Placement Live Project - 3 Year Marketing and Communications Strategy

james lakeland

3 year Marketing and Communication Strategy Plan Emily Lindsay N0733170 3,658 words

CONTENTS

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ETHICS CLAUSE

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INTRODUCTION

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METHODOLOGY

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AIMS

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1. WHERE ARE WE NOW?

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BRAND OVERVIEW

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BRAND HEALTH

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MISSION STATEMENT

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SWOT ANALYSIS

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PORTERS 5 FORCES

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MARKET OVERVIEW

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MACRO TRENDS

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2. WHERE DO WE WANT TO GET TO?

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SHORT AND LONG TERM PLANS

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CONSUMER PROFILE

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COMPETITOR ANALYSIS

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SMART OBJECTIVES

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YEAR 1 COMMS PLAN

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YEAR 1

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YEAR 2

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YEAR 3

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FINANCING AND BUDGETING

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CONCLUSIONS

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

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INTRO The essay will mainly focus on a three year marketing strategy and one year communication plan for the British womenswear brand James Lakeland. The brand is looking to expand initially through heavily increasing brand awareness, as well as future store openings and brand collaborations. The company also wants to expand their current wholesale retailers in the UK and internationally.

This report will feature an in-depth situational analysis of the brand, with both primary and secondary data to strengthen this. Competitors of the brand will also be analysed, alongside marketing models; a SWOT analysis of the company and a porters 5 forces.

Appropriate Macro trends will also be discussed, suggesting how they may affect the brand. A clear three year marketing strategy will be outlined, as well as a one year communications plan within the first year.

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METHODOLOGY For the primary research, a questionnaire of 100 participants was carried out to find out about brand awareness and perception; as well as consumer buying behaviour. From this primary research, both quantitative and qualitative data were collected and analysed in order for it to be used to support research in the essay. For secondary research, data was collected from a number of documents from the companies head office, online websites such as Euromonitor, Mintel, WGSN and Forbes, as well as James Lakeland’s own database and website.

It was found that 24% of participants had heard of the brand James Lakeland, suggesting that brand awareness is not relatively high compared to competitors. It was also found that the majority of women that answered “yes� to being aware of the brand were aged between 44 and 55; which is one of the largest demographics that shop online at James Lakeland; according to their Google Analytics.

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1. What is your age?

2. Have you ever heard of the brand James Lakeland?

3. If you answered “Yes� to the previous question (Q2), do you own any pieces from James Lakeland?

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6. What is your preference when purchasing luxury/premium goods?

4. If you answered “Yes� to the previous question (Q3), how would you rate the quality of your James Lakeland item/s?

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AIMS The main aim for the company during the 3 year marketing and communication plan is increased brand awareness. This is a core theme that will run throughout the 3 years, as it is a base for all future communication and marketing plans. The brand needs to rely on the increase of brand awareness in order for the strategy in year 2 and 3 to be successful. Brand awareness is a powerful force that drives an entire brand’s narrative (Tomboc, 2016).

Another key aim for the brand is a more focused target consumer. Currently, the brands lacks consistency in its target audience, having too much of a broad range of consumers which makes it difficult for James Lakeland to successfully market to the correct audience. Their stock range is also too broad, with some garments conveying an expensive, high end look, but others conveying a shape-less, more basic style. By having a more specific, focused target consumer, it allows the brand to market to them easier as they will know the correct demographic; their specific wants and needs.

Another aim the brand wants to focus on is expansion of online channels, focusing within the UK as well as in Germany and France. The brand hopes to partner with Zalando in Germany and La Redoute in France, as well as Brand Alley within the UK. This really helps the brand to increase brand awareness as well as sales.

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1. WHERE ARE WE NOW? 14

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BRAND OVERVIEW James Lakeland is a British Womenswear clothing brand, founded by the man himself in 1992. The James Lakeland brand is passionate about creative womenswear with a strong emphasis on Italian fabrics, tailoring and chic, contemporary clothing to suit all ages. The company aims to make the young professionals feel empowered, sophisticated and stylish from office to bar, and the older woman who still wants to retain her elegance, refined image without compromising on cut or style.

The love of feminine, elegant and luxurious clothing continues and will always be the company’s main focus.

Effortless, classic cuts in bold clashing patterns and colours remains at the forefront of James’s vision for the company (James Lakeland, 2019).

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Born in London made in Italy 17

”

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BRAND HEALTH The brand has 3 core sections. Wholesale, retail business (stand alone stores) and concession business (Debenhams, Fenwicks, House of Fraser).

The brand currently has seven stand alone stores, located across London, Scotland and Ireland. The company is also set to open a brand new flagship store in the Mailbox, Birmingham this coming June.

The brand also stocks concessions in multiple Debenhams and House of Frasier stores, as well as in 3 of the Fenwick department stores. James Lakeland also sells to wholesalers; independent boutiques across the UK, Europe, Hong Kong and Dubai.

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Whilst these channels bring in extra revenue for the company, in recent years the wholesale side of the brand has started to breakdown, with more and more independent boutiques closing down due to the UK’s current ‘retail crisis’.

This acts as one of the brands biggest threats, and with online retail shopping and technology on the rise, it won’t seem to improve anytime soon. It was estimated that in 2018, over 1,800 retail stores closed for good, with 56,000 jobs losses (Centre for Retail Research, 2019.)

However with the increase of online retail technology, this creates an opportunity for the brand to really improve their website and push online conversion rates.

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MISSION STATEMENT Feminine, elegant, and luxury are at the core of the James Lakeland brand. Effortless classic cuts in bold clashing patterns and colours remain at the forefront of James’ vision for the company. James is heavily involved within the company, making multiple visits to and from Italy to design and aid in the making of the brands garments. Selecting fabrics from the ancient wine region of Valpolicella, east of Lake Garda and beauty spots like the famous Lake Como, adds to the brands ethos of seeking and using only the highest quality fabrics (James Lakeland, 2018).

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Along side their stand alone stores, James Lakeland also stocks in House of Fraser, Fenwicks and Debenhams; all big department stores within the UK. Whilst these department stores take a percentage of commission made, it still brings in extra revenue to the brand as opposed to not having these stockist in the first place. As well as these, James Lakeland also stocks in many independent boutique stores across Europe. This give the brands a less commercial feel and a more personal one, as boutique stores are more niche compared to commercial, chain clothing stores. It creates a sense of exclusivity for the brand as their products are limited in stock in these boutiques, as opposed to the department stores.

James Lakeland’s story is different too many other luxury high street brands, as all clothing is designed and made in Italy, where the designer himself, James Lakeland was born and raised. Italy is long-known as being the luxury capital of the world with many fashion houses such as Prada, Versace, Dolce & Gabbana and Valentino originating from Italy.

The brand lacks consistency across its vast product range, which could been seen as a core weakness of the brand. The stock range is excessively broad with a number of designs, which doesn’t hold a prominent style through each collection. This could be due to the large target audience, with the brand trying to reach such a vast age range of consumers. This therefore doesn’t present the brand with a strong USP. An opportunity from this weakness could be for the brand to revamp its collection, and really deepening the Italian heritage of the brand into their core values and competencies.

Another weakness of the brand is the wholesale side. Whilst James Lakeland is successful in its commissions with Fenwicks, House of Fraser and Debenhams, the wholesale side of the brand has been on the decline for the past few years (James Lakeland, 2019). Many independent high street stores can no longer afford to stay open with the current ‘high street crisis’. No corner of England has been left untouched by the crisis, with town centres in both the north and south badly hit with store closures. 82 of the 88 main town centres have seen store numbers reduce since 2013 (Holder, 2019).

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The brands website has a large room for improvement, with the potential to expand their wholesale side of the brand through the B2C website.

The brand also has an exciting opportunity with the increasing ‘grey pound’ population. The grey pound population makes up over a third of the UK population, and with them holding over 80% of the UK’s wealth, it creates a real opportunity for James Lakeland.

Naturally for many brands that ship and trade within the EU, Brexit poses as a potentially big threat for small brands like James Lakeland. Whilst it’s not clear what exactly Brexit may hold for retail, it would most likely lead to increased shipping costs too and from the UK into Europe, as well as trade costs. Without the current trade agreements in place, the UK will fall under the World Trade Organization (“WTO”) tariffs and it will take years to agree on more favourable deals with the EU (Radke, 2019).

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PORTERS FIVE FORCES

Competitive Rivalry - High James Lakeland’s main competitors are seen as those that are of similar price points and quality of garments. These include brand such as Karen Millen, Hobbs, Phase Eight and Jaeger. The market that James Lakeland operate in is highly competitive due to low switching cost between brands and a large volume of competitions all competing in growing market (PwC, 2019).

Threats of Substitution - Low Many fast fashion high-street brands (such as H&M, ASOS) offer cheap clothes at cheap prices points, in order to attract consumers quickly (Mintel, 2018).

These brands products can act as substitutions for more premium brand such as James Lakeland, as they are more easily accessible, and appeal to a wider audience due to such low price points.

Threat of new Entry - Low There are low barriers to enter into the market, so any new brands can enter easily. The threat of new entries can be considerably low as fashion brands that are not well established with in the market can collapse with ease. Consumers are also adopting more cautious spending habits, which will inevitably have a negative effect on discretionary categories and new entries, offing products like clothing and accessories (Mintel, 2018).

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Supplier Power - Low James Lakeland supplier power is low, due to a large pool of suppliers to choose from, all offering similar services. James Lakeland will compare suppliers bases on things such as quality, price and supplier chain, therefore the suppliers competing to secure contracts with brands such as James Lakeland (Mintel, 2018).

Buyer Power - Moderate Buyer power can be seen as moderate, as more and more consumers are wanting products and services and they are wanting them instantly. For big players this isn’t an issue, but for smaller brand like James Lakeland may struggle to keep buyers if they do not keep up. Buyers ability to switch won’t affect the company significantly, but consumers needs are shifting. One reason is that the way consumers get inspired has changed. Previously, they would often get ideas for purchases directly from brands (intermediated by magazines) or from in-store assistants. Now consumers turn to a much wider range of inspirations, from social media, celebrities and influencers, to spotting an attractive look on the street.

According to a 2017 millennial survey, consumers are more likely to find inspiration from external sources (e.g., influencers, friends, TV) than directly from the brand or retailer (i.e., store website, in-store staff).

(Business of Fashion, 2019).

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MARKET OVERVIEW “Regardless of size and segment, players now need to be nimble, think digital-first and achieve ever-faster speed to market. They need to take an active stance on social issues, satisfy consumer demands for ultra-transparency and sustainability, and, most importantly, have the courage to “self-disrupt” their own identity and the sources of their old success in order to realise these changes and win new generations of customers.” - (McKinsey & Company, 2019.)

According to British Fashion Council boss Caroline Rush, the UK’s economy is now worth a record £32 billion.

The BFC chief executive said the increase came from online retail and some growth in manufacturing, while UK designers were going “from strength to strength” globally. It comes despite challenging times on the high street (Sleigh, 2018).

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MACRO TRENDS A key macro trend that could benefit the brand in the future, is the increasing ‘Grey Pound’ population.

The Grey Pound population are predominately women aged around 55 and over. This market makes up over a third of the total UK population, and are responsible got over 50% of the UK household expenditure. Their spending has grown on average by 4.4% annually for the past decade.

So why does this create an opportunity for James Lakeland? According to a recent survey from Sunlife, 89% of the Grey pound consumers said they believed that brands weren’t interested in them, and 74% thought they were never represented in mainstream ads, as well as 58% feel the highstreet only caters to the younger generation. With JL having such a large and broad product range, the brands has a real opportunity to cater to the grey pound generation before anyone else. It would not only boost the brands awareness amongst an older demographic but also it’s profit, since they grey pound consumers have such a large disposable income, holding 80% of the UK’s wealth (James Lakeland, 2019).

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2. WHERE DO WE WANT TO GET TO? 31

SHORT TERM AND LONG TERM PLANS 32

This three year marketing strategy plan indicates a long term plan for the brand, incorporating a tactical one year communication plan throughout the first year. A main aim that runs throughout the 3 year plan is to continually increase James Lakeland’s brand awareness. From primary search it was found that 24% of participants had heard of the James Lakeland, suggesting that the brand doesn’t have significantly high brand awareness among its target audience. Brand awareness should be focused heavily within the first year of the marketing and communications plan, as well and the second and third; as it acts as a springboard for more sales; it is the foundation of marketing efforts and subsequently to sales. (Apetrii, 2018).

Short term plans for the brand include increasing brand awareness through a mix of above the line and below the line marketing, focusing more on BTL. This includes PR, paid search, events, social media marketing as well as search engine marketing. This is ideal for a small, niche brand like James Lakeland as the BTL marketing is specifically targeted towards individual customers with direct contact, and it builds stronger relationships and brand trust. It also is easy to test and measure effectiveness and conversions, as well as driving individual responses.

Long term plans for the brand include downsizing the product range, as well as separating the line into smaller, more focused collections which can then be specifically targeted to the appropriate consumers. e.g shorter, more tailored dresses are more suited to a younger audience where as floaty, looser fit dresses will be more appropriate for an older demographic.

James Lakeland also plans to make the brand more of omnichannel retailer. This is common with many modern retail companies but not so common with smaller brands like James Lakeland. If something isn’t in stock in store they can research then order at home; return online etc. They should consider making it more of a cohesive process such as buying online and then pickup in store and a shipping tracker. Also making clear the returns policy across channels.

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CONSUMER PROFILES Due to the brands current broad target range, by having two sets of consumers it allows James Lakeland to have more of a specific focus without focusing too heavily on one age range. The first consumer is part of the growing grey pound population.

The second is part of a younger demographic that the brand should be targeting as well.

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Catherine 54 Funemployed / housewife ‘Ladies who lunch’ Lives in the English countryside but summers in the Algarve Enjoys shopping with luxury brands but also prefers more affordable brands like James Lakeland with high quality garments Prefers wardrobe staples over trend led, fast fashion styles 35

Nia 28 Paralegal Models for fun in her spare time Resides in London Always busy, whether it is with work or her social life Is happy to spend her money at brands like James Lakeland as the price reflects the quality of the garments 36

COMPETITOR ANALYSIS HIGH QUALITY

James Lakeland’s main competitors are other high street stores that have similarly high price points and high quality garments.

The include brands such as Karen Millen, Hobbs, Jaeger and Phase Eight. Whilst these brands reflect similar price and quality, due to James Lakeland being such a niche brand it’s hard to find brands that reflect similar values and authenticity.

LOW PRICE

HIGH PRICE

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LOW QUALITY

SMART OBJECTIVES 1.

2.

To increase the company’s SEO and PPC by 50%, on the brand’s own website (jameslakeland.net) by the end of 2020, to ultimately increases brand awareness. This will be measured using stats provided by visual soft and Google analytics.

Increased online conversion rates from 2% to 4% by the end of 2020. This will be measured using stats provided by visual soft and google analytics, as well as online sales.

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3.

A 50% increase in social media following, across both Instagram and Facebook by 2021. This will simply be measured by tracking the number of followers present on the brands social media in 2021. Follower tracking apps should be used to monitor progress and posts.

A 15% increase in online sales (jameslakeland.net) within the first year of the marketing and communications plan (by the end of 2020). This will be measured using stats provided by visual soft and Google analytics.

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YEAR ONE: COMMS PLAN For the communication plan within the first year, the brands main goal will be increasing brand awareness, using BTL marketing, such as social media ads, paid searches and content and email marketing to really push this. This includes...

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More frequent online and in-store offers and discounts. By selling items at a discount is a low-risk way to drive more sales volume and bring in customers that have never bought James Lakeland products previously (Heugel, 2018). This includes seasonal based promotions in-store and online, to really emphasise the omni-channel experience the brand will be adopting. The brand should also consider advertising on the tubes, as well as more frequent print ads in local London newspapers such as the Daily Telegraph and The Evening Standard.

Abandonment emails to customers when they have left clothes in their basket. Roughly 60-80% of online shopping carts are abandoned before the customer completes a sale. This implies that a company’s sales numbers may only be one third of what they could potentially be (Wang, 2014). According to SaleCycle, nearly half of all abandoned cart emails are opened and over a third of clicks lead to purchases back on site. If James Lakeland were to adopt this email marketing technique, it would most like lead to an increase in sales, as well as potential customer loyalty.

Another below the line marketing technique the brand should consider using is social media marketing; more specifically paid adverts and competitions. Similar to Karen Millen, the brand should have a monthly Instagram competition where customers upload an image of themselves wearing a James Lakeland garment/s, alongside tagging @jameslakeland instagram page and the hash-tag #ciaoJL (to emphasise the Italian heritage of the brand). This then enters the customer into a draw to win an £100 gift voucher to spend at James Lakeland; or alternatively the chance to visit their London showroom and spend an afternoon with James himself; a personal shopping experience. These direct marketing techniques will really help to increase brand awareness, especially with the circulation of the hash-tag #ciaoJL on Instagram which also boosts visibility. Instagram’s brand-to-customer engagement rate is the highest in social media, and strategically incorporating these hash-tag hacks into a social strategy will ultimately help boost visibility and engagement (AdEspresso, 2019).

Along side these marketing techniques, the brand should consider is a strong marketing campaign that can be used throughout the first few months of the plan. This campaign would be focused around the making and creating of the garments, and the inspiration behind it. This would include close up shops of garments being designed in Italy, the inspiration from the Lake Como landscape, as well as the garments being made in the factories and hand finished. This would not only boost brand awareness, but also would really root the brands USP further into their marketing and communication plans.

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YEAR ONE: MARKETING PLAN 42

Along side this communications plan, the company should really focus on making the brand more consistent, in terms of its stock and target consumers. This will add a level of sophistication to the brand, as well as boosting sales. Within the first year James Lakeland should focus on downsizing and organising their current collection. The collection is extremely broad which makes it confusing for a number of consumers. By downsizing and then organising the stock into potential collections e.g. a Basics collection, a Luxury collection, etc, it makes the brand more desirable and easy for their target consumers.

The company annually holds 2 sample sales per year, one for Spring/Summer stock and another for Autumn/Winter stock. Another suggestion for the brand should be to have it in a central London location e.g Covent Garden, rather than in the brands head office and showroom. Having the sample sale in a location such as Covent Garden naturally boosts brand awareness as well as drive potential footfall increasing sales. It was found that 32 million visitors pound the pavements of Seven Dials each year, and Neal Street is one of its main (and most eclectic) shopping streets in London (Appear Hear, 2019.)

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YEAR TWO: MARKETING PLAN 44

“An exclusive, bespoke and limited edition collaboration with Laura Fantacci, editor and founder of Icon Magazine. For the modern woman.”

In the second year of the marketing and communication strategy, the brand should collaborate with Laura Fantacci, editor of ICONS update magazine, mother of 2 and instagram guru. She is the perfect blend of everything British and Italian, which is very on brand for James Lakeland, with James being born in Italy. She appreciates fashion and wears a lot of oversized, floaty garments, a lot of which feature each season in James Lakeland’s designs. The collection will be realised in Spring 2021, in the second year of the brands marketing and communication plan. The collection will combine Laura’s effortlessly chic style and James’ creative and colourful design skills.

This collection should be small and niche like the brand, potentially with multiple drops throughout the year depending on how successful the collaboration is. This marketing strategy will further increase brand awareness, as well as sales; really promoting the brand in the right light.

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YEAR THREE: MARKETING PLAN 46

Within the third year, the brands awareness should have increased and the brand should be running a lot more successfully, with most of the brands SMART targets being completed. The company should consider a re-opening of one of their London stores; potentially their St. Johns wood store. A store reopening would create a lot of buzz and excitement around the brand. Relocating the store as well into a bigger, more central London location such as Covent Garden, would most likely increase footfall into the store, as well as in-store sales. With the brand having access to a bigger space, it allows James Lakeland to offer more in-store experiences, such as a grand reopening, as well as influencer or PR events.

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FINANCING AND BUDGETING 48

The budget suggested by the brand was roughly around 280,000 for the year. This was there previous budget for the year of 2017, but they are looking to increase it as they want to spend more money on marketing. The budget or the communication plan is £300,000 for the year. This was split into: Around £400 for a single page advert in local newspapers, per day. These should only be used when the brand drops new stock, sale, collaborations or sample sale; any major brand updates.

1 ad each month, 12 ads x 400 = £4,800 Month retainers for search engine optimisation / SEO search engine marketing, £2,000 per month x 12 = £24,000 2 samples sales. Both for 2 weeks at a time, roughly around £12,000 for a retail space in Covent Gardens.

Social media marketing throughout the year with a social media expert running and helping the accounts as well as sponsored posts: £200,000 for the year Video campaigns with the first year of the communications plan: £50,000 Total budget used: 300,000

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CONCLUSION As found from primary and secondary research, as well as data from the company itself, there is not doubt that the brand is struggling, due to a lack of brand awareness, creative marketing and the current high-street retail health.

The brand should have a key theme of increasing brand awareness throughout the 3 year marketing and communication strategy. This should be done through a combination of ATL and BTL marketing, focussing on social media, PR, events and SEO marketing, and really marketing the brands Italian USP through authentic video campaigns. The brands collaboration in the second year should also really boost brand awareness and help focus the brands target audience. The brand however should naturally be prepared for the threats of the high street retail crisis, and Brexit, but make the most of opportunities such as the increasing grey pound population.

james lakeland

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Image References James Lakeland A/W19 shoot 1 (2019) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland 25th Anniversary shoot 1 (2018) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland 25th Anniversary shoot 2 (2018) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland A/W19 shoot 2 (2019) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland JLON black dress shoot (2019) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland Holland Park Shoot 1 (2019) [online.] Available at: https://www.instagram.com/jameslakeland/ [Accessed 3rd June 2019]

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James Lakeland 25th Anniversary shoot 3 (2018) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland Chelsea Flower Market image 1 (2019) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland Chelsea Flower Market image 2 (2019) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland Chelsea Flower Market image 3 (2019) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland 25th Anniversary shoot 4 (2018) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland x Female Narrative shoot (2018) [online.] Available at: https://www.the4ofus.co.uk/blog/2017/7/2/female-narratives-x-jameslakeland-social-media-campaign [Accessed 20th May 2019]

James Lakeland JLON black and red print dress (2018) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

James Lakeland A/W19 shoot 3 (2019) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

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James Lakeland Hotel and Spa Summer Shoot (2018) [online.] Available at: https://www.instagram.com/jameslakeland/ [Accessed 3rd June 2019]

James Lakeland Holland Park Shoot 2 (2019) [online.] Available at: https://www.instagram.com/jameslakeland/ [Accessed 3rd June 2019]

Lindsay, E. (2017) [Photograph]. Algarve, Portugal. Consumer profile woman.

Vale do Lobo, The Algarve birds eye view (2019) [online.] Available at: https://sandbanks-algarve.com/golf/ [Accessed 3rd June 2019] Two women shopping (2019) [online.] Available at: https://www.cmo.com/features/articles/2017/11/17/digital-saves-the-show-on-milans-luxuryshopping-street.html#gs.grv1we [Accessed 3rd June 2019] London offices (2019) [online.] Available at: http://www.skylineoffices.co.uk/Location/Guide-to-Serviced-Offices-in-London.html [Accessed 3rd June 2019] Paralegal studying (2019) [online.] Available at: https://www.snagajob.com/resources/paralegal-job-interview-questions/ [Accessed 3rd June 2019]

Young women posing (2018) [online.] Available at: https://www.everypixel.com [Accessed 3rd June 2019]

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James Lakeland Summer Shoot (2018) [online.] Available at: https://www.instagram.com/jameslakeland/ [Accessed 3rd June 2019]

Behind the scenes of modelling (2019) [online.] Available at: http://nuderetouching.com/blog/photography-tricks/behind-the-scenes-photography.html [Accessed 3rd June 2019] HIGH QUALITY

LOW PRICE

HIGH PRICE

Lindsay, E. (2019) [Photograph screenshot]. Nottingham, England, Competitor chart analysis.

LOW QUALITY

Laura Fantacci Instagram image 1 (2019) [online.] Available at: https://www.instagram.com/laura.fantacci/ [Accessed 3rd June 2019]

Laura Fantacci Instagram image 2 (2019) [online.] Available at: https://www.instagram.com/laura.fantacci/ [Accessed 3rd June 2019]

Laura Fantacci Instagram image 3 (2019) [online.] Available at: https://www.instagram.com/laura.fantacci/ [Accessed 3rd June 2019]

Laura Fantacci Instagram image 4 (2019) [online.] Available at: https://www.instagram.com/laura.fantacci/ [Accessed 3rd June 2019]

James Lakeland A/W19 shoot 4 (2019) [online.] Available at: https://www.dropbox.com/h [Accessed 3rd June 2019]

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