Liberty London by Emily_Wright_

TOTAL WORD COUNT

5246

MELISSA FEELEY RHIANNE PATENT EMILY WRIGHT JESSICA BRADSHAW EVIE STOTHERT

N0431794 N0448843 N0432548 N0433235 N0418888

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CONTENTS

P.5 - Introduction

P.8 - Current Loyalty Schemes P.12 - Competitors P.13 - Perceptual Map

P.17 - Brand Loyalty & Retail Theories P.21 - Consumer Profiles P.25 - Application P.27

P.34 - Launch Event P.36 - Discovery Loyalty Card P.29 - Sensory Branding

P.42 - Liberty Window P.44 - InStore Display P.47 - Public Relations

P.51 - Conclusion P.54 - Illustration References P.55 - Print References

P.56 - Bibliography

INTRODUCTION It is certain to say that the future of retail is unclear, yet this is not necessarily a bad thing but rather an opportunity. Engaging the consumer is a challenge at the best of times, however with choice trauma and the rise of technology, being able to capture a customer and then keep them loyal to a brand is proving more difficult than ever. Etienne de Verdelhan, CIO at lâ&#x20AC;&#x2122;Occitane en Provence talks about how â&#x20AC;&#x153;Customers now expect contact with the brand, the retail store and the web, and our challenge is to provide the systems,â&#x20AC;? (WGSN, 2014) they want a deeper level of engagement and involvement than ever before. A brand like Liberty London steeped in over 125 years of history, and going through some of the toughest times in more recent times, including many changes. As today provides one of the biggest tests in retail history Liberty must use this opportunity and take their brand into the future, to become a leader. In this report we have looked at ways Liberty can tackle these changes in order to capture the consumer, increase loyalty and then maintain these connections they have made.

LOYALTY SCHEMES & COMPETITORS

iberty prides itself on high quality products and impeccable customer service offering numerous rewards to loyal customers. The launch of liberty’s loyalty programme 15 years ago, creates and sustain relationships with consumers in an effective way. Brands which engage with loyalty schemes are at an advantage as it can help retain customers, increase engagement and improve sales (Callaway, 2013). Exclusive deals, discounts and incentives are all used to attract customers which Liberty excels at. Customers at Liberty are given loyalty cards which allow them to receive exclusive discount invites and new collection updates. The wallets of consumers today are bursting with countless loyalty cards, the most popular being Tesco Clubcard. With over 16.5 million active Clubcard users (Christie, 2013) the customers experience is enhanced making their opinions feel valued, the rewardof earning points lets the customer feel important and engaged as a stakeholder in the brand. The colossal success of Tesco Clubcard is described as being “exclusively responsible for the success of Tesco” (Humby, Hunt and Phillips, 2004). Tesco’s Clubcard success stems from their good understanding of their consumer habits, from this they are able to

Figure 1, Liberty Store Front at Christmas

provide personalised deals for example banking, fuel and Clubcard TV. This shows why it is important for brands to have deep understanding of their consumer so they can offer the right services to maintain loyalty. Like Tesco, Liberty loyalty card holders are rewarded with a points system and receive discount voucher rewards in relation to the amount of money they spend. Liberty drives their loyalty scheme by stating “the more purchases you make, the bigger chance of you winning” (liberty.co.uk, 2014).

“Treat the cutomers like

To demonstrate this Liberty is currently royalty celebrating their 15th anniversary of their loyalty card which customers to enter - Edenables Burstell competitions for luxury hotel stays and receive exclusive discounts. The marking of this anniversary serving honour to current loyalty card owners and according to Gregory Ciaotti getting customers to feel like a VIP is essential in loyalty reward schemes (Ciotti, 2013).

Rewards given to customers also encourage incentive to purchase and gain emotional attachments to the brand (Nunez and Dréze 2006). Liberty also maintains loyalty by providing high levels of customer service as Managing Director Ed Burstell states “staff are encouraged to treat the customer like royalty” (Liberty of London 2013). There are two stages to Liberty’s customer service procedures. Stage one is ’Capturing the consumer’. This focuses on building a rapport with customers and ensuring they feel comfortable during their time in store. Customer service and Staff can directly affect the customer’s perceptions of the store and the likelihood that they will return. Loyal customers who are brand enthusiasts are the best advocates for a brand as they will provide those in their network with recommendations through word of mouth. “A loyal customer’s endorsement of the brand is more powerful to their friends and family than any advertising campaign “ (The Marketing Donut, 2013). Bad customer service which can equate to negative brand perception and loss of customers, meaning they are likely to go to a competing stores (Chessman 2013). In the case of HMV who were named by shoppers in a national survey as one of the worst retailers on the UK high street “Unhelpful staff” was rated as the factor that irritated customers most (Smithers, Figure 2, Ed Burstell Figure 3, Liberty Loyalty Card

2014). Proving the importance of enthusiastic and loyal staff; Liberty employee Emma states, ‘I will never work anywhere else…I am Liberty” (Retailgazette.co.uk, 2014). Liberty encourages their staff with incentives for meeting targets which helps to maintain high levels of customer service and drive sales.

‘Capturing the consumer and Reconnect’ Stage two is ‘reconnect’ focusing on after care. Whereby the staff follow up on their customers via email, call or text. Thank you cards are suggested as a way to keep connected and create a ‘special connection’ and keep them updated on stock and trends. Liberty tailors it services to suit the individual, making them feel part of the brand.

JOHN LEWIS CELEBRATES 150

Figure 4, John Lewis through the years

Figure 5 & 6 The Imagine Shop at Selfridges

“Consumer experience future facing retality innovations.. “

window displays and 3D virtual watches (Blake 2010). Selfridges recent campaign ‘The Imagine Shop’ allows consumers to experience futurefacing retail innovations such as augmented reality and futuristic aesthetics (retailtechnology. co.uk 2014). Although Liberty isn't about being tech savvy and places more emphasis on personalised customer service it is important that it maintains its place amongst its competitors. It has a strong online presence with over 139,000 followers on twitter and is capable of successfully expanding on this. Because of the rapid advancements in technology and retail it is important that Liberty, provides new experiences for the digital consumers.

HIGH LOYALTY

LOW CUSTOMER SERVICE

HIGH CUSTOMER SERVICE

LOW LOYALTY

PERCEPTUAL MAP This perceptual map is based on customer service and loyalty, the two main things liberty prides itself on. Liberty is placed highest o¬n the spectrum for both of these points. Some Liberty products are exclusive to the store and can’t be bought elsewhere. Selfridges, Flannels and John Lewis are placed lower for loyalty because they have a range of brands (from high street to luxury) that customers can purchase in other stores. High street stores New Look, Select and Topshop are placed lower down because their main focus is fast fashion and not customer service. Their stores don’t necessarily provide an experience and their customers are more likely to shop amongst the rest of the high street.

RETAIL THEORIES & THE CONSUMER

deas around the right way a brand should communicate with its customers has been debated for years. But the fact is, is that this is ever changing however some theories are still relevant today. In 1983 Levitt talked about how branding is similar to marriage, the idea it needs to be nurtured, there needs to be give and take on both sides in order for the bond to grow. This is relevant to today’s market because the competition is so high, with choice being a main reason for this. Choice trauma has made consumers extremely savvy; they can pick and choose brands based on what they stand to gain from choosing a certain brand. In principle they can pick and choose. For this reason the traditional funnel metaphor (David C. Edelman, 2010) has become irrelevant, with new platforms for engaging emerging, instead of simply whittling down their choice, the new consumer journey is much more pro-active. They will consider and evaluate their options numerous times before actually purchasing an item. They also have much more involvement with post purchase behaviour, advocating a brand or product, not only through word of mouth but writing on online blogs or forums. If the bond created through this process

is strong it is likely to create a loyalty loop, as the previous stages in the consumer journey have taken considerable time and effort to complete.

“make Bricks- and- Mortar retail sing” -Jayson Brûlé Monocle Editor We are seen as at our most vulnerable when something effects our emotions and when Brands make the effort to create a connection through emotions they “are much stronger than those that don’t” (Lindstrom 2010) because they are making the bond personal. But even when we have an emotional bond with a brand they need to go further in order to create and maintain its loyalty with consumers. If “the consumer perceives significant differences among competing brands” (Evans, Jamal, Foxall, 2009) in an appealing way, then they more likely to be attracted to the brand which, in essence, has done something different to stand out and capture their attention. Wally Ollins talks about how branding these days is about “involvement and association” (Ollins, 2003) it is an extension

of ourselves, therefore people will stay loyal as long as they gain something from it in order to feel part of the brand not just a customer. With this in mind Monocle Magazine’s ‘School of Thought’ (October 2013) considers the efforts that retailers now have to put into getting people to not only to buy their products but for people to go into their shops. They talk about the “extra touches” retail brands must use to “make bricksand- mortar retail sing” (Brûlé, 2013) Henry Poole London is an example of a shop that does this. It understands the challenge of looking after a tailored suit and so it offers customers the option to continue to come back and have their suit not only cleaned and pressed and but to have any alterations made for the life time of their suit.

Figure 7, Consumer Decision Journey Figure 8, Henry Poole Store Front

CONSUMER PROFILES We based our consumer profiles on three people of different ages, harnessing three main generations of shoppers. We decided to conduct our research on a mostly age-less basis, exploring the concept of Future Laboratoryâ&#x20AC;&#x2122;s Flat Agers (Artson and Firth 2014).

Emma Causer, 40 Often travels to UK shopping destinations and to her home country of South Africa every year Enjoys socialising, going out for drinks and meals Enjoys keeping up to date with health trends 40 years old, married, no children Goes to specialised gym classes such as SoulCycle Lives a healthy lifestyle and goes on juice diets and takes supplements Likes engaging with brands who give her something back because it makes her feel valued Previously worked at Liberty in Womenswear Reads fashion publications : Vogue, Elle and InStyle Head of Radiology at local hospital Regularly offered sale previews at My-Wardrobe & Net-aPorter, receiving a discount for being loyal Large expendable income and spends ÂŁ500+ a month on shopping Shops at Liberty online Highlight of the past year was the Mulberry preview show.

Figure 9, Emma Causer Lifestyle

Geoffrey Matthew, 36 36 years old, single Takes pride in his appearance Senior Headhunter for Financial Institution in London Comes from a modest background but appreciates quality Carefully considers and invests in nu-luxury Favourite website is mrporter.com Well travelled Eats out a lot Reads Monocle, Wallpaper* and Esquire magazine Shops in Liberty and has built a good relationships with the staff Favourite Brands are APC, Moncler, Acne and Givenchy

Figure 10, Geoffrey Matthews Shoe

Kate Tozer, 26 26 years old. Dance tutor from Hertfordshire Travels to London for work Enjoys travelling within the UK for business or pleasure Enjoys exercise. House proud Doesnâ&#x20AC;&#x2122;t mind saving up for things that she really loves Fills her home with carefully picked eccentric items which reflect her love of Fashion and Art Spends a lot of time with family and friends Likes experiencing new things Favourite designer is Alexander McQueen.

Figure 11, Kate Tozer

APPLICATION Reflecting on the interviews we have conducted with our consumers, we decided that the rewards we offer to the loyal members of Liberty will be experiential and tactile. Many of their hobbies are things that better themselves and bring them an enhanced experience of life, looking beyond materialism and money despite their love of shopping and designer brands. Since all three of our consumers currently have a relationship with Liberty, we want to develop a concept that makes them feel valued, understood and included. (Rowan, W 2002). From this we brainstormed a concept reflecting the core values of Liberty through technology, but emphasise its history to engage with all ages.

TECHNOLOGY & CONSUMER ENGAGEMENT

e are now living in a digital age where new technologies are booming. Cisco IBSG predicts there will be 25 billion devices connected to the Internet by 2015 and 50 billion by 2020 based on the current rates of growth (Niemeier, Zocchi and Catena, n.d.). As a direct result of this, smart phone technology has and will continue to expand into all aspects of our everyday life. This is particularly prevalent in retail where technology goes beyond a simple shopping app and is beginning to incorporate itself into our clothes and in store environments. The recent development of 4g technology is also providing us with a more efficient mobile data experience. It is predicted that “the amount of data moving wirelessly from networked devices will exceed that travelling over wired access networks which triggers new uses for mobile devices for retailers”(Niemeier, Zocchi and Catena, n.d.) which will inevitably have a profound effect on the way we shop in the future. Cisco notes that mobile data traffic is growing at rates similar to those of the wired internet in the boom years of the late 1990s and that by 2016 the amount of data moving wirelessly from networked devices will exceed that travelling over wired access networks which triggers new uses

for mobile devices for retailers (Evans, 2014). Advancements in technology make shopping easier without the need to enter the store. It is now more important than ever for retailers to provide an experience and incentive for going into store that goes beyond purchase. New technologies such as location based notifications such as iBeacons are still in their infancy but are designed to help the retail industry provide offers which fit the context of the consumer’s surroundings. There are still some limitations to this, for example the software does not yet fully integrate across different platforms like android successfully. iBeacons is also at risk of being distrusted by consumers and

“The innovation of smart phones lies less in refining an existing functionality and more in combining a multitude of functionalities into a single hand held device.” (Niemeier, Zocchi and Catena, n.d.) Figure 12, Ikea Augmented Reality

potentially being seen almost as an invasion of privacy, seemingly spying on the whereabouts of smartphone users. However it is safe to assume that more relevant push notifications would result in a higher success rate in terms of interaction from the consumer Beacons. According to push provider Xtify the effectiveness of push technology stands at “30-60 percent open rates and 4-10 percent interaction rates (with spikes as high as 40 percent).”(Wilcox, 2012) Along with this it is important to consider the level of interest the consumer already has with a brand before opting in for push notifications. People who are already loyal fans are more likely to interact with the notifications they receive as opposed to consumers who are only mildly interested, so brands need to work on encouraging users to opt in. Interestingly however, it has been found that app “retention after 4 months of users who opt-in is ~80% greater than of those who don’t (34% vs 19%)”(Wilcox, 2012) this supports the fact that push notifications increase interaction and perhaps the loyalty of consumers to their brand. As well as this a SWIRL case study who is an early adopter of iBeacons found that 75% of customers chose to swipe and view the offers

received on their device and that 35% went in store to redeem this (VentureBeat, 2014) which is a significant increase in volume for a stores footfall. In regards to the issue of trust of this new technology SWIRL also found that 77% of consumers said they would be willing to share their location information as long as they received enough value in return, showing that consumers want reward for providing their data.

Figure 13,14 Estimote iBeacons

NUMBER

Figure 16,Tokyo N Building Figure 17, Smartphone held up to Tokyo N Building

Enhancing retail experience through technology has countless possibilities and considering the importance of staff as previously discussed. the case study of Home Depot brings to light how technology and customer service can be combined. Home depot created the â&#x20AC;&#x2DC;First Phone Juniorâ&#x20AC;&#x2122; a smart phone specifically to help their employees, allowing them to provide information on products they may not have expertise on. The First Phone also provides other facilities like stock check so employees can work efficiently and provide a smooth retail experience. The positives of giving employees a device like this is efficiency and also the fact that it may increase the respect they hold their employer in because they are never out of help therefore increasing staff loyalty. Another development in technology and future macro trend according to WGSN is augmented reality in smart phones which provides users with experiences in real time on their smart phone when pointing it at a particular object. The Tokyo N building is an example of successful utilization of this with interactive windows that augmented reality users can use to find out store information and receive discounts etc. Another interesting way that the N building uses

technology is by displaying tweets and blogs from employees alongside their avatars , this helps to personify the technology more and therefore become more likely that it could create an emotional connection with the consumers. Emotionally connecting with the brand is what drives consumer loyalty for any brand. It is this aspect that can be hard for technology to overcome. However with more research it is evident that in order to create an emotional connection brands should interact with all the senses. This creates trust and helps to cement the brand in the consumerâ&#x20AC;&#x2122;s memory, which will increase loyalty. If technology could incorporate the senses of taste and smell it could essentially become a power tool for creating emotional attachments.

In addition to creating emotional attachments it is also important to consider whether consumers will adopt the technology and start using it. The decisions as to whether a consumer will use new technologies or not is based upon the technology acceptance model theory (TAM) (see below)

Figure 18, Technlogy Acceptance Model

THE BIG IDEA

he big idea consists of three main sections; in store iBeacons, discovery loyalty cards and sensory marketing. To create an in store digital connection between Liberty and its customers, the new changes utilize customer’s smartphones as an interface. As proven by the Liberty ethnographic research (appendix 5), there was no need for customers to be on their phones whilst in store. This played a vital part in deciding on creating a voyage of discovery. Starting with a launch event to commemorate the changes happening in store, customers start the journey to the new loyalty plan at Liberty. With the use of iBeacons, visitor’s phones will help them around the discovery map of the store. They will be able to find specialist sales assistants, discover information and secret areas on their smartphones. Liberty is very customer service focused and the use of this would generate more customer physical interaction with staff - not replace it. iBeacons are self-powered devices which can be placed anywhere in a store, phones will pick up on their Bluetooth 4.0 which doesn’t require pairing, and push notifications will pop up. These can work from a distance of 2 inches to 50 meters, meaning numerous can be placed in small spaces to make the journey more personalised (Shellaker, 2014). A long term benefit of using iBeacons is that the data can be stored and analysed, therefore being able to see the customer paths, how long they spend in store and how they use this time. As mentioned in the competitors section “brands which stick to their deep heritage have great success”, with Liberty holding so much history,

Figure 19, McDonalds Happy Meal NFC table this would play a part in the launch event. Also using Bluetooth 4.0 iBeacons, screens and objects can interact with the customers. As customers walk into the store, they will be prompted to turn on their Bluetooth, which then means the iBeacons can interact and push notifications. In order to use this technology to its full potential, there will be a wall with iBeacon enabled content on the history of the store. This is something that will have to appear in digestible pieces to keep it people interested and the customer interested. Another way to unlock the heritage on surfaces in store would be through the use of NFC (Near Field Communication). This has been used with brands such as McDonalds in their restaurants to create â&#x20AC;&#x2DC;Happy Tablesâ&#x20AC;&#x2122; (McDonalds: Happy Table, 2014). This works by having sensors under the table and an

application on the visitors phone, which then reacts when moving along the surface, picking up on difference sensors. Giving the effect of the content being x-rayed through the surface.

Figure 20, Estimote iBeacons Layout

or the long term loyalty rewarding system, Liberty will have a new loyalty card scale. Using the theme of discovery, there are 5 levels which run on the scale of Discov-

Discovery 1 When guests spend £500 in store or online in the space of six months

Customers will receive an invite to preview the pre-sale. As seen with brands such as NET-A-PORTER, customers can view and reserve items that are yet to appear in the sale with the use of an emailed code to access the hidden webpage. Saving the customer the hassle of trying to buy items before they go out of stock. (appendix 6)

Discovery 2 When guests spend £1,500 in store or online in the space of six months

Liberty will offer to send a personal stylist to review your wardrobe at home. This will entail a review and new recommendations to go with their current garments in order to update style. This is something that will be restricted to UK only and will have to be arranged in advance with the stylist and customer.

Discovery 3 When guest spends £7,500 in store or online in the space of 1 year

Discovery 4 When guests spend £15,000 in store or online in the space of one Discovery 5 When guests are the top 10 spenders of the year, making it very exclusive

Using a current seasonal cultural calendar, Liberty will then organise with events areas/classes for their guests. This can be done with events such as The Chelsea Flower Show. The invite would allow them access to the event, and also a tent exclusive to Liberty where they would be catered for and be welcomed to take classes and attend talks. Events like Fashion Week would also be on this scheme. The invite would vary depending on the customers personal interests. Information could be taken from their spending habits and paths when in store.

Liberty and the guest will arrange and host a soiree at the customer’s house or choice of location. This will consist of exclusive and new products being taken to the customer and friends depending on their spending habits and interests much like discovery 3. This is a way of the customer and friends having a relaxed and enjoyable shopping experience as well as being part of their own event.

With the help of the pattern designers and with consultations, the most loyal of customer can create their own Liberty print. This will then be named by the customer and they will then have that stored to create what they wish, whether it be a scarf or cushion. The print creation will be substituted by Liberty, however if they wish to generate more items in the future, this will come at a cost.

â&#x20AC;&#x153;A brand has to transform itself into a sensory experience that goes far beyond what we seeâ&#x20AC;? (Lindstrom, 2010).

he current exhibition at The Barbican Curve museum is United Visual Arts: Momentum. Through the experience of heightened senses and appreciating each individually, the exhibition is inspired by scientific instruments such as Foucault’s pendulum. In the darkened curve, twelve pendulums activate light and sound, “inviting you to journey through the space guided by your heightened senses” (Clark, Bird and Nehru, 2014). To include sensory branding to Liberty, there will be a Liberty scent. As seen in stores such as Hollister/ Abercrombie and Fitch, they have a distinctive smell which is sprayed in all of their stores and is encapsulated into the clothes fibers. When handed a pair of jeans, a middle-school student Olivia, picked up a pair of jeans and boasted “these are Abercrombie”. When asked how she knew they weren’t fake, she replied “because of the

smell” (Lindstorm, 2010). Proving how important sensory branding is to the company. When asked, an employee explained how this is achieved. “Well we go round spraying, but only occasionally. If you look up in every room, there is at least 1 little black box which every 10 minutes for 1 minute, pumps out the smell. I don’t think the clothing comes in with any smell! Also, when the floor is mopped they use 1 part cleaner, 1 part aftershave, 1/2 part water” (appendix 7). To incorporate this, a Liberty scent would be created and used in the same way. The scent will be subtle and delicate. This can then be sprayed into the store and also onto some home wear items such as towels and candles. In the future, creating an emotional response when smelt.

PROMOTIONAL STRATEGY

Figure 21, Evie Stothert Outdoor Mock Up

LIBERTY WINDOW

or a month before the launch of Liberty: Voyage of Discovery, the windows of Liberty’s flagship store will come alive with an interactive floral light show enabled by passers-by through the use of iBeacons technology. The visitor will be instructed to enable their Bluetooth, which will allow them to use their phone as a paintbrush on an invisible canvas, colouring the windows of Liberty. The windows aim to combine the past, present and future of Liberty. The windows will be created by artists Hsiao-chi Tsai and Kimiya Yoshikawa, collaborative artists that create intricate sculptures on a grand scale, transforming the windows into Liberty’s own futuristic garden. The flowers and garden scene they construct will be filled with iBeacons. By moving their phone up, down, right and left they can change the colour of the landscape. The windows are designed to be exciting and attract new consumers, catching the eye of those who would not normally visit Liberty. Tourists and local shoppers who tend to frequent more modern shopping destinations such as Dover Street Market will be drawn in by Liberty’s unexpected venture into technology. The interactive nature of the windows will appeal to the adventure shoppers that desire stimulation (Ebster; Garaus, 2011). Liberty often works with artists, designers and craftspeople. This summer they are partnering with the Tate Modern, and it would make sense

for the Tate Modern to sponsor this event, featuring botanical themes, exploring the history of Liberty through art. These interactive windows are intended to create buzz around the launch of the revamped Loyalty Scheme, and will work with the promotional strategy to re-position Liberty London as a modern heritage retailer, much like Burberry. The ability to harness both heritage and technology will enable Liberty to connect with their consumer on an emotional level that new online retailers like Net-a-Porter cannot currently offer or maintain. “Know where your content will be experienced, and build it for that experience” (Frick, T 2010).

Figure 22 Melissa Feeley, Instore Mock Up

INSTORE DISPLAY The launch event is designed to give the customers and members of the Liberty Loyalty Scheme a taste of what is to come as they embark on their Voyage of Discovery. The visitor is absorbed into the world of Liberty and explores it’s past, present and future. “Escapist experiences are probably the most immersive and engaging of all shopping approaches” (Ebster;Garaus, 2011) The aim of the event is to make the Liberty Loyalty Scheme fresh, modern and engaging, exciting current and new customers alike. We want to offer more focuses, experiential rewards for Liberty customers, helping them to stand out among an over-saturated British luxury market. The event will span two days, allowing for the

large volume of those invited. The event will span two days, allowing for the large volume of those invited. The visuals of the promotional material will reflect the ideals of the revamped scheme: quintessentially Liberty, with a modern twist. It needs to be classic enough for the loyal Generation X, and modern enough to engage the elusive Generation Y. We believe staying true to the original aesthetics of Liberty is incredibly important as not to alienate its loyal consumer base. “Trust is a dynamic process for most consumers. It deepens or retreats according to their experience of a company, its service

Figure 23, Evie Stothert, Promotional Mock Up

Figure 24, Melissa Feeley, Card Mock Up

ards get sent to customers on existing loyalty schemes. The cards aesthetic is similar to how the Japanese make pop out cards. It is designed like the interactive windows appear, however they do not involve technology. They have a paper cut out of a scarf slightly coming out of a white box with the liberty logo on. They have to pull the scarf out and once this is unravelled the logo on the box flips over to reveal a date. This is a personal invitation to the event. There would also be interactive billboards placed around London, beside bus stops, in the tube and around larger train stations like St Pancras for people to get involved with. When someone was close by the screen would light up and say “start your voyage” once you touched the screen then the game would start. The inside camera would activate and a screen would come

PUBLIC RELATIONS up and you would design your own print for a liberty scarf using a programme similar to the style of Microsoft paint. Once they had finished their design they could choose whether they would like to take a snap of themselves in the scarf and then share it to social media or send by email. After this a message would appear with just the date the event begins, they then get asked to sign up to the newsletter for further information. They would emails with a taster about the event in the days and week leading up to it. This would be an extension of their current #libertyscarfselfie social media campaign, whereby customers in store can get taught how to tie a scarf in different styles then share this online. The events around the Voyage of Discovery and the loyalty scheme itself will also be advertised on the Liberty website, blog and through the newsletters, as reminders and prompts to customers. There will be special features on the

heritage aspect of Liberty with people talking about “where did your voyage begin?” An aspect of the social media campaign to get people talking and reliving memories from perhaps past relatives about their past with the brand. It would include interviews with celebrities and customers to get people talking about the history of the brand.

The data that Liberty will gather about the consumer and the way they shop within the store means that as the scheme progresses, they can hone in on what the customer really wants and how to achieve it. After the event, visual merchandising in store will be adapted to include prompts to turn on your Bluetooth and interact with the store will be used on a smaller scale to maintain a reason for the visitor to use their smartphones in store. Sales assistants will remind customers before they make a purchase of the benefits of the loyalty scheme, maintaining a steady influx of sign ups. The use of iBeacons, as mentioned in the previous section, means that the ability to adapt the technology and enhance customer experience has plenty of opportunity. The data that Liberty will gather about the consumer and the way they shop within the store means that as the scheme progresses, they can hone in on what the customer really wants and how to achieve it. Although much of the strategy is based around smartphones and digital experience, we decided to steer clear of developing a Liberty app for the Loyalty Scheme, and use push notifications that lead to a webpage opened in the phoneâ&#x20AC;&#x2122;s browser, as much of our research demonstrated that even online shoppers prefer not to use apps.

Liberty is all about customer service and the experience the customer has throughout the store. the Big Idea reinforces this and combines technology with it to bring it up to date. We chose to focus on iBeacons technology rather than apps because they have “the potential to change our shopping experience forever”(Shellaker, 2014). In light of our primary research we felt it was important for Liberty’s current consumers to get more involved with technology and be encouraged to interact more with the brand in and out of store. To do this successfully we created Liberty’s ‘Voyage of Discovery’ to take customers on a journey through their much loved brand with the use of technology.

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FIGURE Figure 1, Anon, (2014). [image] Available at: http://www.allword-news.co.uk/2013/12/16/ Liberty-of-London-episode-three-It-s-beginningto-look-a-lot-like-Christmas/ [Accessed 23 May. 2014].

Figure 9, Escape 4, (2014). Emma Causer. [image] Available at: http://www. giant-bicycles.com/en-gb/bikes/model/ escape.4/7090/43393/ [Accessed 23 May. 2014].

Figure 2, Anon, (2014). [image] Available at: http://www.travelettes.net/wp-content/ uploads/2014/02/liberty-london-hertiagesuite-12.jpg [Accessed 23 May. 2014]

Figure 10, Churchâ&#x20AC;&#x2122;s Shoes, (2014). Geoffrey Matthews Shoe. [image] Available at: http://www. church-footwear.com/en/UK/man/new-microsole [Accessed 23 May. 2014].

Figure 3, Anon, (2014). [image] Available at: http://couturenet.blogspot.co.uk/2013/02/ fashion-blog-best-loyalty-cards-liberty.html [Accessed 23 May. 2014].

Figure 11,The Edit, (2014). Kate Tozer Magazine Image. [image] Available at: http:// thelionsnyblog.com/2014/05/19/cameronrussell-the-edit-may-8-2014-toby-knott/ [Accessed 23 May. 2014].

Figure 19, The Gadget Show, (2013). McDonalds Happy Table. [image] Available at: http:// gadgetshow.channel5.com/gadget-show/gadgetnews/mcdonalds-happy-table-brings-nfc-fun-forphones [Accessed 22 May. 2014].

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Figure 13, Estimote ibeacons, (2014). estimote ibeacons packaging on a table. [image] Available at: http://www.cocoanetics.com/files/ IMG_0122.jpg [Accessed 23 May. 2014].

Figure 21, Stothert, E (2014) Outdoor Mock Up [Own Image]

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Figure 14,Estimote, (2014). estimote ibeacon packaging. [image] Available at: http://www. synappse.pl/wp-content/uploads/estimoteibeacons.jpg [Accessed 23 May. 2014]. Figure 15, Apple, (2014). Apple iBeacons. [image] Available at: http://computerhoy.com/ noticias/hardware/tiendas-apple-sabran-quemiras-ibeacon-7516 [Accessed 23 May. 2014]. Figure 16, Moma, (2014). Tokyo N Building. [image] Available at: http://www.moma.org/

interactives/exhibitions/2011/talktome/assets/ TTM_151-large.jpg [Accessed 23 May. 2014]. Figure 17, e-architect, (2014). smartphone held up to Tokyo N building. [image] Available at: http://www.e-architect.co.uk/images/jpgs/ tokyo/n_building_tokyo_t120310_ar2.jpg [Accessed 23 May. 2014]. Figure 18, Feeley, M (2014) Technology Acceptance Model [Own Image]

Figure 22, Feeley, M (2014). Instore Mock Up [Own Image] Figure 23, Stothert, E (2014) Instore Promotional Display Figure 24, Feeley, M (2014) Card Mock Up [Own Image]

PRINT John Kaldor. (2014). [image] Available at: http://www.sewbox.co.uk/blog/1561/sewingpatterns/new-sewaholic-pattern-the-cambiedress/ [Accessed 22 May. 2014]. Liberty London, (2014). Betsy Liberty Print. [image] Available at: https://www.etsy.com/ listing/85705801/liberty-of-london-fat-eighthbetsy-e [Accessed 22 May. 2014]. Liberty London, (2014). Fat Eighth â&#x20AC;&#x2DC;Glenjade Râ&#x20AC;&#x2122;, sky blue leaf Liberty print. [image] Available at: https://www.etsy.com/listing/109802344/ liberty-of-london-fat-eighth-glenjade-r [Accessed 22 May. 2014]. Liberty London, (2014). Heidi Maria D Tana Lawn Liberty Print. [image] Available at: http:// www.liberty.co.uk/fcp/product/Liberty// Heidi-Maria-D-Tana-Lawn/97297 [Accessed 22 May. 2014]. Liberty London, (2014). Ianthe Classic Red Liberty Print. [image] Available at: https://www. etsy.com/listing/85748850/ianthe-classic-redliberty-tana-lawn [Accessed 22 May. 2014]. Liberty London, (2014). Tom Daley C Crepe de Chine Liberty Print. [image] Available at: http:// www.liberty.co.uk/fcp/product/Liberty//TomDaley-C-Crepe-de-Chine/97716 [Accessed 22 May. 2014]. London Liberty, (2014). Liberty of London for Target. [image] Available at: http://archietetti. blogspot.co.uk/2012/09/arthur-liberty-e-laproduzione-in-serie.html [Accessed 22 May. 2014].

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APPENDIX

anifesto

Initial thoughts during our first meeting were to put down onto paper strength and weaknesses we have all experienced in previous groups. As we have not all worked together before, this is also a good way to get to know what everyone’s working styles are. By noting these at the start, it means meeting everyone’s needs will be a lot easier throughout the project. We discovered that it was important to us to know what we wanted to achieve out of every meeting. Arranging to meet at least every Monday between the Lecture and Seminar means whatever happens over the weekend we can collate at the start of the week. Also we found that we are all quite laid back, and in order to make sure things get done we will have to set ourselves mini-deadlines. As we have a blog in order to keep track of group work, we will assign someone to make sure the blog doesn’t become a mess and make sure that everyone is contributing. We will stay in contact through a Whatsapp chat and Facebook.