branded content needs to be strategically placed, and there needs to be a reason for it. Millennials do expect successful brands to advertise, but they do not want them to interrupt (McDevitt, 2013). Twitter (see Arthur and Saunter, 2013) said “It’s no longer about planning a campaign for the future, but about adapting it to the moment”.

Oreo did this perfectly during the 2013 Superbowl. During the blackout at the worlds biggest sporting event watched all over the world, Oreo’s 15 person social media team took to twitter with a photo and the strapline ‘You Can Still Dunk in the Dark’. Oreo have now become masters of ‘real-time’ content marketing proving that the right piece of content at the right time can result in media more valuable than any planned campaign (UM, 2013).

44 (Figure 18. You can still dunk in the dark, 2013)

“ONCE THE BLACKOUT HAPPENED, NO ONE WAS DISTRACTED — THERE WAS NOTHING GOING ON. THE COMBINATION OF SPEED AND CULTURAL RELEVANCE PROPELLED IT THE FOREFRONT.”

Hoffstetter (see Watercutter, 2013).

FREEDOM Ultimately, “your customers don’t care about you, your products or your services, they care about themselves” (Pulizzi, 2013). Millennials are always searching for the best. If marketers engage millennials so that they feel and that they have got something out of it, the brand will gain publicity back, “The Millennials are extremely sophisticated, when they talk about something it sells out” Amy Levin (see Now, New, Next: 15 years of Fashion & Retail Google Hangout, 2013).

As Millennials mature, they are finding themselves as adults and gaining freedom through the use of consumption. Research has found that these consumers use products and brands in order to figure out who they are and what is important to them (Noble, 2009). Millennials want to experience the world first hand and create their own judgement on life. They want to do this individually and with their friends (Sanderson, 2010).

A trend-forecasting group, K-hole (2013) suggests that youth is about the ability to be the person you want to be. It is about “the freedom to choose how you relate; the freedom to choose how you understand; the freedom to try new things; the freedom to make mistakes” (K-hole, 2013). This is why Millennials are selective about who they listen to. The Internet is the most effective way for Millennials to gain freedom through the media, because unlike television, it is something they feel they have control over (Sanderson, 2010). Social media sites allow these consumers to express opinions, post pictures and message each other, and this freedom is why the Internet is so important to them.

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(Figure 19. Become and explorer, 2013)

YOUTH “THE FREEDOM TO CHOOSE HOW YOU RELATE; THE FREEDOM TO CHOOSE HOW YOU UNDERSTAND; THE FREEDOM TO TRY NEW THINGS; THE FREEDOM TO MAKE MISTAKES”

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(K-hole, 2013).

FICKLE OR INDIVIDUAL Millennial consumers are known for their ability to drive fad products and fashion trends as fickle consumers.

These Millennials often make decisions about products based on peers or celebrities who have worn similar products and brands (Noble, 2009).

As previously mentioned, when they talk about something, it sells out.

However, other research may argue that Millennial consumers want to be individuals and their own person (Now, New, Next: 15 years of Fashion & Retail Google Hangout, 2013).

Marketers will never be able to target and engage every Millennial with their marketing, and not every Millennial is the same. However, one thing for sure is that they want innovation. This generation want the best products available. Marketing products as innovative convey that it is new and will benefit them in a way that other products cannot. These Millennials will decide for themselves if a product is worthwhile and cool, but marketing your product as cool may have the opposite effect (Sanderson, 2010).

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8. a two way relationship

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ITS A CONVERSATION.

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INVOLVEMENT If companies want to understand Millennials they need to start a conversation with them. It is not about bombarding consumers with messages; consumers now want to be involved. Gaston Legorburu, chief creative officer for SapientNitro (see Arthur and Saunter, 2013), explained that instead of being told a story, people want to be part of it. If stories are whispered, there is freedom for consumers to fill the gaps with their imagination. This offers Millennials freedom and the opportunity to be creative.

“CUSTOMERS TODAY, ESPECIALLY MILLENNIAL CUSTOMERS, THEY WANT TO BE INCLUDED, INVOLVED, BE PART OF THE PROCESS, AND WANT A SENSE OF OWNERSHIP” Uri Minkoff in Now, New, Next: 15 years of Fashion & Retail Google Hangout (2013).

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During Now, New, Next: 15 years of Fashion & Retail Google Hangout (2013), Uri Minkoff, CEO of Rebecca Minkoff explained how their brand has connected with Millennials so effectively. In order to engage their consumer directly, they would take note of what customers were saying, and would change products in order to adapt to their needs. Minkoff explained that they would go to meet customers and arrange hangouts, through this process an army of people formed who called themselves ‘Minketts’. Rebecca Minkoff has now become a designer who involves customers in the design process, creating a feeling that they are all working together towards a joint creation.

Throughout the same clip, Amy Levin founder of College Fashionista said “Millennials are all about engagement and feeling like the can be part of a community and part of a brand, more than just selling something they want to feel part of something”. She further explained the need for a 360 approach when engaging Millennials. It is not only about advertising but also through all the various social media platforms.

(Figure 20. The trophy topper, 2014)

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AN EXPERIENCE

“Over the last two years, traditional marketing spend has fallen by 40%. But the overall budget is increasing – it’s going into digital and experiences” Cain (see Jobling, 2013).

The Millennial is an experience culture (Sanderson, 2010), and experience is a theme that can be used in many different ways for marketers and brands. In order for Millennials to feel freedom, brands need to give them something to experience.

Joseph Pine has written a lot about mass customisation since the early 1990’s. Pine describes mass customisation as a way to become part of the experience economy (see Mininni, 2007).

Customisation allows consumers to design their own products or services, something that Millennials are accustomed to; from their toys, games, clothing, Internet and mobile phones. Companies that offer mass customisation services are ones that will gain significant differentiation from their competitors. (Mininni, 2007).

Nike is a leading example of a brand that has taken this idea and given it to their consumers. NikeiD offers a website where consumers can easily navigate and produce their own design for their trainers; through colour choices, names, favourite icons and player numbers (Mininni, 2007). Through recognising their consumer’s needs, Nike has embraced utility. The brand no longer just sells shoes; it sells the whole concept of running and promotes a lifestyle - creating a purpose for their consumers and meeting their needs. (Kemp, 2013).

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(Figure 22. Nike ID experience, 2013)

(Figure 21. Nike Air Pegasus +30, 2013)

(Figure 23. Nike ID studio, 2012)

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Through primary research, I was able to speak to Tim Williams, co-founder of the digital experience agency, Luma (see appendix 6.2). Luma was created to bring fun and innovative products to the world and has worked with brands and retailers such as Google, Nike, Nissan, and Coca Cola (Williams, 2013). Recently, Luma has created YR Store, the worlds first live, all-over garment printing store installation available in Liberty London and Topman Oxford Street.

The installation allows the public to create and personalise their own designs, and technology will produce their work onto garments in minutes (We are Pop-up, 2013). Williams (2013) explained that YRStore was created from their love for street-wear, fashion and customisation “we are passionate about experience and I believe that traditional retail is boring and tired. Experience is key to differentiating and engaging the consumer in a brand�. He further explained that he passionately believes there is a market for customisation products, the business has been very successful so far and the market is constantly growing.

(Figure 24. Luma YrStore pop up lau

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(Figure 25. YrStore Topman, own image, 2013)

(Figure 26. YrStore Topman, own image, 2013)

e pop up launch, 2013)

“EXPERIENCE IS THE NEW CURRENCY OF THE MODERN MARKETING LANDSCAPE, BECAUSE EXPERIENCES ARE LIFE, AND PEOPLE TALK ABOUT EXPERIENCES EVERY DAY.” (Smilansky, 2009 p. 10) (Figure 27. YrStore Topman, own image, 2013)

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A brand that is known for their connections with the youth is Red Bull.

Targeting Millennials, Red Bull has developed a distribution strategy that gets them as close as possible to their consumer. This strategy uses “Wings Team’s” to establish a relationship with consumers by having a conversation with them (Louvet, 2011). This conversation is of course an experience and successful engagement strategy for Red Bull’s targeted consumer.

From speaking to the Red Bull “Wings Girl” from Nottingham Trent (see appendix 6.1) I gained further knowledge on her role. Rachel Boardman (2013) described her role as vital to the company targeting individuals in their time of need, for example 4pm on a Thursday afternoon at work or 7am on a Monday morning, helping people to get through their days. Red Bull also use this team as feedback from consumers; “It’s also a good way for us to directly feed back any response for the company, and provide a face of the brand for consumers who want to connect” (Boardman, 2013).

Rachel also explained Red Bull’s engagement with the youth. Through events based around Millennial’s interests such as extreme sports, Red Bull shows Millennials that they help people to achieve the unimaginable.

Showing these consumers that the company has a commitment to what they believe in gives a more personal touch – “They don’t just claim to help then stick a celebrity on an advert” (Boardman, 2013).

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(Figure 28. Red Bull student jobs, 2013)

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EXPERIENCES IN RETAIL ENVIRONMENTS Another way brands can include Millennials in experiences is in retail environments - “brands fail to notice a store’s potential because they approach it in the same way as any other sales channel. But a store is so much more than a sales channel; it is the physical manifestation of a brand” (Carter, 2013). With so much focus online, it is important for brands to create a brand experience in stores that customers couldn’t get online. Online is only able to appeal to two senses: sight and sound. Although in store there are opportunities to engage all five senses (Carter, 2013). Once brands include Millennials in the process, they will ultimately become marketers of the brand (Petro, 2013).

Heineken Green Room Singapore have recently bought together three interests of a Millennial - music, technology and innovation - and launched The Scenthesizer.

This project uses technology that allows DJ’s to control the diffusion of fragrances that’s syncs with their different sets. With the tagline ‘music will never smell the same again’, this innovation brings a new dimension to the music scene and a new medium for DJ’s to engage crowds in the future (Creative Review, 2013).

(Figure 29. The Scenthesizer: the future of DJing passes odours, 2014)

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(Figure 30. Citroen by fans, own image, 2013)

“A STORE IS SO MUCH MORE THAN A SALES CHANNEL; IT IS THE PHYSICAL MANIFESTATION OF A BRAND” (Carter, 2013).

(Figure 31. Citroen by fans, own image, 2013)

(Figure 32. Citroen by fans, own image, 2013)

Through further primary research in Paris, I found the automotive industry has also begun to include their consumers through an experience. Citroen have created a social retail experience along the famous Champs-Elysées in Paris. There is a car on each level of the showroom (see figure 30) with live streams from social media capturing all ‘#Citroen’ mentions. Named ‘Citroen C_42 by fans’ there is a feeling of social experience throughout the whole showroom (The Myndset, 2013). This engaging experience is an example of how brands from any sector can use retail 59 space in order to gain Millennial attention.

(Figure 33. Rachel Shechtman: Story, 2013)

Rachel Shechtman has found a way to merge different channels of engagement into one 2000 square foot space (see appendix 9). Founded in December 2011, the experimental space has the point of view like a magazine, changes every four to eight weeks like a gallery and sells products like a story (Shechtman, see Changing the Retail Story: Rachel Shechtman at TEDxHollywood, 2013). With help from Stefan Sagmeister, they branded the concept ‘STORY’, which uses retail as media. Rachel believes that people are craving new retail experiences - “You have so many new business models online, and yet for physical retail, it’s still all about sales per square foot. It’s beyond archaic in my opinion” Shechtman (see Pasulka, 2013).

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“REALLY WE ARE A DATING SERVICE, AND WE ARE JUST USING STORYTELLING AS THE MATCH MAKER BETWEEN BRANDS AND CONSUMERS”.

Shechtman (see Changing the Retail Story, 2013).

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9. gamiffiication

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Gamification brings addiction, and the willingness to work harder at something, “when performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates� Monson (see Krogue, 2012).

Defined as, the process of using game concepts and mechanics to engage users and change behaviour, gamification is a simple concept which has opportunity for engaging Millennials making content fun and entertaining (Kates, 2013).

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THE NEW ENGAGEMENT ECONOMY Millennials have grown up with games such as Mario Brothers, Halo and the Wii shaping their childhood (Krogue, 2012). Gamification is now embedded in our cultural DNA and we are now seeing an increasing number of companies using game elements as a content marketing tactic to attract and engage consumers (Beard, 2013). Games can target and show results in different ways.

Some games can motivate, by tapping into peoples creative sides and others offer a fun way for consumers to learn about themselves (Kates, 2013).

This universal human desire to be challenged is referred to by Jane McGonigal (see Arthur and Saunter, 2013) as ‘the new engagement economy’.

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She describes how there are “one billion people worldwide who spend an hour or more every day playing games, making them feel engaged, challenged and fulfilled” (Arthur and Saunter, 2013).

This shows the potential for brands to address their consumers. One brand that has been seen to use gamification in their marketing is Nandos. At Freshers’ Fairs all over the country, Nando’s succeeded in engaging students with a Wheel of Fortune style game where guaranteed prizes could be won (Eder, 2013). This proved to work well for Nando’s who already use discounting in their brands ethos already, although other brands would have to be careful that it did not devalue their brand image.

(Figure 34. Nike fuelband iphone, 2013)

“THIS APPLICATION HAS BEEN DEVELOPED INTO A POPULAR GAMIFIED SPORT THAT ENCOURAGES LIFESTYLE CHANGES.” (Chou, 2013).

Nike has used gamification in a different way. Launched in 2012, the Nike+ Fuelband is a bracelet that monitors users movements with a special technology.

From downloading the Nike+ app, users can track their workouts and gain statistics that provide feedback.

This application has developed into a popular gamified sport that encourages lifestyle changes (Chou, 2013). During the Now, New, Next: 15 years of Fashion & Retail Google Hangout (2013), Justin Cooke explained his idea that a lot of innovations for the future are already here, they are just not beautifully designed yet. For example, Nike have taken the idea of a standard pedometer and turned it into the Nike+ fuelband that they have made desirable and ‘cool’ through the use of clever marketing and emotion.

65 (Figure 35. Life is a sport: make it count, 2012)

10. what’s next?

NM BRANDS ARE STARTING TO LOOK AT TECHNOLOGIES FROM A HUMAN ASPECT, AND USNG THIS TO POSITIVELY IMPACT CUSTOMERS EVERY DAY LIVES.

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Traditionally, marketing to consumers has been about telling the public the best attributes about the brand (Houpt, 2011). Fighting against many competitors has turned into brands shouting at consumers - all claiming to be the best. Although with the sheer volume, this marketing often becomes like wallpaper to Millennials (McDevitt, 2013), and this is where the need for change in this dissertation has come from.

The Millennial generation has become experienced in many different aspects of consumer purchasing. As a trading generation, research has predicted that the next area for disruption will be around payments. In the already instant world, Millennials are sure to have expectations for instant payment options, through in-stream payment technologies that are predicted to drive change beyond digital (Saunter, 2013).

Millennials are waiting for brands to be brave and impress them. Cooke, (see Now, New, Next: 15 years of Fashion & Retail Google Hangout, 2013) agrees that the future is about a bespoke service. Brands are starting to look at technologies from a human aspect, and using this to positively impact customers every day lives.

This personal future creates The New VIP, a concept that was talked about at the Cannes Lions event in 2013. Living in an era of participation, the focus will soon be shifted to personalisation, and on a mass scale. The future is the qualified self – consumers are starting to define what they want and brands are listening instead of guessing, “every experience or transaction will become a VIP one… very individual and personalised” (Arthur and Saunter, 2013). This is already possible through data, “We sit with the data that enables us to be incredibly personalised now – shame on us marketers if were not taking advantage of that” Donohue (see Arthur and Saunter, 2013).

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recommendations

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INTRODUCTION Within these recommendations I will look at what brands can do to secure the long-term engagement and loyalty from Millennials.

I mentioned in the previous section how important it is for brands to understand Millennials’ needs when marketing to them in order to gain respect. With the increase in distribution channels, ideas and marketing strategies need to be adapted and consistent across all platforms; retail, online, social media, marketing, advertising and service.

INNOVATORS

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EARLY ADOPTERS

NEW MODELS FOR MILLENNIAL ENGAGEMENT For many brands, the problem often relates to them struggling to persuade this generation to adopt the idea or innovation. It has always been of interest for trend forecasters to understand the adoption process in which a consumer passes on a journey towards purchasing. The original adoption model (see appendix 10) by Rogers in 1962 (see Smith and Taylor, 2004) provides a simplistic but useful model of this process, although I believe it needs updating.

Everett M. Rogers also identified the Diffusion of Innovation Types that is often used to categorise the adoption of an innovation. The idea started with the innovator who is responsible for initially trying or developing the new idea, articulating it in a way that makes sense to others around them. This idea is then passed on to the early adopters, who are happy to be exposed to new ideas but who think about adoption more carefully (Raymond, 2010).

Following these come the early majority who make up 34 per cent of an overall group. When this group adopts a trend it makes it sizeable and influential (Raymond, 2010), although they are even more careful and almost deliberate in their buying process (Smith and Taylor, 2004). After the early majority come the late majority - those that tend to only adopt an idea after they have seen the majority of others try it. Finally there are the laggards who are the last to adopt (Smith and Taylor, 2004).

EARLY MAJORITY

LATE MAJORITY

LAGGARDS

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ADOPTION MODEL I have created a new adoption model for brands wanting to engage Millennials today (figure 36). My model is based upon the early adopters or the early majority types. This is because they are seen to be more careful about adopting a trend but also are the categories that brands want to target in order for a large number of people to accept their idea or innovation. Within my model I have added the word perception. I believe it is important for a brand to understand their role within this model, and through previous research, it was found that Millennials are very wary about how they may be perceived by peers or social surroundings.

Therefore, brands should realise that in order for a Millennial to adopt their idea or innovation, they need to make themselves attractive on various different channels, especially social media and online, as this is a Millennials go-to place when forming or seeking an opinion.

I have also adapted this model by putting the four steps; interest, perception, evaluation and trial into a loop. It is unrealistic to suggest that this process is hierarchical. Some consumers may initially trial a product and then evaluate it where as others may first evaluate the product from recommendations they have been given. (Smith and Talylor, 2004). This understandably simplistic model is just the basis of stages a brand needs to think about when wanting a Millennial to adopt an idea. Within each category there are many different ways a consumer can react, for example, awareness can be through social media, word of mouth or an advertisement.

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AWARENESS

INT

EREST

PE

LUATION

N

A EV

RCEPTIO

TRIAL

ADOPTION

(Figure 36. Millennial adoption model, own image, 2014)

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MILLENNIAL ENGAGEMENT MODEL

1 2

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Following this, I have created a more in-depth model of three stages a brand needs to go through when marketing to a Millennial (figure 37). For brands that are bombarding consumers, the first step is to neutralise. Research has shown that Millennials want authenticity within platforms like social media and want brands to be true to themselves. If a brand does not like the truth of their brand and has to lie to consumers – they should change it (see figure 38). These consumers want freedom and want to be individuals; they will decide themselves who they want to purchase from. I’m not suggesting that brands should sit back and let Millennials come to them, but this generation will notice if content from many retailers is similar and predictable – not authentic. Creating a sense of community or introducing a utile service for this cohort could also help to neutralise and authenticate a brand.

3

The second concept I suggest is to emotionalise. One of the main needs of this generational cohort is involvement; this can be achieved in several ways.

Personalisation is a great way to involve a consumer in the process; this could be through using their personal data to personalise their shopping experience or their own customisation of a product. Other ways of involving a Millennial emotionally could be through a sensory experience in-store or the use of storytelling within marketing. These have both been mentioned in the previous section of the report with examples of how they have been used before by brands.

Ultimately, it is about engaging the Millennial. Something that cannot be ignored is today’s use of digital. It is possibly one of the most important ways to engage this generation today.

Innovation and technology also engages this cohort, if a brand can introduce something that is worthwhile, useful and innovative to a Millennial they will adopt it. Research has also shown that gamification is something that can be adapted to engage consumers through mobile apps or informative products. Brands can also engage Millennials by simply keeping up with popular culture.

(Figure 37. Millennial strategy model, own image, 2014)

NEUTRALISE

EMOTIONALISE

ENGAGE

Authenticity Real Freedom Community Utile Service

Personalisation Customisation Involvement Sensory Experience Storytelling

Technology Digital Innovation Gamification Popular Culture

(Figure 38. Millennials as a conscious generation tweet, 2014)

It is important to understand that ideas for these suggestions do not come easily.

Companies need to be in tune with popular culture and consider what is developing in other industries in order to think innovatively – it is all about giving the consumer something unexpected. As Justin Cooke mentioned in the Now, New, Next: 15 years of Fashion & Retail Google Hangout (2013), “the best innovation is being able to pick a moment and make it real and bring it to people in a way that they never expected it, and then it feels innovative once they done it – and I think that’s Apple in a T”.

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COMFORT ZONES There are many brands within many different sectors competing against each other for consumer recognition. In advertising, it feels as if some brands have found comfort and are getting samey and predictable. Archetypes are sometimes used within marketing to assign a genre to the brand through the use of symbolism.

Aligning a brand with an archetype gives an idea to the consumer about the type of person the brand is marketing to and also makes the brand easier to identify (Schoenherr, 2013).

Within cosmetic, skincare and perfume, the advertising often contains very similar archetypes. Brands such as L’Oreal, Nivea, Olay, Pantene and Neutrogena all tend to portray the innocent archetype. Quite often there is a middle aged, fresh-faced female explaining how brilliant the product is that they have used. Different archetypes are used for other brands depending on their ethos for example male aftershave brands often portray the ruler, lover or explorer. Understandably, this works, although this could be what Millennials now predict and do not trust anymore.

Within the focus group conducted (see appendix 8) the topic of traditional print and TV advertising was discussed. The respondents agreed that live events are engaging and exclusive, but they also thought there is still opportunity for traditional advertising if they get it right. A successful advertisement for a Millennial is something that they will connect with emotionally and want to share.

INNOCENT (Figure 39. Olay Definity product shots, 2011)

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(Figure 40. Nivea Visage ‘pure energy’, 2006)

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THE IDEA

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The initial concept of my main recommendation is based around something that was mentioned by Ruth Marshall-Johnson in the Now, New, Next: 15 years of Fashion & Retail Google Hangout (2013). She described the sort of challenges that brands are commonly going to WGSN for advice on. Brands have realised that the landscape is coming to a point of change and the next generation are starting to have much more of an influence (Millennials). Therefore many brands are “asking WGSN to pull together the narrative that will help their business make sense but also to their consumers” Ruth Marshall-Johnson (see Now, New, Next: 15 years of Fashion & Retail Google Hangout, 2013).

From this, I recommend a new retail concept for the UK that uses different themes to include Millennials in different stories that may engage them. With so much online activity, I believe there is an opportunity for a fresh, new type of retail store that offers Millennials something new, exciting and easier to get involved with through the testing of products. Similar to Rachel Shechtman’s innovative retail space Story, my recommendation would be a converted space or pop up shop working with brands to get their products to Millennials.

With the concept of this idea, I originally thought about recommending this idea specifically to one brand as a way of marketing many of their products and standing out within the market.

From looking at the cosmetic and beauty sector and their use of archetypes in advertising, I believe a brand such as Max Factor could introduce a pop up store to promote more than just their product. By using the rebel archetype demonstrated in the Clump Defy Volumising Mascara TV ad (2013) and figure 41, they could create a larger campaign using this theme as a basis and collaborate with other products demonstrating a rebel culture. This would give their consumer something even more personal and engaging. This recommendation would be a big investment of the marketing budget and may not be possible for a brand that doesn’t have any stand-alone stores to transform.

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BRANDS ARE ASKING WGSN TO PULL TOGETHER THE NARRATIVE THAT WILL HELP THEIR BUSINESS MAKE SENSE BUT ALSO TO THEIR CONSUMERS.

(Figure 41. Max Factor clump defy volumising mascara 2013)

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creating ‘Personally...’

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I have decided to suggest this concept as a start-up business, and create my own ideas for branding and marketing. This way, there would be no problem with budget, collaborating with other brands or disrupting a brands ethos.

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THE SITUATION

BY

2017,

it is predicted that Millennials will have more spending power than any other group (Bazaarvoice, 2012). The Millennials have different values to any other generational cohort and this is making if difficult for marketers to understand how to engage them. This generation are no longer as responsive to traditional techniques as Baby Boomer’s are - they rely more on consumer opinions than what the brand is telling them (Bazaarvoice, 2012). Research conducted by Bazaarvoice (2012) has shown that 44 per cent of Millennials will not buy any major electronics without feedback from user generated content.

Millennials are responsive to brands that feel authentic, transparent and honest, are personal, unique and understand them (Soulsight, 2012). I believe there is not much in the market for Millennials to get involved with. Nor are there many brands that are driven by exploration and freedom values that appeal to a Millennial. Many brands understand social media and that the way they talk to their consumer is vital but could brands be doing more face to face with customers?

Experimental retail and pop up stores are still relatively new to the retail world, so there is a need to find an innovative way to execute them, a one size fits all strategy will not work (Lee, 2013). Walsh, (see Lee, 2013) suggests that, “as pop-up stores become more popular, consumers will demand more memorable and quality experiences�.

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MILLENNIALS RELY MORE ON OTHER CONSUMER’S OPINIONS THAN WHAT THE BRAND IS TELLING THEM.

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OBJECTIVES

01

To improve the relationship between brands and Millennials.

02 03

To reduce uncertainty within a Millennials consumer decision journey.

04 05

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To be a place Millennials trust and want to be involved with.

To collaborate with other brands to offer a new distribution channel that they know will reach Millennials.

06 07

To offer a space for Millennials to test products and give or gain feedback.

To use key values and interests of a Millennial within the store’s ethos.

To emotionally engage a Millennial through the use of sensory and experimental retail.

STRATEGY The proposal is to open a renovated space in Central London as a new retail store that changes theme every month. The store doesn’t push anyone to buy a product, it simply offers people to see new innovations, test products and get involved in events that relate to each theme. This store would be named ‘Personally…’ with a variable addition at the end for each theme, for example, Personally… Techno. Personally would have its own logo with a different font for the theme.

Personally’s ethos would be largely based on meeting Millennials’ (aged 16 to 24) needs, listening to feedback and allowing them to explore. As well as the store, there would be an online website for Millennials that may not be able to visit London easily. Through this website, Millennials would be able to gain feedback from like minded individuals on products and involve themselves in the process of Personally by voting on future themes and products.

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TACTICS Communication with Millennials needs to portray ‘Personally’ as an authentic helpful and utile company, set up for them specifically. The store needs to be perceived as something that is more than just about selling products – it needs to promote all over popular culture. By collaborating with other brands and getting them to talk about the new collaboration on social media would create interest in the brand as well as attractive visuals and videos in order to generate a buzz around the new concept. When communicating to the Millennials, the brands tone of voice would use subtle humour wanting to engage the consumer - “subtle humour and hidden discovery elements are a favourite of Millennials and highlight a brands personality” (Soulsight, 2012).

Through the use of the adoption model (figure 36), I would recommend that innovators and early adopters be targeted in order to generate acceptance of this concept. There would be a launch night for the store to which industry experts and innovators in the industry would be invited, where they would then use social media to promote the first buzz and steps towards adoption.

ACTION Every month, ‘Personally’ will transform into a different space. With each different theme there are opportunities for collaborations with different artists, brands, products and events in order to create the in-store environment.

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The first theme would be ‘Personally Yours’ based around the theme of personalisation, customisation and Millennial’s interests (figure 42).

Collaborations with brands such as YR Store would work to offer personalised clothing as well as other interactive elements such as a photo booth within the store to offer Millennials an experience they can share with friends.

87 (Figure 42. Personally Yours moodboard, own image, 2014)

(Figure 43. Personally Retro moodboard, own image, 2014)

‘Personally Retro’ would be a theme based around storytelling for Millennials (figure 43). It offers an emotional engagement with products from their childhoods. This immediately creates conversation between Millennials in-store and on social media.

Known also as the Nintendo generation, this theme would provoke opportunity for sensory interactions and gamification in-store. This gamification could involve collaboration with gaming companies offering a mix of old and new products.

Soulsight (2012) suggests, “Millennials are inspired by things of the past combined with things of today”.

The space would then transform into the third theme ‘Personally Techno’. Innovation is something that Millennials will always respond to well, as it is something new to them. However, they will want to find it useful and entertaining. This theme (figure 44) could include experiences such as interactive window displays, and collaborations with technology experts explaining to Millennials about the future of technology. 3D printing and wearable technology are set to be big technology trends for the future and could be tested in this space. As Justin Cooke (2013) tweeted, “It’s not whether a 3D printer will be in every home its which room in your house will it be in”.

(Figure 44. Personally Techno moodboard, own image, 2014)

After the first few themes and a buzz around the store had been generated, Millennials would be able to vote on the website for the future themes.

This would prove that the brand listens to Millennials and values their input in the business. Another way to meet this generation’s needs would be through feedback on products. Research has shown that Millennials value other consumers’ feedback greater than advertising. Therefore, an interactive feedback wall would be installed that customers could write on after testing the product (for example, figure 45). This gives the brand feedback as well as supplying the Millennials with a more valued opinion and further persuasion to buy. This would have a direct, live feed to the online website for other users to see.

Within the store and online site, each theme would try to include as many Millennial interests as possible, for example the latest in music and the trial of new albums. Having researchers as part of Personally’s staff would be a vital aspect to the brand – they would constantly watch Millennial behaviour and being on trend within popular culture. These would be the staff responsible for finding the innovators and early adopters within the Millennial generation. In order for this store to appeal to both men and women the main theme would have to be gender friendly each month as well as there being a mix of products and events for both genders.

Technology is a popular interest of both men and women and technology will always be a big engagement tool within Personally’s strategy.

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(Figure 45. Multi-touch interactive walls for bally’s, 2012)

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BRANDING Branding for Personally will be authentic and real. Each trend will transform the space meaning there will not be a specific in-store look. Figure 46 shows ideas for the core branding of Personally. With the theme changing so often, the core branding needs to be easily recognisable to a Millennial.

MONEY Funding would be generated through sponsorship from brands that have their products in the store. Some products would be on sale although I recommend that Millennials be charged for some exclusive events in-store, such as collaborations with YR Store and testing of the most innovative products like 3D printing.

Understandably, this recommendation as a whole would be expensive to create and therefore brands could use elements of this idea and adapt it to how much they would want to spend out of their budget and how much of an impact they want it to have. In order to not spend too much money when changing the theme every month it is important to use the retail space as a gallery as well for artists to showcase their work for free. Collaborating with Millennial artists would keep it close to the ethos of Personally and is another way to involve the consumer.

FUTURE PLANS Depending on if Personally was successful enough, there could be opportunities to open further stores throughout the UK. The store could become too popular with Millennials and so a subscription service or waiting list might need to be introduced.

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Personally...

COLOURS

FONTS

ELEMENTS

Wisdom Script

BEBAS nEUE IN STORE ENVIRONMENTS

PATTERNS & TEXTURES

(Figure 46. Branding for Personally moodboard, own image, 2014)

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TO

CONCLUDE

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“EQUALLING THE AMOUNT SPENT ON TELEVISION ADVERTISING TODAY, IT IS PREDICTED THAT IN 2016, COMPANIES WILL SPEND 77 BILLION DOLLARS ON INTERACTIVE MARKETING.” (Ryan and Jones, 2012)

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Ultimately, the new concept of ‘Personally’ wants to be in a position where they are the go to place online and in store for Millennials to gain useful information about products and trial them first hand. Personally would be a place that Millennials could trust, would offer them an experience like no other and where they heard innovation first.

I have tested the concept of this idea through a focus group (see appendix 8) where the response was positive towards the new concept, “I think it would give a sense that it was our brand too, which you do not feel with many brands at the moment” (Rebecca, 2013).

To conclude, I have researched around the idea that emotional experiences will create a new engagement resulting in a new loyalty. Personalisation is key in engaging a Millennial as well as the idea of giving them their own creative freedom and including them in the process. Through these themes, a social buzz would generate ensuring the word is spread through social media.

Equalling the amount spent on television advertising today, it is predicted that in 2016, companies will spend 77 billion dollars on interactive marketing (Ryan and Jones, 2012). More than ever before, it is important to understand the consumer, the culture and the use of digital marketing. The landscape is now about anticipating change and the long-term emotional engagement with a consumer. Without brands recognising this, and embracing whatever comes their way – they will be the ones to fall behind.

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references and bibliography

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LIST OF ILLUSTRATIONS Figure 1 (front cover): Unknown, 2013. Neu [digital image]. Inaesthetic Tumblr. Available at: http:// inaesthetic.tumblr.com/post/58111236568 [Accessed 10 January 2014].

Figure 2: Leeds List, 2013. News spreads fast these days [digital image]. Leeds List. Available at: http:// leeds-list.com/keeping-leeds-on-a-leash-crime-in-the-city/ [Accessed 10 January 2014].

Figure 3: Unknown, 2013. Unknown [digital image]. 24 Media Tumblr. Available at: http://24.media. tumblr.com/3bd9ddac054b24a636dd8889a019b977/tumblr_mj33pp2Z1W1rz4u3so1_1280.jpg [Accessed 20 January 2014].

Figure 4: Creativity Online, 2013. Justin Cooke CMO Topshop [digital image]. Creativity online.

Available at: http://creativity-online.com/news/creativity-50-2013-justin-cooke/241923 [Accessed 20 January 2014].

Figure 5: McKinsey, 2009. Traditional Funnel Metaphor [online]. Available at: www.mckinsey.com [Accessed 10 December 2013] Diagram.

Figure 6: McKinsey, 2009. Decision making process is now a circular journey [online]. Available at: www.mckinsey.com [Accessed 10 December 2013] Diagram.

Figure 7: Young, 2013. Nordstromrack Fullset [digital image]. Buamia. Available at: http://www. buamai.com/image/46447 [Accessed 21 January 2014].

Figure 8: Millennial Must Haves. Own Image, 2014.

Figure 9: Wulnutwax, 2013. Magdalena Jalejska and Chris John Millingston [digital image]. Darling be Daring Tumblr. Available at: http://nofatnowhip.com/post/60741534046/walnutwax-magdalenajalejska-chris-john [Accessed 21 January 2014].

Figure 10: Profero, 2013. ASOS Marketplace [digital image]. Profero. Available at: http://www.profero. com/works/en/london/asos-marketplace [Accessed 22 January 2014].

Figure 11: ASOS, 2013. ASOS Marketplace logo [digital image]. Clothes show live. Available at: http:// www.clothesshowlive.com/page.cfm/link=106 [Accessed 22 January 2014].

Figure 12: Profero, 2013. ASOS Marketplace [digital image]. Profero. Available at: http://www.profero. com/works/en/london/asos-marketplace [Accessed 22 January 2014].

Figure 13: PepsiCo, 2012. Bring Happiness Home [digital image]. China Beverage News. Available at: http://chinabevnews.wordpress.com/2012/02/17/pepsico-encouraged-chinese-consumers-to-bringhappiness-home/ [Accessed 22 January 2014].

Figure 14: Millennial Data Collection. Own Image, 2013.

Figure 15: Red Bull, 2010. RBMA flying lotus [digital image]. Red Bull. Available at: http:// www.redbull.com/cs/Satellite/en_INT/Event/Book-Slam-The-Red-Bull-Music-AcademyEdition-021242809226681 [Accessed 22 January 2014].

Figure 16: Pleasure Jam, 2012. Red Bull Nanshan Open [digital image]. Pleasure Jam. Available at: http://www.pleasurejam.com/event-news/archive/2012/ [Accessed 22 January 2014].

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Figure 25: YrStore in Topman. Own image, 2013.

Figure 26: YrStore in Topman. Own image, 2013.

Figure 27: YrStore in Topman. Own image, 2013.

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Figure 30: Citroen by fans. Own image, 2013.

Figure 31: Citroen by fans. Own image, 2013.

Figure 32: Citroen by fans. Own image, 2013.

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Figure 36: Millennial adoption model. Own image, 2014.

Figure 37: Millennial strategy model. Own image, 2014.

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Figure 42: Personally Yours moodboard. Own image, 2014.

Figure 43: Personally Retro moodboard. Own image, 2014.

Figure 44: Personally Techno moodboard. Own image, 2014.

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Figure 46: Branding for Personally moodboard. Own image, 2014.

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appendix

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01

METHODOLOGY (PRIMARY)

What

Why

Who

How

Benefits

Weaknesses

Online survey (see appendix 3)

To understand Millennials shopping behaviour, if they are loyal consumers and what they are personally interested in to initiate further research in the project.

Participants aged 16 to 24 years old.

Through an online survey on surveymonkey. com using a combination of multiple choice and essay type questions. (See appendix)

- Answers were easy to record and make into statistics through short responses.

- This gave a good starting point to understand Millennials and their relationships with brands.

- Gaining over 30 responses gave a wide range of responses and answers.

- Online method meant there was no conversation with the individuals meaning there was a limited response with not much elaboration.

- There were more women that answered the survey than men.

Observational shop of a Millennial consumer (see appendix 2)

To understand a Millennials shopping habits, decision-making and gather information about brand interaction.

Abbie Guiver, aged 20 years old

By going shopping with a friend but with her unaware I was taking notes on her behaviour – then written up in a note format after conducted.

- The consumer discovered choice trauma when deciding on a product to buy.

- Ethnographic research resulting in real answers and situations.

- This was only carried out for one day and various different situations can appear when shopping.

Recording of Millennials must-have products. (see appendix 4)

To gain an understanding of a day in the life of a Millennial, and which products they consider most important to them.

6 Participants aged 16-24 years old. 3 female and 3 male.

Asking a group of Millennial consumers to record what brands they interact with on a daily basis from morning to evening. Then asking them to put an asterisk next to the products that they consider most important to them.

- This gave me an insight into what types of brands Millennials prefer.

- I was able to detect trends of brands used across the different forms.

- Gathered a wide range of results.

- Answers may not be completely accurate.

- Millennials may be worried about how they are perceived and not give completely honest answers.

Online data collection about Millennials relationship with brands. (see appendix 5)

To establish what relationships Millennials currently have with brands on social media, and if they are actually interested in brands themselves or the perception that it gives to peers.

6 Millennials of different ages between 16-24 years old. 3 female and 3 male.

By ethnographically observing Millennials social media habits on social media platforms Twitter and Instagram.

- Gained a further understanding of Millennials favourite brands.

- Gathered valuable information about how Millennials use brands to gain a better perception of themselves.

- Ethnographic research meaning the participants could not change their information.

- Only a small percentage were looked at – different people interact very differently.

- People may be using social media sites for different reasons e.g. work.

- Social media doesn’t necessarily reflect the full relationship they may have with brands.

Interview between a Baby Boomer and a Millennial. (see appendix 6)

To understand the different lifestyle values, shopping habits and brand interactions between two influential generations.

1 Baby Boomer (David Thompson aged 52 and 1 Millennial (Joshua Thompson) aged 16.

Collecting a number of questions I wanted to ask, relating to behaviour, values and shopping habits and had a face to face interview with both of them.

Recorded on a Dictaphone and then written up.

- I gained valuable information about the differences in generations.

- Was easy to see the differences in behaviour straight away.

- The interview face to face meant the interviewees could elaborate on their answers and have their own conversations too.

- They knew they were being interviewed about behaviour so may have changed their answers subconsciously.

- May be influenced by each others answers.

Conversation with Nottingham Trent Red Bull ‘Wings Girl’. (see appendix 6.1)

To gain information about Red Bull’s marketing techniques and the inclusion of their staff.

Rachel Boardman

Email interview with Tim Williams from YrStore (see appendix 6.2)

To ask industry experts on their opinion around my subject. To establish what they believe is the future and the intentions behind their brand.

Tim Williams – Co-founder of Luma and YrStore.

An email interview consisting of 6 questions around his intention for the brand, consumers and the future of customisation.

- Easy format to ask and answer questions.

- Gained valuable insight from an industry professional and business owner.

Myself.

Through visiting the store and ethnographically observing consumers and how they behave around the pop-up event.

- Tim may be biased on answers as he is the founder of his brand and believes in what he is doing.

- Set questions meant there was not much elaboration on topics.

YrStore observation within Topman Oxford Street (see appendix 7)

To observe what consumers the pop-up event attracted and how they reacted.

Contacting Rachel on online social network – Facebook. I asked her a few questions in which she replied and elaborated on.

- Gained insight from someone working for a brand that targets Millennials specifically and is very successful.

- Instant messaging gave quick replies and an informal approach leading her to a useful conversation.

- Rachel may have a biased opinion from working for and being involved in the brand.

- Ethnographic research meaning the people observed was in their normal environment and not changing their behaviour.

- Dependant on the time the store was visited.

- I didn’t talk to consumers – they could have been acting in a certain way for a reason.

Visit to the Citroen C_42 by fans in Paris. (see appendix 7.1)

Focus group around emotions and experiences, testing my recommendations. (see appendix 8)

To understand how brands within other industries use retail to engage the Millennial consumer.

To gain insights into Millennials opinions on emotional experiences and if they believe my idea is something that they would engage with and use.

Myself.

Visiting the experience store in Paris and taking photos of the in-store environment and design.

- Visiting the store gave me a sense of the experience that other Millennials would feel.

5 participants aged 16-24 years old.

By conducting a focus group with 5 participants, introducing my research project and asking their thoughts on my recommendations.

- Was able to have a conversation with Millennials so results and opinions flowed.

- Gave me an idea of whether my idea would work or not.

- Backed up my research about emotional engagements with brands.

- There wasn’t many people instore to observe and being English I wasn’t able to ask the French workers in the shop any questions.

- Respondents may have been influenced by each other’s answers.

- They may think that they would be engaged by certain techniques but they may not act in the same way when approached with the situation and therefore answers may not have been completely honest.

(SECONDARY) Reading around traditional and current marketing was carried out in order to gain a general understanding around the topic. Literature was also read around Millennials, their behaviour and their environment through many different sources. This research was vital to gain insights from industry professionals, issues in the market and the future for Millennials. Primary research was then used in order to test ideas and theories in which secondary research has provided.

Books: I have used a range of books to provide insight into consumers, marketing and theories around visuals and research methods. Some of these include, Consumer Behaviour: Applications in marketing

by Robert East, Malcolm Wright and Marc Vanhuele, Marketing Communications: an integrated approach by P R Smith and Jonathon Taylor, The Trend Forecasters Handbook by Martin Raymond, Understanding Digital Marketing by Damien Ryan and Calvin Jones, Epic content marketing by Joe Pulizzi, Experiential Marketing by Shaz Smilansky, Essentials of Visual Communication by Bo Bergström and Visual Research methods in Fashion by Julia Gaimster.

Websites: I have used many websites within my research for gaining industry insight from brands and journalists. The Guardian, Marketing Magazine, Marketing Week, Forbes, Google Think Insights, BrandChannel and Mckinsey & Company are all examples of these websites that have helped me to develop this report. Brand’s websites have also been used to gain information for example, Kiip, Luma and STORY. User generated content from websites such as YouTube and Twitter has also been useful to watch talks and observe popular culture.

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Journals: Journals such as The Journal of Consumer Marketing, Journal of Business Research, Journal of Retailing and Consumer Services and The Journal of Retailing have all been used within this report to offer an academic view on various subjects. These have also been useful for providing research methods and statistics.

Databases: I have used databases as a fundamental part of secondary research providing me with statistics, consumer research and future trends. These vital sources in which I have used are: Mintel, Keynote, WGSN and Euromonitor.

Visual Inspiration: As well as research for the writing, secondary research was also conducted for the visuals and layout of the report. A Pinterest board was set up to collate images in which I thought would suit my report and visual inspiration was taken from these (example below). Research on visuals also came from the book, Essentials in Visual Communication by Bo Bergstrรถm.

I have taken inspiration from this contents page as I thought it gave a disruptive feel and would suit my project. I have then used this triangle theme throughout.

I have used this picture as a motif within my artwork.

I thought it would add to the theme of disruption and is good for breaking up text making my report easier to read.

I have used large lettering and numbering throughout to break up text and emphasise important numbers or words.

VISUAL INSPIRATION I have taken inspiration from quite neutral simple colours which I have then used within my colour scheme.

02

OBSERVATIONAL SHOP

Observational shop on Abbie Guiver – 20 year old Millennial: The consumer went to ‘Boots’ in order to buy a mascara and hairspray: - Abbie mentioned that the Rimmel mascara that she always bought had been discontinued and now didn’t know what mascara to buy.

- From looking at the vast amount of brands and mascaras in Boots (choice trauma), she asked me what mascara I used and what it was like.

- I showed her the mascara that I used and she bought this solely from a recommendation that she trusted.

- A couple of day’s later Abbie text me to say how happy she was with the mascara. This shows Abbie’s decision journey from choice trauma to adoption.

- Within Boots, Abbie also wanted to get the hairspray that she always used.

- When she went to buy it, it wasn’t there, and after looking at some others, she then decided that she wouldn’t get any and that she would wait to get it somewhere else.

This proved to me how there are certain products that once people are loyal to they will carry on buying them unless something stops them. These habitually purchased products often seem to be beauty or cosmetics, or products that are of a cheaper value. The buyer chooses quickly and has a low involvement with the purchase that creates routinised response behaviour. It also proved how important recommendation is to a Millennial, and helped to prove that a Millennial values another consumer’s opinion more than a brand’s.

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03

SURVEY RESULTS

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04

MILLENNIALS MUST HAVES

In order to gain research on Millennial’s must have products and brands, please could you fill out this table with each product you interact with on a daily basis from morning to evening. For example: Morning – Product: Mobile Phone, Brand: Apple.

Once this is done please could you put and asterisks (*) next to the 3 products that you consider the most important to you.

RESPONSES: Name: Ellie Rushmer Age: 21 Occupation: Nursery Worker When Product Brand Morning Toothpaste Aquafresh Morning Mobile Phone * Apple * Morning Tablet - iPad Apple Morning Clothes * Topshop, Zara, Asos * Morning Make-Up Mac, Benefit, Max Factor Morning Straightners GHD’s Morning Perfume Marc Jacobs Afternoon Laptop * Apple * Afternoon Purse Ted Baker Afternoon Food Tesco Evening TV Technika Evening Food Tesco Evening Chocolate Dairy Milk

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Name: Sam Peach Age: 21 Occupation: Placement Student When Product Brand Morning Phone * Apple* Morning Aftershave Davidoff Morning Watch* Hamilton* Morning Hair V05 Morning/Afternoon Laptop* Toshiba* Morning/Afternoon Work Phone Nokia Afternoon Lunch Waitrose Afternoon Wallet Fossil Evening Shower Gel Lynx Evening TV Samsung Evening Dinner Sainsburys Name: Katie Dadlani Age: 20 Occupation: Sales at TRC gym.

When Product Brand Morning Toothpaste Colgate Morning Mobile Phone * Apple * Morning Perfume* Marc Jacobs* Morning Straighteners Remington Morning Make-Up Jane Iredale, Rimmel Morning Toner and moisturiser Liz Earl Afternooon Handbag Warehouse Afternoon Mobile Phone Apple Evening TV Samsung Evening Laptop* Acer* Evening Cleanser Collin Evening Toothpaste Colgate 121

Name: Colin Wiseman Age: 23 Occupation: Shop Assistant When Product Brand Morning Radio Sony Morning Phone* Apple* Morning Mouthwash Oral B Morning Watch River Island Morning Coat * Fred Perry * Morning Car * Ford Escort* Afternoon Lunch Tesco Afternoon Coffee Costa Afternoon Kettle Breville Evening Microwave Bosch Evening Television Panasonic Evening Tablet Apple Evening Docking station Bose Name: Molly Medhurst Age: 21 Occupation: Student When Product Brand Morning Shampoo Treseme Morning Glasses Ray-Ban Morning Hairdryer Nicky Clarke Morning Mobile* Samsung*` Morning Straighteners GHD Morning Bag* Marc Jacobs* Afternoon Purse River Island Afternoon Lunch Asda Afternoon Docking station Gear4 Evening Tablet* Ipad* Evening Phone Samsung 122

Name: Harry Dawson Age: 18 Occupation: Student When Product Brand Morning Phone* Iphone* Morning Razor Braun Morning Deodrant Sure Morning Shoes Vans Morning Bag Topman Afternoon Car Peugeot Afternoon MP3 player Apple Afternoon Laptop* Acer* Evening Guitar Fender Evening Games Console* Xbox* Evening Television Sky Box Evening Running Shoes Nike

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05

DATA COLLECTION

Millie Henderson: Instagram: (in the last 60 photos) - Masserati - Nike - Volkswagen - Jack Wills - Moet - Mac Make-up - Apple iPhone Twitter: - (0 brands of 160 following) Jessie Stevens: Instagram: (in the last 60 photos) - Apple Mac - Vans - Sharpie - Huarache - Nike - Marmite Twitter: - (0 brands of 202 following) Hannah Boswell: Instagram: (in the last 60 photos) - Costa - Lily Kamper Twitter: - (31 brands of 402 following) 124

Jordan Letts: Instagram: (in the last 60 photos) - Naked - Boost - Nike - Adidas - San Peligrino - Storm Twitter: - (2 brands of 196 following) Jim Osborne: Instagram: (in the last 60 photos) - Smirnoff - Uggs - Nandos - Nike Twitter: - (1 brand of 96 following) George Murphy: Instagram: (in the last 60 photos) - Carling - Pandora - Guiness Twitter: - (1 brand of 399 following)

All of the boys looked at were following ‘Sky Sports’ on Twitter proving their interest in sport.

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06

INTERVIEWS

Script of Interview between a Baby Boomer and Millennial in order to see differences in behaviour and values: Baby Boomer – David Thompson (aged 52) Millennial – Joshua Thompson (aged 16) 1. Do you use loyalty schemes? Why? David: Yes, Nectar, Waitrose, Tesco Clubcard and 02 moments because I want to get something cheaper or to get points to gain something back from the brand.

Joshua: 02 moments app on my phone, but its easy and useful, don’t really use any others.

2. Do you think you would use loyalty schemes more if rewards were more personalised to your needs?

David: Yes, but I think it is unnerving that these companies can know so much about us so easily.

Joshua: Yes, if it was something that I often buy or like.

3. Do you shop around online before buying a product? Do you always want a certain brand or do you not mind if the product is similar?

David: Yes I do shop around before buying, and I don’t mind if something isn’t exactly what I was looking for if it is cheaper.

Joshua: Yes, to see if it is cheaper anywhere else to compare. It’s got to be the real thing though.

4. How would you say you prefer to shop? Online of in-store?

David: I don’t mind shopping online but I get bored with clicking all the time and some things I would like to feel, touch and see.

Joshua: I prefer to shop online, but I agree, some things I would like to try out before buying.

5. Do you have an opinion on advertising and marketing from brands e.g. if you thought an advertisement was bad it would put you off the brand?

David: I really liked this years John Lewis advert it told a great emotive story, but I feel like Tesco’s was too cheesy and lacked authenticity. It really rubbed off on the brand for me.

Joshua: Yes, I often get annoyed with adverts, especially after a while and they have been on for ages.

Specsavers and the low cost holiday adverts especially annoy me.

6. Do you tend to worry about how you are perceived as a consumer and what others may think about the products that you are buying?

David: No I don’t mind at all.

Joshua: Yes they have got to be fashionable or well-known brands. Or I quite like brands that are promoted by celebrities. I do like having my own style as well though.

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7. How much does user generated content play a part in your purchase decisions? For example, you tube recommendations or review sites?

David: Quite important now as there is so many adverts, you cannot trust them. There is such an enormous choice, it is nice to be able to see what other people think as you can’t always do all the research yourself. I use trip advisor all the time when booking a holiday as it is a lot of money to spend and I feel like I cannot trust holiday companies.

Joshua: Yes I would always look up reviews before I buy something especially something like a play station. I always trust friends and families recommendations too.

6.1 RACHEL BOARDMAN Rachel Boardman Conversation (Nottingham Trent ‘Wings Girl’ for Red Bull.)

18 November 2013: Me: Hi Rachel, I’m looking into Red Bull for part of my dissertation work on consumer experiences and have seen that you are a brand ambassador at Nottingham Trent? I was wondering if you would answer a few questions for me? There won’t be many! Would really appreciate it if you could.

Thank you!

Rachel: Hi! Of course I’m a third year too so I’m happy to help!

Me: Thank you so much!

I just wanted to find out more about your job role and how important it is to Red Bull as a company to use ambassadors as a connection to their consumers?

Is your job role different in every global market?

Do you get a lot of response from marketing strategies? I’m doing my project on loyalty and generation Y, and with generation Y being Red Bull’s main target audience I was wondering how successful the music academy and communication through extreme sports were in the company?

Rachel: That’s ok.

Well firstly, I’m not an ambassador; I’m an extension of their marketing department!

My role is ‘wiiings’ girl and it’s vital to the company because my job is targeting individuals in their ‘time of need’ e.g. 4pm on a Thursday afternoon at work, or Monday at 7am when all the posties leave for their shift. This is a gift from Red Bull and we do it all year round without asking for anything in return.

It’s also a good way for us to directly feed back any response for the company, and provide a face of the brand for consumers who want to connect i.e. chat to us, ask if we enjoy our job, see a smile and the red bull mini. If I see a child waving to me from the street I will always smile and wave and say hello etc.

So my job encapsulates the red bull ethos of ‘enabling not sponsoring’ - I help people get on with their day and have the energy, and that’s Red Bull’s over all image.

As for global market I really don’t know if it’s different - I can only assume that they keep it standardised because this tactic works well The music academy e.g. the revolutions in sound which happened last week (aired on Dave) is huge.

The engagement of being the ‘place to be’ really connects with the youth.

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Again the extreme sports just tie in with the fact that Red Bull are who they are because they enable people to achieve the unimaginable - it’s more than just the drink. Vetell, (champ F1) was selected at 15 by Red Bull and they helped him become racing champion - they own the team they don’t sponsor.

Baumgarter who did the space jump - it was his dream, and Red Bull made this happen. This resonates with younger people I suppose by showing that the company has a commitment to what they believe in - they don’t just claim to help then stick a celeb on an advert. There are not empty promises that I suppose most people are sick of nowadays.

I hope that helps.

Me: Yes it has! Thank you so much, you have been really helpful!

21 January 2014: Me: Hi Rachel!

Sorry to bother you again, I just need to check it is ok with you to include some of what you mentioned in my dissertation? Is it ok to reference you?

Rachel: Hi! Yes of course!

6.2 TIM WILLIAMS Tim Williams Email Interview (Commercial Director of Luma and YR Store).

18 November 2013: My email to Tim Williams: Hello!

I am currently in my third year at University studying fashion communication and promotion. I am now doing my dissertation on generation Y and the effects that they will have on consumer loyalty in the future. I am really interested in looking at brand experiences and how a brand can enhance their loyalty through including their consumer in a more personal way.

I came across YR Store last weekend in the Topman store on Oxford Street. I thought it was a great new innovative way to include the consumer in the process of their purchase. I would really like to know what the ideas were behind this exciting new brand and I was hoping that you would answer a few questions for me for my research project?

1. Why did you create YR Store?

2. Who would you say is YR Store’s target consumer? Are the visuals that you have used specific to target your consumer?

3. Do you believe there is a market for customisation products?

4. How successful has the business been so far?

5. Do you just set up installations in stores? Why have you chosen these certain stores?

6. Do you believe there is a gap for more experiences like this to involve generation Y when buying products?

I really appreciate your time!

Kind Regards, Emily Thompson.

19 November 2013: Tim Williams email back to me: Hey Emily Thanks for the note and kind words about our brand.

I am more than happy to answer those questions but first, would you mind answering some of my questions?

Firstly, do you think customisation is a key trend that will grow?

How did you find YR Store visually when you first saw it, was it attractive what would you describe as it’s brand image?

How did you find the selection of images available on the touch screens? Did they match your expectation considering you visited the Topman store?

Where else would you think installations would be successful outside of stores?

This kind of feedback is great for us as a brand, so I am very interested in your opinion. I will in turn answer your questions!

Thanks in advance, Tim 22 November 2013: My email back to Tim Williams: Hi Tim, Thank you so much for getting back to me, yes of course I will answer those questions.

Firstly, do you think customisation is a key trend that will grow?

Yes, I believe so. As I mentioned before I’m doing my project on how to engage generation Y and I believe this is definitely something that will grow, especially with teenagers aged 15-20. Nike have really used customisation to their advantage, and by giving the consumer power connects to the instant world that they have grown up in.

How did you find YR Store visually when you first saw it, was it attractive what would you describe as it’s brand image?

I think it fitted in well in the Topman environment. There always seems to be a lot of wood and lowtech materials used in male environments, so that was used well and it also looked approachable. I would say the brand image seemed quite simple which is good as you want to make the consumer feel like it is something easy and quick to make. I have looked at key trends in marketing and one being that a new breed of utility brands are placing service, functionality and usefulness at the heart of marketing activity.

How did you find the selection of images available on the touch screens? Did they match your expectation considering you visited the Topman store?

Yes, many of the images were similar to prints already on Topman products e.g. animals, galaxy print etc. There was a large selection and the screen was very easy to navigate.

Where else would you think installations would be successful outside of stores?

Well throughout my research I have looked into the interests of generation Y and have found that music was the most common interest, followed by film and social networking sites and then sport.

Many brands now successfully integrate music into their marketing strategies, so maybe this is something that could be used. Maybe an event where these T-shirts are sold, or a pop up store in large shopping centres like Westfield which is often a place generation Y would go to hang out with their friends.

Hope my feedback is useful!

Thank you, Emily

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25 November 2013: Tim Williams email back to me: Thanks Emily, really useful stuff! Ok now my turn: 1. Why did you create YR Store?

We set up YR Store because we have a love of streetwear and fashion and also customisation. We have a technical background having worked with other brands and retailers for a number of years (like Google, Nike, Nissan and Coca Cola) and wanted to do something fun and on our own.

2. Who would you say is YR Store’s target consumer? Are the visuals that you have used specific to target your consumer?

We are aiming for consumers with different demographics. What unites our customers is their sense of uniqueness and desire to express their individuality. We cover all age ranges from 14 - 50 and male and female. We are aiming to be a premium product and we have moved our branding in that direction.

3. Do you believe there is a market for customisation products?

Yes, passionately. We think it is only going to grow, and fast.

4. How successful has the business been so far?

Very successful, we have worked very hard to get the business to where it is but we went from nothing to having two concessions in Topman and Liberty in four months.

5. Do you just set up installations in stores? Why have you chosen these certain stores?

Yes but we would also consider a portable version, for festivals. We chose the stores as they are large and well known and represent the consumers we are looking for.

6. Do you believe there is a gap for more experiences like this to involve generation Y when buying products?

Yes we are passionate about experience and I believe that traditional retail is boring and tired.

Experience is key to differentiating and engaging the consumer in a brand.

Thanks, Tim 27 November 2013: My final email back to Tim Williams: Thank you so much Tim you have been so helpful!!

If you ever want to ask any other questions or anything I would be happy to help!

Thanks again, Emily

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07

STORE VISITS

Visit to the YR Store pop-up event in Topman Oxford Street: - Leaflets were given out for the event when entering the Oxford Street Topman store.

- The event was set up with interactive boards around a desk (see images) where consumers could go on and make their own T-shirt. The set up was appealing, fitting into Topman’s environment and using high-tech and low-tech materials.

- It seemed very popular with around 16-20 year old boys that were visiting the Topman store and a lot of them were with friends creating the T-shirt and sharing the experience together.

- There was a wide range of designs and ways to personalise the T-shirt with helpful staff there to help if needed.

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7.1 CITROEN BY FANS Visit to the Citroen C_42 by fans retail space in Paris, France: - When entering the store, it allows the consumer to explore completely freely.

- There were several floors to the retail space with different interactive elements and ability to vote for which cars were in the showroom (see images).

- There didn’t seem to be many other people in the store when I visited although being placed on one of the most famous streets of Paris it would attract many visitors and tourists daily.

- This social retail concept started with the Citroen social club with a wall that captures and streams all Citroen mentions.

- It is claimed that ‘Citroen Live is everywhere, all the time’.

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FOCUS GROUP

Focus group – Testing Recommendations.

5 Participants: Hannah Wiseman – 20 Rebecca Hurrel – 21 Abbie Guiver – 20 Matt Day – 20 James Hazel – 20 The basic idea was explained to participants before starting the questions of the focus group.

1. Do you think that being involved in brands projects and future ideas would be something that you would respect?

Hannah: Yes, it would probably be good to have a brand that wants to help for once, and being involved in the process would make it even more helpful and we would get what we want.

Matt: I don’t really know if I would get involved myself, but it would be good to have to opportunity to.

James: Yeah I think you would feel a sense of achievement if a brand did something because their consumers told them to.

Rebecca: I think it would give a sense that it was our brand too – which you don’t feel with many brands at the moment.

Abbie: Yes, I agree with the others!

2. Would you be more likely to engage with a brand that communicates with you through live events, opposed to traditional TV or print advertisements?

Abbie: Definitely, I don’t think I even really take notice of print or TV advertisements anymore, if I’m going to buy something new, I need to be impressed by it.

Rebecca: Yes I agree, live events are always fun, especially if you get something out of it. Although, I do think there will always be persuasive print and TV advertisements, brands just need to get them right.

Matt: I suppose it would be quite good, as live events are something you can’t get online.

Hannah: Yeah and it can then be shared online afterwards too.

James: It depends on what it is I think, if I am interested in the brand or product then yeah I think a live event in a cool environment and to see how it works could be persuading.

Hannah: Sometimes the attractiveness in art work and filming can be persuading so I think it would be important to try and get that across in the event too maybe.

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3. Would you find it useful to have a go to place for finding new innovative products and being able to trust feedback on them?

James: I think so, I suppose it would be cool to see them first hand and when they are first out but then everyone would know about it so I don’t know if it would still feel so exclusive.

Abbie: It is always good to see feedback that you trust on products although you never know if people just write things that are not true!

Rebecca: I think it’s a good idea, there are always new innovative products and it seems like a good platform to show them! It might help start up companies more than just big well-known brands.

Hannah: Yeah I agree with Becci, and then there could maybe be opportunity to create new products with the events.

Matt: Yeah I think I would definitely want to go and try it out.

4. Do you think promoting a lifestyle and a theme within a store would give a more emotional sense to the brand? Is this a positive thing?

Rebecca: Again I think it would make it feel more personal and that the brand isn’t shouting at you to buy something. I think the themes would really help consumers to understand brand.

Matt: I think so yeah because it kind of helps it to fit in with everyone’s lives and has more of a purpose.

Abbie: I think as long as it involves people well and they enjoy it, it will work.

Hannah: I don’t think people will realise that is what it is doing but I reckon it would have a positive effect yes.

James: I’m not too sure, I reckon some people will just be there to see what they want to try, but I guess that is engaging them!

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09

CASE STUDIES

STORY - A retail space that has the point of view of a magazine, changed every 4 to 8 weeks like a gallery and sells things like a store.

- Themes that they have already engaged the public with are love, wellness, colour and home for the holidays.

- Themes are interpreted into the shop through products, artwork and events creating a sense of community.

- The concept uses sponsorship from brands to promote their products in store.

- Shechtman explains that the three values that create the conversation are content, commerce and community, and these must exist within media and retail.

9.1 PEPSI - BRING HAPPINESS HOME - With 1.3 Billion Chinese going home for Chinese New Year, PepsiCo saw an opportunity to use Pepsi to reunite, parents, families and friends.

- ‘Bring Happiness Home’ was an integrated campaign also working with Lay’s and Tropicana.

- A mini-movie format was used which enabled consumers to spread the word. A 30 second teaser clip was used as a TV ad to promote the mini-movie.

- In two weeks the clip became China’s number one online video obtaining more than 100 million views.

- The campaign received endorsement from the Chinese government and was praised by The China Association of Social Workers for its meaningful social impact.

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10

MODELS

ROGERS ADOPTION MODEL Awareness

Interest

Evaluation

Trial

Adoption

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10.1 SWOT FOR RECOMMENDATIONS

S W O T

Strengths:

- Target market specific.

- A new concept to Millennials and is committed to provide them utility and a new service.

- Relates to and engages Millennials through the use of their interests.

- Relevant branding.

- Changes frequently so it is often new and exciting - Should offer easier decision making for Millennials.

- Works collaboratively with brands instead of competing with them.

Weaknesses:

- The start-up concept could be take a while to become popular with Millennials.

- No advertising to create brand awareness (this could also been seen as a strength as Millennials do not have a great response to it.)

- Expensive.

- Possibility that some brands would not want to collaborate.

- Millennials may take to using the online website more than the retail shop.

Opportunities:

- Opportunity to open more stores across the UK. - To introduce a subscription service.

- Could collaborate with brands and produce a pop up shop within their retail stores throughout the country.

- Interactive activity online as well in-store

Threats:

- Other brands experimental marketing techniques.

- The idea that not enough money would generate.

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CRITICAL PATH

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TUTORIAL RECORD SHEETS

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Nottingham Trent University School of Art and Design

Ethical Clearance Checklist for individual student projects

To be completed by the student for an individual project that involves the collection of primary data this includes images, drawings, photographs, questionnaires and interviews. Please complete this document following the guidance in the School of Art and Design Ethical Guidelines and Framework for Research and Practice Undertaken by Students.

Section A: About the research

Name: Programme of Study: Module Title and Reference Number:

Name of module leader/supervisor responsible for the management of the project Duration of project Project title

Section B: Training and experience

Have you had previous experience of or been trained in the methods employed to collect data, and/or discussed with your yes supervisor?

Have you been informed, given guidance, had issues outlined in relation to research ethics and consideration in relation to yes your project?

no no

Section C: Methodology/Practice/Procedures

Does your proposed study involve procedures which are likely to cause physical, psychological, social or emotional distress to yes participants or yourself?

Does your proposed study involve the use of hazardous materials, other than those currently covered by the School Health yes and Safety procedures?

No no

Section D: Ethical checklist

Does your project involve observing/questioning/the use of people in any way?

Yes Please complete the remainder of the form No Go straight to Compliance with ethical principles and Declaration Does your study involve vulnerable participants as described in the Student Ethical Toolkit? yes no n/a Does your study involve observation and/or recording of identifiable participants without their knowledge? yes no n/a Will participants give informed consent freely and be fully informed of the study and of the use of any data collected? yes no n/a Will participants be informed of their right to withdraw from the study? yes no n/a Will all information on participants be treated as confidential and not identifiable unless agreed otherwise in advance yes no n/a and subject to legal requirements?

Will any recordings of participants be securely kept and not released for use by third parties? yes no n/a Will storage data comply with the Data Protection Act 1998? yes no n/a

If you have selected an answer shaded in grey, you must submit a full application to the Subject REC or modify the project. A full submission to the Subject PREC comprises of: this form, a project proposal, an additional statement of up to 500 words outlining the ethical issues raised by the project and the proposed approach to deal with these.

Compliance with Ethical Principles

If you have completed the checklist to the best of your knowledge without selecting an answer shaded in grey, the research is deemed to conform with the ethical checkpoints and you do not need to seek formal approval from the Subject PREC. Please sign the declaration below, and lodge the completed checklist with your supervisor.

Declaration

I have read the Ethical Guidelines and Framework for Research and Practice Undertaken by Students. I confirm that the above named investigation complies with published codes of conduct, ethical principles and guidelines of professional bodies associated with the research discipline.

Name of student: ……………………………………………………………………………… Signature of student ……………………………………………………………………………….

Signature of supervisor/module leader ……………………………………………..…………………………..………. Date ………………………………………………………………..

Form reviewed October 2011, final copy 14.10.11

School of Art & Design

ba

fcp3

Declaration Form 2013/14 Module: Negotiated Project Stage 1 Module Leader: Tim Rundle Ref. no: FASH30001

I confirm that this work has gained ethical approval and that I have faithfully observed the terms of the approval in the conduct of this project.

This submission is the result of my own work. All help and advice other than that received from tutors has been acknowledged and primary and secondary sources of information have been properly attributed.

Should this statement prove to be untrue I recognise the right and duty of the board of examiners to recommend what action should be taken in line with the University's regulations on assessment contained in its handbook.

signed .................................................................................................................... date .......................................................................................................................

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