Final Major Project - Salus

Salus, the Roman goddess of safety, health and well-being.

Executive Summary

Salus is a new entrant within the women’s outdoor market, fulfilling the gap for a female-centric brand that challenges industry norms to better equip women for the great outdoors.

As nature, holistic well-being, and social connection are of heightened importance (Fashion United, 2021), female participation in outdoor sports has grown exponentially, though many remain challenged by industry structural barriers (Kestenbaum, 2019). Salus provides a innovative, two-fold business concept addressing the two core issues facing our consumer: under provision of fashionable yet functional women’s outdoor apparel, and personal safety concerns in green spaces (Rathbone, 2022). Differentiated based on our inclusive and empowering narrative, Salus aims to encourage a sisterhood of women to ‘own’ the outdoors through the holistic provision of appropriate tools to enjoy the outdoors safely and comfortably.

Via a circular business concept, we raise the bar of what is expected of a female outdoor brand, providing a unique intersection between fashion, function, and female-safety through our product offering. Utilizing low-impact materials, Salus creates size-inclusive performance apparel innovatively designed to flatter the female form, alongside a mobile application offering route planning and preparation support based on safety, accessibility and trends in logged environment and terrain.

The following strategic deck provides an overview of our brand concept, alongside an integrated 18-month communication plan launching Salus to market. Developing brand awareness and priming customer retention, three promotional campaigns have been devised to fulfil our key objectives and communicate our value proposition. Concluding the portfolio, a selection of future actions has been formulated to ensure continued brand development and long-term profitability.

Salus is an outdoor recreation brand aiming to reinvigorate a sisterhood of women to own the outdoors. Dedicated to addressing the unique needs of women in green spaces, Salus breaks down current barriers within the industry to create a welcoming and inclusive access point to nature. Distinct in our holistic approach, we create solutions for all body types and athletic abilities, nurturing a community of diverse women. In short, we’re the outdoor brand you always wanted but could never quite find.

The Why

Considering holistic wellbeing is increasingly prioritised across economies, the consumer landscape within the outdoors industry is shifting (Bethune, 2017; Euromonitor, 2021), seeing record numbers of women participate in outdoor sports (Strava, 2021, Gov.uk, 2021). However, existing competitors are failing to innovate and accommodate diversification within the market (Kestenbaum, 2019), often disregarding the plussize community and need for gender-specific design adjustments (Deighton, 2022).

As demand for stylish yet practical women’s outdoor apparel heightens (Fashion United, 2021), there is an evident opportunity to innovate beyond the current practice of manufacturing mass-market women’s outdoorwear based upon the male equivalent (Pearson, 2017). Moreover, concern for personal safety remains a crucial hurdle facing women in green spaces (TGO, 2021; Kostiak and Hall, 2021), calling for a female-centric brand to offer education and practical support to uplift the community.

of women report anxietywhen exercising outdoors.

Health, 2020)

The Opportunity

At Salus, we appreciate the women’s outdoor market has been slow to accommodate the shifting demands of the modern adventurist (WGSN, 2021). Prioritising the female consumer, Salus remedies the gap the market by welcoming, inspiring, and educating a community of women to own the outdoors (Arveson, 2019).

We believe the outdoors should be a place of recreation and escapism for all, thus reimagine the traditional outdoors image prevalent in the market. Where existing retailers share an intensity-driven narrative and specialise in a particular product/service (O’Connell, 2016), there remains an opportunity for a brand to holistically support women from purchase to post-use (Arveson, 2019), acting as an understanding, yet motivational compatriot.

Moreover, as more consumers turn to technology to enhance sporting activities (Biron, 2021; McKinsey, 2021a), Salus recognises the opportunity to support women beyond the provision of appropriate apparel, facilitating education and social connection in means undelivered existing competitors.

Outdoorwear

Customer-values

Digital

Market

The Covid-19 pandemic catalysed significant shifts in consumer behaviour (appendix B), influencing the shape of the outdoor industry. Responsible for the resurgence of the female empowerment movement (Chiu, 2020; Weldon et al., 2020), and mass drive for holistic wellbeing (Wroble, 2021; Dunn, 2020), society has reached a “turning point” for women’s involvement in sport (Nike, 2019; Macguire, 2022). Driving the post-pandemic sporting boom (Strava, 2020; McKinsey, 2021a), female participation in sport has grown exponentially in recent years, seeing women’s sportswear boast the “single largest growth area” in the sporting category (Macguire, 2022). In response, innovations targeting the female consumer are gradually emerging, though are limited to the footwear and athletic undergarment categories. Alongside this, global communities observed a shift towards greater eco-consciousness (McKinsey, 2021b; Cohen, 2020), increasingly favouring ‘sustainable’ alternatives over the market standard (Hawkins and Houghton, 2021; Deloitte, 2021).

On a micro level, outdoor lifestyles have grown in popularity as consumers seek to reap the widely proclaimed benefits of time in nature (WGSN Global, 2021a; NaturalEngland, 2020). Consequently, participation in outdoors sports is surging, with market projected to value $17.15 billion by 2025 (Allied Market Research, 2021). The outdoors industry has long been considered a historically male-driven domain (Kestenbaum, 2019), characterised by white-washed imagery of radical sporting pursuits, functional apparel and highly competitive brand narratives (see appendix C) (O’Connell, 2016). However, as the demographic of consumers exercising for leisure, well-being and escapism continues to grow, existing strategies risk alienating the emerging consumer base. This is exacerbated by the understanding that the modern outdoor consumer is primarily female, and inherently diverse in terms of body type and ethnicity (OIA, 2021b).

Despite the market opportunity, there remains a lack of outdoor brands specialising in women’s apparel or safety (appendix C), particularly within UK and European markets (Rathbone, 2022). At present, female-first brands predominantly occupy the indoor-sports market, and, comparable to the outdoor brand narrative, commit to fitnessfocused or goal-oriented messaging displaying a narrow image of the female athlete(Macguire, 2022).

The activity tracking app market segment is also predicted to sustain consistent growth in coming years, driven by a female audience (IbisWorld, 2021). Used for guidance, support, and engagement (McKinsey, 2021a; Wroble, 2021), the tone-of-voice used in existing applications is rooted in rivalry, opening up the opportunity for a more ‘easygoing’ application targeting the leisure consumer.

of outdoor consumers utilise the outdoors for leisure, wellbeing, and escapism. (OIA, 2015)

Direct Competitor Communication Positioning

for broader analysis

Narrative

Inclusive narrative

Exclusive narrative

Supportive Narrative

language

Performance-focussed narrative

Non-technical language

So, who are we?

Salus is committed to making women feel confident and in control in the outdoors, whether they’re walking the dog in the park or on a week-long hike in the Andes. As more women enter the market, we appreciate the need to deliver functional solutions to women of all shapes and sizes (Kostiak and Hall, 2021), rectifying the longstanding oversights of our competitors.

We’re setting higher standards within the women’s outdoor market, utilising innovative design and low-impact materials to construct high-performance outdoorwear that meets the demand for feminine outerwear. Committed to responsible practices, the product lifecycle is extended through Salus Circle, our recycle-and-resell scheme. Also occupying the app space, we support our consumers throughout their entire outdoor experience, offering guidance and assistance where necessary (appendix E). Beyond the tangible offering, we aim to connect and inspire a sisterhood of like-minded women to feel empowered and supported. and inspire a sisterhood of like-minded women to feel empowered and supported.

Mission

To empower a sisterhood of outdoor enthusiasts through the holistic provision of cutting-edge outdoor apparel and digital safety tools.

To create a welcoming and inclusive access point to nature, better providing the growing base of female adventurists.

Marketing Mix

Salus app, Capsule clothing collections. £0-£124.50

Product Price Place

Salus app, Salus website, pop-up store.

Promotion

Omni-channel focus, Direct-to-consumer channels, Environmentally considerate execution.

Pop-up store employees, customer service, influencers, community members, partners.

People Process

Salus Circle, Personalised product recommendation.

Physical Evidence

Recyclable product packaging, Informative QR product tags.

Our Product

Mobile App

Utilise GPS technology to log routes and amenities. Rate perceived safety of route and amenities. Rate and recommend products to your friends. Access personal safety resources. Access personalised product recommendations. Browse and purchase collections.

Capsule Clothing Collection

Essential apparel items for each identified outdoor sport. Manufactured using low-impact and bio-based materials. Additional features and fastenings for maximum versatility.

(Rathbone, E. 2022)

The Capsule Clothing Collections

Our outdoor apparel is designed specifically for the female adventurist. Built upon the principles of durability, versatility, and sustainability, our products contain additional fastenings and features, adapting to our consumers’ needs. Accommodating high demand in the leisure walking market (Sport England, 2021), Salus will enter the market with a collection of essential women’s hikingwear, before diversifying to offer collections accommodating women in other male-driven outdoor sports. Conforming to feminine functionality, the collections are available in a plethora of sizes, with a bright, yet minimal, tonal palette enabling the products to be worn from season to season, city to countryside (WGSN, 2022).

Materials

Singtex materials are applied throughout the collections, accredited for their eco-friendly, high-performance characteristics. Manufactured using recycled matter and natural bi-products, the fabrics boast better colour fastness and odour emission control than traditional alternatives (Singtex, 2021; Banigan, 2017), enhancing product longevity and facilitating ease-of-care. Weatherproof and naturally breathable, the fabrics also support women to remain cool throughout their natural cycle, and comfortable across varied climates and terrain.

Key Qualities

AIREMTM coffee membrane provides water and wind protection

Naturally minimised odours

Highly breathable

UV protection

Soft, malleable material maximises movement and comfort

(Singtex, 2021b)

The Hiking Collection

Insulated Gilet Jacket Raincoat

Size: XS-XXL

Material: Eco²sy® insulation, 3 layer SINGTEX® PROTECTOR, recycled polyester zippers. Detailing: dual zip, waist tie Characteristics: Detachable sleeves* , detachable hood. *Sold separately

Cape

Size: XS-XXL

Material: 3 layer SINGTEX® PROTECTOR, recycled polyester zippers.

Detailing: funnel neck, flared hem, detachable hood, dual zip.

Size: XS-XXL

Material: STORMFLEECETM

Detailing: front zip pocket, quarter zip

Characteristics: water-resistant fleece poncho cape for outdoor changing or cozy evenings.

The Hiking Collection

Technical Mid-layer

Longline Long Sleeve Top

Longline T-Shirt

Size: XS-XXL

Material: STORMFLEECETM

Detailing: Longline lenth, quarter zip for quick cooling.

Size: XS-XXL

Material: S.LEISURETM

Detailing: Supportive contouring.

Size: XS-XXL

Material: S.LEISURETM

Detailing: Curved hemline, breathable chest detailing.

The Hiking Collection

Zip-off Trousers

Shorts

Skort

Size: XS-XXL

Material: 2 layer SINGTEX®

PROTECTOR, recycled polyester zippers.

Detailing: zip-off short, boot zips down front, adjustable waist, lower back heatpad pocket.

Size: XS-XXL

Material: 2 layer SINGTEX®

PROTECTOR, recycled polyester zippers.

Detailing: 5inch inseam, elasticated waist, anti-chafe shorts, lower back heatpad pocket.

Size: XS-XXL

Material: 2 layer SINGTEX®

PROTECTOR

Detailing: anti-chafe shorts, heatpad pocket, keys pocket.

The Hiking Collection

Sports Bra

Underwear

Size: 30A-40G

Material: S.LEISURETM Detailing: Wide straps, hook fastenings for adjustable strap length and chest band, quick-dry suitable for swimming

Size: XS-XXL

Material: S.LEISURETM

Detailing: High waist, modest coverage , quick-dry underwear suitable for swimming

The App

Utilising GPS technology and innovative customer feedback loops, our Salus app empowers consumers with the necessary knowledge to safely enjoy the outdoors. The platform also serves to connect our community, with users capable of viewing public stories from members of our Salus sisterhood.

Alongside route tracking, users may register amenities available along the way, and unlike competitors, rate their perceived safety in such locations. Furthermore, users are invited to review and recommend Salus products, influencing future product development. Collected data is integrated into an interactive map accessible to our customers, facilitating route planning based on individual circumstances. Supporting our entry-level consumer, we also provide personalised product recommendations based on experience level and trends in logged environment, with the products available to purchase in-app.

Finally, fulfilling the need for education surrounding outdoors safety protocol, users are granted direct access to a plethora of safety resources, including checklists, basic self-defence, and emergency contacts.

Our core branding elements create the basis for our visual identity. The brand cues are used to enhance promotional materials and marketing mix elements, whilst generating recognition the Salus brand.

LogoThe wings-leaf logo alludes to our association with nature and plantbased materials, whilst subtly nodding to the goddess aesthetic.

Primary logo lock-up

Alternative Logos

Text logo lock-up

Alternative logo mock-ups for promotional elements.

Geometric Shapes

Used to accentuate, divide or balance brand assets, the geometric wave shape resembles a nature landscape, interpreted as mountains or water body.

Leaf-wings logo lock-up

Stamp logo lock-up

Logo Misuse

Typography

The rich colour palette simultaneously uplifts and comforts (Kostiak, 2021). Combining traditionally feminine and nature-based tones, the palette is inherently organic and reflective of our purpose.

To empower a sisterhood of outdoor enthusiasts through the holistic provision of cutting-edge outdoor apparel and digital safety tools.

Mission Vision

To create a welcoming and inclusive access point to nature, better providing the growing base of female adventurists.

Our USP

At the time of launch, Salus will be the only British outdoor brand holistically facilitating women’s comfort and safety in the outdoors, without compromising on style and sustainability.

Our Values

We put women first.

Prioritising the female adventurist, Salus strives to meet the unique needs of women in the outdoors.

We raise the bar.

Intersecting functionality, style, and sustainability, we raise the bar of what is expected of a women’s outdoor apparel.

We build safety.

Providing direct access to safety resources, Salus supports women to regain confidence, control, and a sense of ownership in the outdoors.

We inspire communities.

Connecting like-minded women, Salus inspires a sisterhood of women to diversify the market.

(Rathbone, 2022)

Our Personality

Think of Salus as your zestful, supportive friend whose sense of independence you admire. Taking you under our wing, we’re understanding and relate like a friend, but are also here to uplift and encourage you to do your best.

Our Tone of Voice

Our tone is inherently conversational, advising and encouraging. Adopting an uplifting and relatable attitude, we intend to embrace and empower our Salus sisterhood.

Our Tagline

Own the outdoors.

Photographic Assets

Photographic assets should reference the outdoors and include a mixture of profile and group stills of diverse women. Images should appear semi-candid, creating a sense of naturalistic ease. Moreover, individuals should appear content, confident and playful, alluding to the positive influence of nature on overall wellbeing. Where a particular collection is being promoted, imagery should capture the products in the associated environment.

Packaging

Reaffirming our ambition to support women in their pursuit of holistic wellbeing, our recyclable packaging resembles a journal page, encouraging customers to reflect and recentre.

Leaving no ‘body’ out

Salus caters to women of all shapes, sizes, and backgrounds who enjoy participating in outdoor activities. Made for both seasoned athletes and everyday amateurs alike, the target audience is not bound by demographic characteristics, instead more reliant upon their behavioural and psychographic profiles (Rathbone, 2022). Two primary consumer groups have been identified based on their lacking representation within the industry, market potential, and shared appreciation of the outdoors.

The Athleisurist

Psychographic

Athleisurists’ are moderately active, “outdoorsy” people not represented within mainstream outdoors imagery, preferring to exercise for balance and wellbeing. Drawn to leisure activities (OIA, 2015b), these consumers are keen to increase their level of activity. Often extrinsically motivated, Athleisurists enjoy exercising with friends, turning to online communities for inspiration and advice (appendix F). Socially and environmentally conscious, these women actively contribute women’s rights and social equality conversations and are drawn to sustainably marketed products (Rathbone, 2022).

Behavioural

Geographic

As relatively infrequent purchasers of outdoor apparel, Athleisurists seek durable, practical and versatile outdoorwear (Brasch, 2015). Athleisurists are multi-channel shoppers that often seek guidance ahead of purchasing an item, turning to online forums, store assistants, friends, or keyword search to inform their decision (Rathbone, 2022) . Less in-touch with technical product developments, these women are typically drawn to entry-level products that flatter and support their frame (OIA, 2015b). Most active on Facebook (OIA, 2015b), Athleisurists often subscribe to online communities, sharing their experiences and successful purchases whilst also engaging with content from other users (Rathbone, 2022)

.

While not geographically bound, Athleisurists have a higher tendency to reside in suburb and rural locations with easy access to green spaces (OIA, 2015b).

The Committor

Psychographic

Content in their current level of activity, Committors lead an active lifestyle, though are not defined by their sporting prowess (OIA, 2015). They view the outdoors as a means to escape everyday life and maintain stability (Arvesen, 2019). Less reliant on extrinsic motivation, Committors are more likely to use online communities for informative purposes. Nevertheless, they follow fitness influencers for inspiration (SparkToro, 2022; YouTube, 2022). Consuming a range of media, Committors are everyday activists, preferring brands with strong social and environmental agendas.

Behavioural

Committors are relatively frequent purchasers of higher-ticket outdoor apparel. (Rathbone, 2022) Searching for high-quality, stylish outdoorwear (Fashion United, 2021), Committors are more impulsive in their buying behaviour, open to trying ‘new’ brands that seemingly meet their needs. Guided by convenience, Committors gravitate towards online channels, purchasing apparel across various mediums (appendix G) alike. Technologically affluent, Committors are frequent users of Instagram, and turn to digital mediums to enhance their sporting experience (OIA, 2015).

Geographic

Committors tend to live in urban environments, calling on local green spaces for their ‘outdoor-fix’ during weekdays and busy periods (Fashion United, 2021).

Key issues faced

Insufficient product descriptions

Lack of fashionable/feminine items

Very competitive digital space

Challenging to gather necessary materials for route planning

Limited options in bookend sizes

Long delivery times.

One-sided interaction.

Wants and Needs Style

Innovation Quality

Simple delivery and returns

Post-use options (recyclability)

Convenience Interaction

Detailed product information

So, what’s the plan?

IMC Campaign Overview

Covering the 18-month launch period, three brand campaigns that reflect our core values will be delivered to market, utilising omni-channel techniques to target the outdoor-oriented female consumer. Overall, the campaigns intend to generate brand awareness by communicating our brand proposition across mass-market mediums, inform consumers of our differential product offering through an educational campaign and pop-up store, and finally facilitate community development through a collaboration with the National Trust, bringing together our growing userbase in a safe environment.

Awareness Knowledge Liking Preference Conviction

Purchase Advocacy

1

2

Campaign Steiner,

Communication Aim (Jul 2022-Dec 2023)

To launch Salus into the women’s outdoor market.

Goal Marketing Objectives

Campaign 1 WithYouEveryStep oftheWay

Raise brand awareness amongst the target audience.

To establish a strong brand presence across mass-market media, obtaining 20k impressions on our offline and digital communications by October 2022.

Campaign 2

RaisingtheBar Campaign 3

CommunityConnection

Educate potential consumers on the differential advantage of Salus products.

To generate 1k monthly sales qualified leads by June 2023 through highly targeted content and events.

Encourage consumer brand engagement and facilitate customer loyalty.

Priming long-term customer retention, we intend to drive brand affinity via a partnership with the National Trust, achieving a Net Promoter Score of 9 by December 2023.

Consumer Journey Map

2. Knowledge

Consumers are reminded of the brand and develop an understanding of our value proposition via online channels and audio advertisements.

4. Preference

Consumer comes to understands our differential advantage via informative material, initiating brand switching.

6. Purchase Consumers purchase online, benefitting from our fast tracked shipment, or from a temporary retail location.

1.Awareness

Most Athleisurists realise a need and find us on

Google via SEM. Other consumers see our outof-home activations, organically coming across the brand.

3. Liking

Through influencer endorsements, consumers begin to trust the brand more, and develop a liking attending brand experiences.

5. Conviction

Consumers are exposed to UGC/brand reviews and sales promotion, motivating purchase.

7. Advocacy

Consumers continue to download our app, and participate in community initiatives. When the item is no longer of use, consumers return the item via the Salus Circle scheme.

With You Every Step of the Way

The first campaign centres around a series of open-invite interactive workshops, developing recognition Salus’ core concept, and facilitating consumer-brand relationships. Taking an engaging approach dissimilar from competitors, the campaign ultimately generates awareness and intrigue amongst our target audience.

Marketing Objective

To establish a strong brand presence across massmarket media, obtaining 20k impressions on our offline and digital communications by October 2022.

Positioning Strategy

Through a phased omni-channel strategy, we successfully target and re-target our desired audience, increasing exposure to brand cues and gradually building brand awareness (Messenger, 2019). In terms of brand positioning, the campaign will drive the message that Salus is a femalecentric outdoor brand and inform consumers of our intention to support them throughout their outdoor experience. Naturally, through our tone of voice, additional brand elements such as our personality and ethos, will be communicated in tandem.

Competitive Narrative

Female-oriented

Male-oriented

Supportive Narrative

IMC Strategy

Phase 1

Communication Objectives

Use out-of-home and guerrilla marketing tactics between August 2022 and October 2022 to generate interest in the brand.

Partner with 6 micro-influencers, with a minimum influencer score of 70, gaining exposure to their complementary following.

Expose consumers to advertising between August and October 2022 through different media.

Establish a strong digital brand presence via owned social media channels by October 2022.

Facilitate 500 initial engagements with the brand in the first three months, by incentivising consumers with brand experiences.

The campaign will commence by mobilising our more active and urban target consumers, placing engaging promotional materials in metropolitan areas. Out-of-home and guerrilla promotional tools will generate awareness of brand cues, as well as drive initial app downloads, enabling customers to trial the brand before financially committing.

Phase 2

The second phase turns to online channels to drive further brand awareness amongst our more rural and remote-working consumer, and communicate upcoming launch events to a mass audience.

Phase 3

The climax of the launch campaign consists of a series of inperson, hosted by influenc-ers within the wellbeing space. Bringing together our early adopters, the third phase of the campaign facilitates brand experiences and begins to develop consumer-brand relationships (liking).

Communication Mix

Offline

Static billboards Stencils

Grind coffee ad space

Interactive events

Online

Targeted social media ads

Paid broadcast radio spots

Sponsored podcast feature

Influencer endorsement

Owned social channels

SEM

Phase

GrindCoffeeCupPartnership

Where coffee breaks offer a moment of respite, an extra nudge to enjoy the drink in a nearby green space indicates Salus’ intention to support consumers escape the chaos and ‘recharge’. Grind is a natural fit for Salus, sharing strong environmental ethics and comparable brand feel.

Creative Objective

Partner with Grind to manufacture 6,000 Salus coffee cups to be used between August and October 2022.

KPIs

2,000+ monthly QR code scans from Salus X Grind coffee cups

200+ monthly app downloads from coffee cup QR codes (assuming 10% conversion)

Phase 2

SearchEngineMarketing

Consistent across all Salus campaigns, SEM will serve to drive traffic to our brand website (Shelton, 2017), particularly amongst our Athleisurist audience, inclined to search keywords relating to their outdoor needs.

Key Google Search Terms

Outdoor adventure

Women’s outdoor clothing

Women’s outdoor jackets

Hiking outfit women

Outdoor safety (Wordstream, 2022; SparkToro, 2022)

Creative Objective

Appear on the first page of Google search results for 5 key words relating to women’s outdoorwear and outdoor safety within 6 weeks of launch, building awareness amongst a digital audience.

KPIs

Weekly website traffic monitoring 15% click-through-rate to homepage 3% conversion to purchase Average position of 1.7 for keywords

Phase 2

TargetedSocialMediaAds

Consumers indicating an interest in outdoor sporting categories, or located within a 25-mile radius of each launch event, will be subject to targeted ads across Facebook and Instagram, generating awareness amongst an extensive userbase (Posner, 2015). Naturally, owned social channels will also be exploited pre-and post-launch, sharing product images, launch details, and communicate values, to build our brand image from an early stage and entice the relevant audience.

Creative Objective

Establish bi-weekly sponsored Instagram and Facebook posts throughout the campaign period, directing consumers to the Salus profile.

KPIs

500 new weekly impressions

5% click-through-rate to Salus profile

25 new weekly followers on Salus’s profile (assuming 5% of impressions convert)

Phase 2

Influencer Endorsement

While competitors endorse high-performance athletes as brand ambassadors, we find this to alienate our consumer (Arvesen, 2019). Instead, we turn to micro-influencers within the outdoor and wellbeing space, accredited for their perceived genuineness and transparency (Bethune, 2017).

A cycle of influencer endorsements will support awareness building, promoting of our value proposition and launch events across their social channels.

Creative Objective

Send emails to 30 micro-influencers detailing our value proposition and invitation to our launch event series by end of June 2022.

KPIs

3+ social media posts per influencer

5% engagement rate- likes, saves, reshares.

3% click-through-rate (to Salus profile)

Number of new followers (Salus profile)

Broadcast Radio

Understanding podcast listeners to be highly trusting and responsive to featured advertisements (Spotify, 2021), podcast sponsorship is an effective means to appeal to a complementary audience (Acast, 2021; Marketing Week, 2020). Selected for their relevant focus, the following podcasts have been identified to raise brand awareness.

Creative Objective

Obtain a 4-week paid ad spot on Heart Radio, Radio 1Xtra and Women’s Hour across August 2023.

KPIs

Audio advertisement approval by broadcast radio stations.

Daily ad placement across radio shows.

Phase 2

PodcastSponsorship

Understanding podcast listeners to be highly trusting and responsive to featured advertisements (Spotify, 2021), podcast sponsorship is an effective means to appeal to a complementary audience (Acast, 2021; Marketing Week, 2020). Selected for their relevant focus, the following podcasts have been identified to raise brand awareness.

Creative Objective

Sponsor 4 podcasts within the women’s empowerment and outdoor categories throughout July 2022.

KPIs

Audio advertisement approved by podcast management. Weekly advertisement feature by the identified partners.

50k unique listeners over the activation period.

Creative Strategy

Phase 3

Launch Event Series

Strengthening brand awareness and priming community development (SocialTables, 2020), holistic outdoor wellbeing workshops will be held at 10 locations across the UK. Reflective of our inclusive narrative, the workshops will be open invite with women of all ages, abilities, and sizes encouraged attend and trial our brand.

Creative Objective

Driving brand connection and facilitating positive brand associations, we aim to host 10 interactive workshops available to 400 consumers throughout September and October as part of our launch event series.

Salus

Swipe to download your ticket for our Manchester launch event.

KPIs

40+ attendee sign-ups per event. Post-event organic social traffic

Campaign Timeline

Jul 22 Oct 22Aug 22 Sept 22

Sign-off campaign budget and creative assets.

Finalise Grind partnership and distribute merchandise to stores.

Record and sign-off audio ads.

Obtain permissions for OOH ad space.

Obtain permissions for outdoor event space and finalise hosts.

Consistent social media content on owned channels and targeted ads

Coffee cup activation in Grind stores

Launch event series across UK

Search Engine Marketing

Influencer endorsements across social channels

Reverse graffiti stencils and billboards activated

Audio ads activated

the

Building upon the first campaign, the second campaign highlights the differential advantage of Salus products compared to the market standard via an educational campaign and a pop-up store. While reflecting of our second brand value, the campaign draws consumers to engage with the brand, enticing them to the point of purchase.

Marketing Objective

To generate 1000 monthly sales qualified leads by June 2023 through highly targeted content and events.

Innovative

Positioning Strategy

Raise the Bar highlights our key product features and drives brand preference. Via this campaign, we intend to be viewed as an innovative leader within the outdoors market, creating high-quality, fashionable yet functional apparel for all body shapes.

Moving into the experience economy, consumers seek both engagement and support (Bethune, 2017). This campaign primarily targets our urban consumer base, appealing to those consumers in search of spontaneous brand experiences and open to product experimentation. Nonetheless, the Athleisurist consumers are nudged from consideration to action via the educational nature of the campaign, offering solace to consumers confused by extensive competitor offerings.

Low Quality

Not innovative

High Quality

IMC Strategy

Communication Objectives

Open an offline purchasing channel in January 2023, facilitating purchase opportunities and encouraging UGC. Advertise in close proximity to the offline retail space, driving a daily footfall of 200 people by enticing consumers with a sales promotion. Inform prospective consumers of our product characteristics via mass-appeal advertising throughout the campaign period, initiating brand switching.

Obtain positive word-of-mouth in 3 key media outlets covering women’s fashion and outdoor lifestyles by distributing PR in January 2023.

Maintain top-of-mind awareness of our product offering amongst existing consumers, directing consumers to our app purchase page.

Improving market visibility, we intend to open a temporary retail space in central London, guiding our dynamic consumer to the point of purchase. Understanding the importance of testing fit and function (Ispo, 2021; Deloitte, 2021), taking our offering to the consumer hastens the consideration phase by reducing obstacles associated with online retail and instilling preference. Drawing consumers to store, interactive, sustainable billboards will be located near the pop-up, incentivising consumers with plantable discount tokens. Naturally, this also facilitates our more price-sensitive consumers. Mobilising the hashtag “#raisingthebar”,consumers are encouraged with share their brand experiences online, generating (electronic) word-of-mouth and buzz around the brand, inciting conviction.

Seeking endorsement beyond influencers, select women’s fashion and outdoor media journalists will receive PR containing a leaflet highlighting our core purpose alongside a selection of products from our hikingwear range, in the anticipation that organic brand coverage will materialise.

Creative Objective

Distribute PR packages containing items from our hikingwear collection to 12 print and digital media outlets in November 2022.

PR KPIs

Direct response from industry players

3+ press features throughout the campaign period

StaticBillboards

Located near outdoor hotspots and high footfall areas, static billboards highlight key product features desirable to our audience, with the differential advantage of our products made evident to the observer.

Creative Objective

Install 15 static billboards highlighting key product features with a QR code leading to our website at high-footfall sites in 12 UK cities between December 2022 and June 2023.

KPIs

30,000 daily impressions 900 QR code scans (assuming 3% conversion)

TargetedSocialMediaAds

Targeted social ads will resemble our static billboards, with a ‘swipe-up’ to shop the collection. Targeting a receptive audience, this will educate consumers on our unique offering and initiate switching.

Creative Objective

Create 6 variations of image-based ads, generating understanding of different products in our collection throughout the campaign period.

KPIs

new weekly impressions

click-through-rate to Salus website homepage

InteractiveBillboards

Located near to our pop-up store, consumers are invited to obtain a 10% off discount token from our sustainable billboard to redeem in-store and online. Manufactured using compostable paper laced with wildflower seeds, customers are supported to embrace sustainability and own their own piece of the outdoors. Moreover, storytelling has the power to “boost the women’s sportswear market” (Macguire, 2022), thus snippets collected from our customers are placed on the reverse of the leaflets, acting as an appraisal, and bringing the brand to life.

Creative Objective

Install a sustainable billboard holding 3000 plantable discount leaflets within 600 yards of the pop-up store in January 2023.

KPIs

1,950 discounts activated (assuming 65% of consumers convert) 3% increase in website visitors in January 2023.

Pop-UpStore

The brand space will offer a cost-effective means for communicating our story and driving consumers to purchase (Storefront, 2018). With associates on-hand, consumers expeditated through the consideration and purchase phase. Benefitting from the high footfall of central London, the campaign tests the market for future permanent locations (Shopify, 2021).

Creative Objective

Install a branded temporary retail space in central London between January and June 2023.

Achieve 20 daily users to sharing the campaign hashtag, #raisingthebar, throughout the duration of the pop-up store instalment.

KPIs

Daily footfall monitoring

10% of foot traffic convert to purchase

Achieve an average dwell time of 40 minutes

WallMural

In the age of social media, tech-savvy consumers find it hard to bypass an aesthetic photo opportunity. Tapping into this, on the external face of our retail space, our logo mural will encourage user-generated content, which, when combined with the campaign hashtag, will promote the event by generating word-of-mouth.

Creative Objective

Achieve 20 daily users to sharing the campaign hashtag, #raisingthebar, throughout the duration of the pop-up store instalment.

KPIs

60+ monthly campaign hashtags used across Facebook, Instagram and Twitter.

Direct-to-Consumer Communications

As our database grows, email and push notifications will raise awareness of the pop-up installation, as well as remind consumers of our differential product advantage.

Creative Objectives

Utilise weekly direct email newsletters throughout the campaign period to educate consumers on key product features and encourage purchases. Retarget app users with bi-weekly push notifications throughout the campaign period.

KPIs

open rate

click-through-rate to app or Salus website (depending on weekly focus)

conversion-to-purchase

Campaign Timeline

Nov 22 Feb 23Dec 22 Jan 23

Pop-up licensing

PR sent media outlets

Mar 23 Apr 23 May 23 Jun 23

London pop-up store with mural

Static billboards

Sustainable Billboard

Search Engine Marketing

Campaign hashtag activation

X Bi-weekly push notifications and direct email newsletters

Consistent social media content on owned channels and targeted ads

The third campaign serves to connect our engaged consumers in a safe environment, via a collaboration with The National Trust (NT). Partnering with local wellbeing influencers, a series of group walks will take place at NT sites, with walkers met by a complimentary Salus coffee truck offering a place to further connect.

Marketing Objective

Priming long-term customer retention, we intend to drive brand affinity via a partnership with the National Trust (NT), achieving a Net Promoter Score of 9 by December 2023.

Community oriented

Positioning Strategy

Through this campaign we aim to develop brand affinity, reinforcing our perception as a supportive, encouraging and empowering brand. Through inviting messaging, consumers will understand Salus to be brand connecting an inclusive community of women, facilitated by our Salus app. The campaign also drives awareness amongst rurally located or leisuredriven consumers likely to frequent NT sites.

Exclusive Inclusive

Individualistic

Communication Objectives

Partner with the NT from August to December 2023, portraying Salus as a respectable outdoor brand. Present opportunities for community development through hosting 12 in-person events between September and December 2023.

Expose NT customers to Salus print advertising from August to December 2023, prompting app downloads.

Use our social media channels to educate consumers on our community ambition, and drive group walk attendance from September to December 2023.

Continue our partnership with the 6 microinfluencers, utilising their expertise to guide 2 community walks each. To tap into our loyal consumer base and encourage 10% of our database to register and attend our community walk series.

IMC Strategy

Through continuing to drive immersive brand experiences that position Salus as a facilitator of safe outdoor escapism, we serve to increase emotional attachment beneficial for advocacy (Brandwatch, 2016). Raising awareness of our tri-monthly community walks, online channels and junior posters will be exploited, particularly during the first three months.

Communication Mix

Offline

JuniorPosters

Junior posters will be situated throughout NT sites, building awareness of Salus community walks amongst NT customers. Such consumers are crucial to capitalise upon given their presumed affinity with the outdoors.

Creative Objective

Install 200 junior posters across NT sites around the UK, using QR codes to drive Salus app downloads.

KPIs

5,000 monthly impressions 250 monthly QR code scans (assuming 5% conversion)

SocialMedia(Owned+Paid)

Social media will be used to drive sign-ups of the community walks, sharing event information and consumer stories to incite interest. Working alongside the NT, we also gain access to their large transferable audience, and benefit from their strong engagement.

Creative Objective

Dedicate weekly social media posts to community building and storytelling throughout the campaign period, with viewers directed to download our app to reap the benefits.

Utilise NT social media channels to build awareness of the collaboration between August and December 2023, positioning Salus as a community-oriented brand.

KPIs

7% engagement rate- likes, follows, reshares, saves.

4% increase in Salus profile views

3% click-through-rate to sign-up to events.

Influencer Endorsement

Creative ObjectiveResuming our previous partnerships, influencers will raise awareness of their participation in the community walks, as well as encourage their followers to join our Salus community.

Send emails to the 6 influencers in July 2023 detailing the extent of their participation, with agreed payment terms.

KPIs

24+ influencer posts shared Minimum of 5% engagement- likes, follows, re-shares, saves.

3% click-through-rate to sign-up to events

Direct-to-Consumer Communications

As with previous campaigns, direct-to-consumer communications will regularly prompt consumers of upcoming community walks and exclusive merchandise.

Creative Objective

Continue our weekly email program, though employing CTAs to sign up for our community walks by downloading our Salus app between September and December 2023. Increase push notification frequency to weekly from October to December 2023, driving consumers to sign up for a community walk on the Salus app.

KPIs

28% open rate 10% click-through-rate to brand touchpoint

3% conversion rate to sign-up for event

CommunityWalks

Connecting our consumers in a safe environment, a series of group walks led by wellbeing and outdoor influencers will take place at NT sites across the UK.

SalusCoffeeTruck

Meeting our consumers along their walking route, our complimentary coffee truck offers walkers a place to meet and connect. Walkers are encouraged to view the brand as ‘lifesaving’, with weather-dependent items such as light t-shirts, raincoats, and other essentials from our capsule collections available to purchase, as wel as limited edition NT X Salus merchandise.

Creative Objective

Create tri-monthly opportunities for consumers to engage and experience the Salus brand between September and December, through hosting group walks at NT sites across the UK.

Creative Objective

Offer 90+ monthly consumers a place to connect in a safe outdoor environment, incentivised by complimentary experiences and Salus X National Trust merchandise.

KPIs

12 locations agreed with the NT.

30+ attendee sign-ups per event.

KPIs

Distribute minimum of 30 Salus X

National Trust coffee cups per event

11 unique check-outs per event (assuming 35% conversion)

32+ QR code scans per month (assuming 35% conversion)

Campaign Timeline

Sept 23Jul 23 Aug 23

Oct 23 Nov 23 Dec 23

Finalise partership

Influencers briefed

Merchandise manufactured

Business-as-usual social media calendar

Creative assets finalised

National Trust Partnership with monthly Salus-focused social posts

Community walk series with influencer partners and coffee truck activation

Salus coffee truck activation

Community focused social media posts and targeted ads

Junior posters across National Trust sites

Bi weekly push notifications and direct email

Seach engine marketing

Campaign Evaluation

The Outcome

Concluding the 18-month campaign period, we will have...

Launched Salus into the women’s outdoor market, communicating our value proposition.

Encouraged brand switching and gained consumers previously unfulfilled by competitor offerings.

Simplified the consumer journey, particularly supporting novice consumers to access the necessary products and education.

Began to establish a strong digital presence with direct-toconsumer communication channels.

Connected a community of like-minded women in a safe environment.

Positioned Salus as a supportive, female-centric outdoor brand developing high-quality, feminine, outdoorwear for an inclusive community of women.

Looking ahead...

In terms of future expansion opportunities, two key profitable routes exist. Firstly, establishing a Salus podcast would open an additional communication channel, and support the maintenance of top-of-mind awareness. The podcast would facilitate conversations around topics important to us as a brand, supporting brand image development and increasing community outlets.

Dependent upon the success of campaign 2, the second action would be to expand distribution channels, selling Salus apparel via mass-market outdoor retailers. Understanding the importance of convenience, increasing distribution channels supports our shoppers who may look to purchase personal items while shopping for family members. This venture would meet our consumers at their point of need, when they are in a purchasing mindset.

Potential Risks

In terms of potential risks within the communication campaigns, the following should be considered…

Risk Solution

Due to logistical and financial constraints, it will not be feasible for all consumers to participate in in-person campaign elements.

Minimising disgruntled consumers, our in-person events are geographically spread across the UK, situated near populous cities with suitable transport accessibility.

Poor weather may affect the execution of the launch events and community walks.

Mitigating disruption, contingency plans will be established in advance. A marquee will be set-up for outdoor launch events and community walk attendees will invited to purchase a Salus raincoat from our Salus truck.

Consumers may not fully grasp to comparative advantage of the Salus app over existing competitors such as Strava and AllTrails.

As such, it may be appropriate to re-address and re-inform consumers how to navigate the app, thus highlighting the app features and comparative benefits candidly.

Finally, we appreciate some women may choose to exercise in private, and be averse to joining our open community.

Reassuring such consumers, we will include a snippet on email communications talking to both consumers and offering alternate means to use the app.

In sum, over an 18-month period, we aim to establish Salus as a facilitator of women’s safety and comfort in nature. Through original, highly-targeted communication campaigns, our consumer will come to understand how Salus seamlessly fits into their lifestyle to fulfil their needs in a manner unmatched by competitors.

Appendices

Appendix A. Salus Value Proposition Canvas

Products and Services

Product 1: Capsule clothing collections Service:

• Detachable, versatile pieces (reducing CPU for the consumer)

• Responsible, bio-based materials

• Additional features and fastenings to adapt the items to different body shapes

Product 2: Website and app platform Service:

• Shoppable app with GPS tracking

• Personalised product recommendations

• Material transparency webpage

• Fast home delivery

• Product Reviews

• Circular scheme for gently used items.

Gain Creators

• The capsule clothing range provides of feminine, versatile apparel developed using bio-based materials.

• The app platform facilitates access to safety resources, heightening feelings of personal security. Moreover, the app provides customer gains through simplifying the decision making process through product recommendations, supporting customers of all abilities.

Pain Relievers

• Providing a selection of quality, wellfitting clothing for women.

• Clear communication of the brand’s environmental strategy.

• Personalised product recommendations based on ability and terrain.

• The challenge of searching various sites online for reviews of the resources along a particular route or safety advice is eliminated.

Gains

• Purchase functional products that fit their body shape well.

• Easily find outdoorwear with a strong environmental agenda.

• Feel supported by a community of life-minded women.

• Access resources to support feelings of safety when in the outdoors.

Jobs

• Boost health and wellness journey through leading active lifestyles.

• Spend more time in nature and prioritise exercise.

• Purchase apparel that supports their active lifestyle.

• Seek communities of supportive women.

• Feel inspired to venture outdoors.

Pains

• Difficulty finding products that fit and flatter their body shape.

• Difficulty finding fashionable outdoor activewear that is also practical.

• Feeling unsafe or at risk of harassment in the outdoors.

• Overwhelmed by product choice.

The Brand

A

Customer Segment

Environmentally-conscious women that enjoying participating in outdoor activities for their well-being, but are aware of the safety risks women face in the outdoors.

(Rathbone, 2022)

and Macro Trends

Macro Trend Micro Trend Customer Need

Women’s Empowerment Women in Sport

Size inclusive outdoor apparel better made for the female form and with women’s needs in mind.

Outdoor Lifestyles

VersaCTtile, durable outdoor performance apparel utilising responsible materials and manufacturing.

Digitally-enhanced fitness + leisure sports

Encouraging yet supportive digital mediums enhancing exercise, providing community, safety and education.

2022)

Appendix C. SWOT of Women’s Sport Market

Strengths Weaknesses Opportunities Threats

Consistently growing in size and diversity

Strong demand for products is expected to prevail (CPI, 2020).

Increased focus on sustainability is catalysing new product development with an ethical focus.

As new women participate in outdoor sports, communities of sportspeople are growing.

Increase in demand for health and fitness apps over the past 2 years.

Increasingly apparent innovation in women’s athleticwear, particularly around athletic undergarments and footwear (see Lululemon BlissFeel shoe and Adidas Stay in Play collection).

Lacking diversity in terms of athletic ability, body type and skin colour within the industry

Value and mid-market offerings in the UK and EU market are often male-oriented and lacking inspiration.

Evident lack of outdoor products manufactured for the diverse female body (Kestenbaum, 2019).

Total lack of support and education surrounding women’s safety in the outdoors.

Female centric brands predominantly occupy the indoor sports market, creating opportunities for female outdoor brands as demand for outdoor sports increases.

Increased need for size-inclusive outdoor retailers.

Fulfill gap in the market for functional, feminine outdoor apparel.

Design adaptable, versitile clothing fitting to the different needs of the female consumer.

Offer holistic support to consumers, from apparel through to digital support.

Connect communities of like-minded women.

Product development utilising low-impact materials (WGSN, 2021).

Develop educational resources facilitating women’s safety in nature.

Support beginner-level consumers locate appropriate tools and resources (McDonnell et al. 2021).

Broaden the traditional view of the active female consumer.

Department stores and supermarket retailers

developing activewear lines (IbisWorld, 2021).

Continued rise of Amazon and drop-ship sellers.

Widened physical activity gap post-Covid (McKinsey, 2021)

Digital fitness streaming services winning on convenience.

Increasing cost of living affecting spending on elastic items. Major sporting brands crowding the market, making it harder to encourage consumer brand switching.

Appendix D.

Communication Competitor Analysis

Competitor Brand Identity Target audience

The North Face

Committed to technology innovation, TNF’s identity is set as a pioneer of materials and manufacturing for highperformance outdoorwear. However, recent involvement in the luxury fashion Gorp-core movement shifts TNF away from it’s previous purely functional aesthetic.

Predominantly male outdoor enthusiasts and streetwear fanatics, interested in high-quality materials and product innovation.

Followers Promotional Methods Image style

Instagram: 5.1m Facebook: 1.9k (uk)

• Brand collaborations

• Pop-up stores

• Recent “It’s More Than a Jacket” campaign utilised musicians, customers and athletes as ambassadors.

• AV for social channels

• Social Channels

• North Face athlete speaker series

• Non-profit fund

• Pro athlete ambassador programme

Columbia Viewed as a brand providing good quality outerwear for a lower price than competitors, Columbia’s identity is marginally less upmarket than TNF and Patagonia’s.

Predominantly male outdoor sportsmen, and women looking for functional apparel.

Instagram: 99.8k (eu) Facebook: 2.2m

• Print media

• Television

• Celebrity endorsement

• Facebook and Instagram ads

• Social Channels

• Athlete ambassador program

Patagonia

Patagonia is a leader in the outdoor market, viewed as a social and environmental activist brand. Patagonia specialises in outerwear for silent outdoor sports.

Environmentally-committed millennials dedicated to the outdoors.

Instagram: 4.8m Facebook: 1.7m

• Activism campaigns

• AV storytelling

• UGC across brand platforms

• Social Channels

Mixture of men and women competing in high-intensity, individual extreme sports.

Girlfriend Collective

Girlfriend Collective is a US-based athleisure brand dedicated to wellness and ethical manufacturing.

Middle class Millennial and Gen Z female audience, with diverse body types and interested in sustainability.

Instagram: 550k Facebook: 77k

• Strong PR reputation

• Social media

• Guerilla giveaway campaigns

• Word-of-mouth

Mixture of men and women participating in outdoor sports, predominantly trail running and extreme hiking. Few group shots create sense that this is an individual sports brand.

Mixture of men and women (and some children) participating in extreme outdoor sports such as mountain biking and snow trekking. High contrast images create intense mood.

Very diverse collective of women, with many group shots. Mixture of leisure sports represented, though athleisure is more frequently shot in urban locations. Happy looking women create sense of welcoming brand. Note that images are not airbrushed.

Couch 2 5K

Supportive, guided platform for consumers wishing to improve their health through fitness.

All UK citizens wishing ot improve their health through a gradual, guided fitness app.

Instagram: 16.6k Facebook: 57k (UK)

• Radio

• Social channels

• User stories

• NHS endorsement

Mixture of memes, stock imagery and user generated content. Generally lacking in consistent brand imagery.

Lululemon

Recognised for their yoga offering, Lululemon has strong strong social and environmental commitments, appearing committed to improving the mental and physical health of their consumers.

Middle/upper-middle class consumers, though predominantly female. Women enjoy participatingin indoor sports, wearing athletic wear beyond the gym. Male consumers participate in leisure sports, such as golf, and frequent the gym.

Instagram: 251k (eu)

Facebook: 2.7m

• In-store exercise classes and events

• Video tutorials via brand youtube channel

• Influencer marketing

• Print media

• Social Channels

• Athlete and mega-influencer brand ambassadors

Predominantly slim women participating in yoga/meditation, however, some diversity is apparent

Strava

Derived from the Swedish word for “strive”, Strava’s brand identity is built around sporting performance, and connecting athletes to inspire and push one another.

Competitive Millennial and Gen X consumers dedicated to their sport. Consumers are interested in tracking their progress and sharing it with friends.

Instagram: 1m Facebook: 913k

• Social channels

• Billboard

TALA

TALA’s identity is built around providing sustainable athleisure for the (mainly) female audience. Following trends, colour schemes and cuts are frequently updated.

Younger millennial and Gen Z predominantly female audience of gym enthusiasts.

Instagram: 286k Facebook: 5.8k

• Strong PR programme

• Influencer endorsement

• Social channels

• Youtube advertising

Community focused imagery of mixed ability athletes predominantly participating in running and cycling.

Sweaty Betty

Sweaty Betty’s core message is to “empower women through fitness and beyond”.

Typically middle-class women with a penchant for exercise, leading an active lifestyle. Slightly more mature audience of women.

Instagram: 692k Facebook: 412k

• In-store exercise classes and events

• Video tutorials via brand youtube channel

• Influencer marketing

• Print media

• Social Channels

• Macro-influencer brand ambassadors

Merrell

Outdoor brand made for women, men and children, with a focus on hiking and a specialism in hiking shoes.

Outdoor enthusiasts typically drawn to high-quality footwear.

Instagram: 406k Facebook: 2.4m

• Brand collaborations

• Micro-influencer marketing

• Group brand experiences

Diverse women wearing athletic apparel. Often set against a white backdrop, the focus is on the clothing.

• Diverse nationalities represented

• All female imagery

• Women participating in highintensity workouts

• Women in typically form-fitting clothing

• Eclectic colours

• Eclectic mix of men and women participating in outdoor sports, and general mature imagery. Micro-influencers are used throughout. Very natural, earthy tones and saturated hues.

Appendix

Total Product Concept

Core Product

Actual Product

Core Product

• Product lines of women’s outdoor activewear

• Interactive brand app

Actual Product

• Sustainably-sourced, high-quality performance outdoor apparel

• Durable, versatile products

• Contemporary, fashion-led aesthetic

• Engaging, safety enhancing app

• In-app shoppable feature

• Mid-market pricing

Augmented Product

• Branding intended to inspire and motivate, without pressurising

• Innovative design tailored to active women

• Exceptional customer service collecting product feedback and responding to queries.

• Circular product loop with take back and re-sell scheme

• Personalised product recommendations based on collected customer data

• Recyclable delivery packaging

Potential Product

• Go-to destination for women’s outdoor apparel

• Periodic product line expansions

• Product development based on feedback loop

(Rathbone, 2022)

Appendix F: Consumer Purchase Journey: Athleisurist

Awareness/Discovery Consideration/Research

Touchpoints: Google Search ads, Social media ads, instores, print ads.

They realise they need a new product as their current option is now substandard, or wish to purchase a new product to help motivate themself. They are motivated by seeing friends/influencers in products, and often resort to the top results on Google when searching.

Questions: Is this brand too “high-tech” for me? Is this a good price? Is this durable and long-lasting? What is the quality like?

Touchpoints: brand website, blogs, social media, instore, reviews/blogs.

They browse product reviews, ask friends, and search in online forums to judge whether the product will meet their needs. They view sustainability as an added benefit, and seek a good price for high quality.

Questions: Are there any reviews? Are there any recommendations from someone like me? Will this fit properly and be flattering?

Post-Experience Decision/Purchase

Touchpoints: Social media, reviews page, email. If pleased with the product, they will likely leave a review to help others like themself, and will share their purchase with friends and family both online and in-person.

Questions: Will they receive future discounts for their loyalty?

Touchpoints: brand website, in-store.

They purchase online, motivated by discount codes and sales, and simple returns and delivery options. If they live close to a physical store, they will opt for click-andcollect, particularly if this is cheaper.

Questions: Are there any discounts available? Can I return/exchange in store or only online?

from Lemon and Verhoef, 2016)

Appendix G: Consumer Purchase Journey: Committor

Awareness/Discovery Consideration/Research

Touchpoints: Social media, audio ads, outdoor ads.

They are alert to advertisements talking to their interests and make relatively quick judgements as to how they may benefit from the brand. They are looking for high-quality, performance products that responsibly manufactured.

Questions: Is this brand authentic/credible?

Touchpoints: brand website, social media, in-store, reviews/blogs.

They look at the material and product description, test out the product and compare it against competitors they’ve seen online. They are motivated by brands understanding their needs, creating stylish, functional pieces.

Questions: Does the product look like it does online? What are the post-use options?

Post-Experience Decision/Purchase

Touchpoints: confirmation email, marketing opt-in, brand app

They try out product again before sharing a picture on social media and tagging the brand. If they haven’t already, they follow the brand on social media, willing to support female-centric brands.

Questions: Does the brand support me with anything else? Would this brand be suitable for my friends?

Touchpoints: brand app, brand website

They check out via the brand app or website and register for text delivery notifications. At this stage they are motivated by convenience and speed.

Questions: How simple are returns? How long is delivery? Quick check-out option?

(Adapted from Lemon and Verhoef, 2016)

Reflective Logs

WHAT SO WHAT

This week we met with Paul Young, co-founder of brand agency A New Kind of Kick, to get an initial insight into the concept of a “brand book”. Paul initially took us through a brand development deck for a concept his team had worked on for Worksurf. It was particularly interesting to see a real-life example of how research, insight and opportunity materialise, and how this is later used to inform the branding elements. I was surprised to see how three different branding approaches considerably changes the brand personality, and in my personal opinion, either alienated to targeted certain consumer segments. Thinking ahead, this really opened my eyes to how significant small branding adjustments could either strengthen or weaken my brand. Whilst I realise that branding is slightly subjective, I appreciate that sufficiently justified choices, as well as seeking additional opinions, will support me to direct my project in the appropriate direction.

We met with Paul again on Friday to have a more individualised session in which we would have the opportunity to discuss the unique questions in our study groups. Ahead of the session, I prepared an insight, opportunity and descriptive line for Salus (see below), in an attempt to conceptualise my idea and communicate the concept clearly and concisely.

The independent “brand book” is a new concept to me, although, in reflection on my time in industry, I believe I have recurrently come across a similar deck that was intended to remind agencies of the brand principles. Nevertheless, I thoroughly enjoyed the session as I could see the various factors that should be considered in the development of the brand, such as typography and image style, which I had not yet explored in detail.

Inspired by this, I took the opportunity to build a brand resonance model, which would lay the foundations for my branding and campaign and communication intentions.

One thing I noticed in the brand development deck was that Paul had begun by writing three brand mission statements, one for each customer segment, and one for the total product concept. Upon discussion with Paul, I learnt this was to help the team focus upon what the brand aimed to deliver to each audience base, which was then used to inform the final overall brand mission. Considering I myself also have two core customer segments, this is something I plan to explore as part of an exercise in further refining my target audience (as indicated in my semester 1 feedback). By defining precisely how I wish to serve each customer segment, I can determine how important each segment is to the brand and perhaps determine whether one segment is more valuable than another.

During the second meeting with Paul, it was suggested that some group members cut down and refine their brand concept. This made me reflect on my own brand concept, and how I often find it challenging to explain concisely given it addresses two core issues: women’s safety and under provision of fashionable-functional women’s outdoor wear. Thankfully I spent some time last semester cutting out elements such as a podcast and charity partnerships, moving those into “opportunities” on a SWOT rather than integral brand elements. However, I believe now there is scope to ‘tidy up’ elements of branding, such as refining brand imagery style and colour. I’m keen for the brand to stand out as a unique, women’s outdoor brand, and therefore will need to remind myself of core competitor branding, and ensure that Salus is easily distinguishable.

In explaining my insight, opportunity and descriptive line to Paul, I was relieved to hear he liked the concept and could see the opportunity for such a brand. As expected, however, my feedback was to refine or shorten the brand explanation if possible. At present, my insight, opportunity and the descriptive line would be appropriate for an ‘elevator pitch’ but are lengthy when needly to quickly explain the brand concept without ‘selling’ it. To do this, I believe I need to focus on the key issue I am addressing, women’s safety, and shift body positivity to the secondary messaging. Nonetheless, I still believe both are crucial to touch upon, as both are central to the brand, its opportunity and its purpose.

NOW WHAT

At this stage I am excited at the concept of further developing a brand I have grown to be passionate about, however, naturally, the task feels somewhat daunting at present.

Next week I plan to take time to digest my project feedback from semester 1, and ensure I have understood the areas of development. I also plan to keep practising refining the brand insight, opportunity and descriptive line, to be able to better define my brand concisely, as this is where I feel I am particularly struggling at the moment.

Insight Opportunity Descriptive Line

Driven by a desire for health and community, women’s participation in outdoor sports has grown exponentially in the past two years, however, women are still reporting high levels of anxiety when exercising outdoors, and remain frustrated that much of the industry still adheres to the “shrink it and pink it” principle.

Women’s outdoor brand that delivers adaptable core items for identified male-driven sports, supported by an app platform connecting users, facilitating route planning based upon unique needs, and making personalised product recommendations based upon patterns in logged terrain/environment.

Female-centric outdoor brand better/holistically equipping women to enjoy the outdoors safely and comfortably.

WHAT SO WHAT NOW WHAT

This week continued to be a week of building context and background in preparation for the task this semester. Early in the week, I listened to a discussion with Babette Radclyffe-Thomas, a journalist, brand strategist and consultant, amongst other accreditations. One thing that Babette mentioned that resonated with me was that we should focus on creating a brand strategy and campaign strategy that works with the consumer, not based on what I personally like. Babette used luxury consumers in China as an example for illustrating her position, sharing that luxury Chinese consumers appreciate exclusivity and physical experience, rather than in-app functionalities, and therefore creating a brand app for such a consumer base would be inappropriate. This is particularly relevant for me, as I am not necessarily captured within Salus’ primary target audiences, and therefore need to remove my personal opinions to some degree.

This week I also took the opportunity to review the feedback I received from the previous session and outline where I felt I would appreciate additional clarification. This was seemingly well-timed, as it fed into my ‘good, neutral, and bad’ elements to highlight in Friday’s seminar.

Finally, this week we briefly met in our study groups to discuss what our understanding of a brand book was. While piecing together our understandings/ takeaways from Paul’s session we determined a loose idea of the intended contents, we concluded that it would be most appropriate to wait for a formal introduction and explanation during the lecture series so as not to create confusion.

The lecture this week was centred around integrated communications strategy, a reminder that we should coordinate a variety of communication channels to deliver a clear and consistent message about the brand or offering, that ultimately strengthens the brand image and consumer understanding of the brand concept (Grassi, 2022). In considering this,

The Friday practical session was supported by Jo Beardsworth, who organised a task in which we had to evaluate our semester one projects and determine which parts were good, neutral and bad (i.e. could be improved). My critical analysis of the good, bad, and neutral project elements are captured below.

Whilst I am pleased with my project grades, I am especially keen to keep improving and developing the brand based on the feedback I received. My objective is to create a brand handbook and final project where the brand is consistently communicated throughout every page through a clearly defined image style, colour palette, framework and structure. As such, I anticipate using the group feedback (see post-it notes below) to build upon the written feedback and support the development of my brand concept. Expanding upon Locke and Latham (1990) analysis, group feedback related to project performance is particularly valuable from a development perspective, as it highlights potential changes or new goals, as well as areas for personal learning. Moreover, having fostered a strong working relationship during the first semester, there is an already established level of mutual trust and respect, allowing the members within the study group to freely give and receive feedback, as well as counterargue any points if appropriate.

Ahead of next week’s session, I anticipate having a 1-2-1 feedback session with Dr Grassi to ensure I have properly comprehended the feedback from the semester one module, and clarify some questions regarding message prioritisation. I will also take some time to reflect upon my group feedback from Friday’s session, consider how I may wish the brand personality to manifest, and also look at Stay Wild Swim as recommended by a group member.

Good

● The meaning behind the brand name.

● The brand values

● Overall marketing mix elements were well explained and justified, however, I should transform “product features” to physical evidence, and add in a “People” section.

● Justification of the product opportunity is grounded in research

W16

Description

Feelings

Evaluation

Analysis

Conclusion

Neutral

● I wish to refine the image style. This is challenging considering my two audience segments represent somewhat different characteristics, however, I believe this is possible to do based upon personality.

● I wish to establish more brand personality.

● The Colour palette: Whilst this has already been brightened following feedback in semester one, I feel this could be better refined to be even more invigorating.

● The overall concept is good, but I want to be able to refine it more to explain more concisely.

● I’m keen to go deeper into consumer profiles, present them more creatively and bring them to life.

Next Actions from Group Task

● Review Stay Wild Swimwear for possible comparable brand personality

● Enhance colour palette (one group member suggested a gradient palette)

● Refine consumer profile to be more tightly defined.

Next Actions

This week I met with both Dr Grassi and Kate Eady, a brand strategist and CEO of Wrapped Agency, to discuss the project development from the previous semester. With Dr Grassi, the focus of the conversation was to clarify the written feedback collected during semester 1, whereas with Kate the intention was to collect broader insights related to campaign strategy.

At this early stage in the process, I still feel slightly overwhelmed with the prospect of devising five unique brand campaigns, although I am of course excited to continue developing my brand. At present, I have a flurry of potential campaign ideas, however, I am not yet decided on which to pursue given I am keen to deliver on the ‘innovation’ criteria, as suggested in my project feedback.

In terms of the takeaways from the meeting with Dr Grassi, it became clear that I could strengthen my work by more tightly defining Salus and what it delivers. Where in the previous submission I had highlighted the brand’s relatedness to women’s empowerment, body positivity, surging sports participation and women’s safety, I appreciate this needs to be ‘dialled back’ and refined. As such, I have chosen to centre the project around women’s safety and body inclusivity, each closely related to a dimension of the business, and the other elements such as women’s empowerment will emerge as a by-product of facilitating women’s safety and championing body inclusivity.

Following the refining of brand focus, I chose to review and reconfigure the insight, opportunity and descriptive line I had originally presented to Paul, to better reflect the direction of the brand. Moreover, this iterative process was recommended by Paul in the previous week and thus is clearly of necessary importance. In the second iteration (see below), whilst some additional desirable elements have been retracted (such as the clarification of personalised product recommendations), the fundamental elements of the brand are communicated and can be built upon in the conversation that ensues.

Having refined the brand focus, it is clear that now the personality needs to be cultivated to align with this. Considering the communication of the brand is central to this assignment, the personality should be communicated commensurately across image style, language and tone, and therefore should be determined as early as possible. Beyond the assignment, the importance of brand personality is evidenced by Usakli and Baloglu (2011) assertion that brand personality is an influencer of “attitudinal and behavioural outcomes” (Matzler et al., 2016).

In the previous submission, I found this challenging as it was my belief that the personality should be reflective of the target audience, of which I had two segments. However, following the meeting with Dr Grassi and some further reading, I appreciate this does not need to be the case, as brand personality refers to the humanistic qualities consumers associate with a brand based upon their communications and actions (Banerjee, 2016). Summarised in Aaker’s Brand Personality framework (1997), brand personality is characterised by five dimensions: sincerity, excitement, competence, sophistication, ruggedness. At present, I believe Salus to be most closely related to the ‘sincere’ dimension, given it should elude a sense of both cheerfulness whilst also appearing down-to-earth. This is devised because I wish for the brand to feel like a safe space for women, that acknowledges the challenges they face and uplifts them to overcome them. As such, comparable to brands such as Dove, Salus’ brand personality should be born from purpose, evoking both honesty and positivity (IgnyteBrands, n.d.)

Summarising my learnings from this past week, I believe I am a step closer to determining the style of personality I wish my brand to embody, however, I anticipate elucidating this further by envisioning the brand as a person, how they may act and interact with people, their likes and their habits.

In addition, over the next week, I intend to review previous examples of student submissions to assess how they have communicated their brand personality and brought it to life. Furthermore, following Friday’s seminar on objectives, whilst reviewing last year’s examples, I also plan to evaluate their individual campaign objectives and how they align with their final campaigns. Whilst I remain undecided on my final campaigns, this task would offer a good reminder and grounding for when it comes to my own marketing, communication and creative objectives formation.

What So What Now What

In addition to meeting with Dr Grassi this week, I also briefly met Kate Eady from Wrapped Agency in my study group.

The session was centred around digital strategy, with Kate sharing insights on the types of successful media, as well as combinations of media that are often complementary or require additional support.

Though short for time, towards the end of the session we briefly touched upon our individual projects. Kate mentioned she was “blown away” by my project proposition and suggested that the business had the potential to receive funding due to its tone of women’s safety and the relevancy of such a topic at the present time. According to the UK Government website, Salus would be eligible for funding between £500 and £250,000 under the SME Business Enterprise fund (Department for Business, Energy & Industrial Strategy, 2022), which is a point to consider in reviewing the financial plan. Aside from the practical benefits of additional funding, the suggestion that Salus would be eligible such funding is a personal ‘win’ as it suggests that Kate believes there is a genuine opportunity and need for such a business. As mentioned in previous reflections last semester, likely a consequence of my working style, such positive feedback energises me to continue developing this project further. My next aim is to work on the innovativeness of the campaigns and strengthen the strategy.

Keen to utilise as much of Kate’s expertise as possible, I have organised a 1-2-1 session next week, to receive additional individual feedback to support my brand strategy.

Iteration Insight Opportunity Descriptive Line

1

Driven by a desire for health and community, women’s participation in outdoor sports has grown exponentially in the past two years, however, women are still reporting high levels of anxiety when exercising outdoors, and remain frustrated that much of the industry still adheres to the “shrink it and pink it” principle.

Women’s outdoor brand that delivers adaptable core items for identified male-driven sports, supported by an app platform connecting users, facilitating route planning based upon unique needs, and making personalised product recommendations based upon patterns in logged terrain/environment.

Female-centric outdoor brand holistically equipping women to enjoy the outdoors safely and comfortably.

2

Despite increasing female participation in outdoor sports, the outdoor apparel industry remains exclusionary in terms of size and capability/expertise, and concerns for personal safety remain worryingly high.

To deliver adaptive, stylish women’s outdoor wear alongside an application facilitating safety via route planning support and educational resources.

Female-centric outdoor brand providing size-inclusive apparel and an online resource centred around women’s safety and community development.

This week I had the privilege of meeting with Kate Eady on a 1-2-1 basis, to receive individual feedback on my semester 1 project. A recount of the meeting is captured in the reflection below.

Before the Meeting During the meeting

Prior to the meeting, I had considered the areas I felt I was struggling with and prepared a couple of questions framed around such issues in case the opportunity for questions presented itself. In terms of the questions, I was keen to hear Kate’s opinion on my two identified target consumer groups, and whether I should refine these to only target one group, and also ask her thoughts on the two different brand personalities I have been trying to choose between. I was looking forward to the session and was keen to walk away with a clearer idea of the brand and campaign strategy.

In terms of answering my questions, Kate was clear that she liked my current target audience selection, as both could clearly benefit from the brand. Reaffirming my research last semester, Kate shared that having two consumer groups is not a cause for concern as long as both groups are targeted in a way that appeals to them, either through a particular channel or using a particle messaging style. Ensuring the women in different consumer groups are best addressed in a means that appeals to them, Kate suggested employing a messaging hierarchy, such as 1. Safe Exercise, 2. Made for everyone, 3. Looks and deels great. Depending on which audience was being targeted, the hierarchy would shift to accommodate. For example, for older women, safety may be more of a pressing concern, whereas, with younger women, it may be about looks.

The next pointer from Kate was to do with the mission statement. Kate said that the current mission statement (to better equip women for the great outdoors) isn’t clear enough in terms of communicating what the brand does and that it should address factors such as community, clothing and safety. Expanding upon this, Kate suggested I have a brand strapline that also addresses the brand’s relationship with technology and the environment. This is because, according to Kate’s interpretation, the USP for Salus is that the brand offers both the clothing side, as well as the safety side, all in one place, and therefore that should be highlighted.

Kate also noted that she felt my brand values were extremely strong, and clearly indicated the brand priorities. As such, Kate was very keen that my campaign strategy centre around the brand values, with a campaign for each independent value. Having reflected upon this for a few days, I can see how this would be a strong foundation for a 2-3 year campaign strategy, as it communicates what the brand stands for from the outset, leaving little room for confusion, which is imperative for a new brand. This would also support the mission of building a reputation within the first year, another point that our industry mentors have stressed.

The final point Kate touched on was that I should try to keep campaign visuals simple, such as the example I created in my brand deck. Kate felt this composition was good to best let the products speak for themselves, however, a CTA in the form of a QR code could be a really effective way to quickly take the viewer to the appropriate location. Thankfully this is something I had already addressed in my previous submission, and thus will continue to pursue this idea. Furthermore, Kate suggested that the free app should be heavily pushed from the outset. I appreciate this is a good means of encouraging potential customers to try out the brand and learn more about the brand offering, and thus will consider this when planning out the campaign objectives.

After the meeting

Keen to utilise as much of Kate’s expertise as possible, I have organised a 1-2-1 session next week, to receive additional individual feedback to support my brand strategy.

What So What Now What

In addition to the meeting with Kate, on Thursday, Matt Pealing hosted a session on brand handbook layout, sharing some examples for major brands across various industries, as well as offering a critique for three other students’ work.

Seeing examples from brands in the industry was particularly eye-opening as it highlighted the intricacies of branding in advertisements and brand campaigns and reinforced the importance of strong brand symbols and cues to enhance the brand image and recognisability of the brand elements. Following the session, I chose to adjust Salus’ brand palette and build a logo that can be used both on promotional materials but also as a symbol on the clothing and other merchandise. The logo was an important addition to the brand, as in my competitor research it was evident that the majority of major sportswear brands have a logo that is interchangeable with their written brand name, and therefore, to be within the same ‘playing field’, Salus would benefit from following suit. After much deliberation over which brand element to focus on (safety, environment, roman mythology, wellbeing), I played with different forms and elements, taking inspiration from both sports brands and other industries such as hospitality and technology. Inspired by McDonald’s’ renowned use of the letter “M” across much of their marketing, I initially began by exploring iterations of the letter “S”. However, after some experimentation, I feared the brand could risk being confused with Shazam, Splice or Strava, all relying on an “S” symbol to signify their brand. As such, I set a deeper focus on a symbol logo for the brand, considering signs and ideograms that relate to brand elements. The logo I have landed upon is a set of wings (a subtle nod to the goddess of safety and wellbeing, Salus), where one of the wings is a leaf, an acknowledgement of the brand’s environmental commitment. In terms of typography, a medium boldness, sans-serif font was chosen to subtly allude to the un-seriousness of the brand, and emanate the similar ‘clean’ appeal achieved by brands such as Outdoor Voices. In addition to the colour palette, as indicated in previous reflections, this week I chose to adjust the brand palette to strengthen the indication that the brand should serve to uplift and invigorate. Adhering to WGSN’s assertion that players in the sports industry should communicate optimism through bright tonal palettes (Kostiak, 2021), the resultant palette is even brighter than the previous iteration. Keen to maintain the green tones, vibrant pink hues have been added to serve as accent tones, and capture the eye of the reader. Moreover, considering pink symbolises good health and playfulness, alongside being traditionally used to represent femininity and the women’s empowerment movement (Smith, n.d.) the colour felt a good tonal fit. I shared the new palette proposition with my study group for feedback, and all overwhelmingly voted in favour of the new brand palette.

Development:

Logo

Before After

“S” and “Salus” Exploration Goddess Exploration Final Palette Development:

As indicated above, the next step would be to continue brainstorming the campaigns and consider how the visual brand cues can be incorporated into the promotional materials.

What So What Now What

This week I continued to work on developing my campaigns, finding it challenging to condense my various ideas into 4-5 coherent campaigns with strongly implemented marketing communication. I am further challenged by my desire to extend beyond the traditional mass targeting channels.

Following the 1-2-1 feedback session with Dr Grassi, however, I appreciate the need to remind myself of what my brand stands for and how it serves my consumer, build a set of marketing objectives around this, and then begin to consider the intricacies of the campaign.

The conservation with Dr Grassi, and later the Friday practical session highlighted the optimal way to develop an integrated marketing communications strategy, beginning with defining the brand, and then considering what the brand needs to do in terms of objectives, to ultimately succeed in the market. Lavidge and Steiner (1961) suggest there are six steps to gaining acceptance amongst consumers: “awareness, knowledge, liking, preference, conviction, and purchase” (p60). While this approach is widely referenced across literature, Colley’s (1961) five-step approach is equally relevant, particularly in its reference to comprehension of the brand image, which arguably is more profound than Lavidge and Steiner’s ‘knowledge’ phase.

Whilst broadly, all stages leading towards the purchase and post-use behaviour are crucial, within this project I will attempt to condense the stages into three broad phases, as suggested by Dr Grassi and Dr Blanco-Velo. The phases include awareness, interest and desire, and maintenance.

In the case of Salus, a new brand set to enter an existing market, the focus of my objectives will first be to build awareness of the brand’s existence, in line with the “awareness” portion of the AIDA model. As such, according to the Facets Model of Effects, the objective should be related to building favourable perception (Moriarty et al, 2012.), which could be achieved through communicating the problems that Salus solves, tapping into the emotions of the target audience.

The next following step would be to entice the target audience, generating interest and desire as per the AIDA model. Here, the objectives should be a combination of cognitive, in terms of delivering information to support the understanding of brand features and differences, as well as behaviour objectives, to stimulate product trial or drive digital traffic (Moriarty et al, 2012.).

As such, the campaign in line with this objective will aim to highlight the differential advantage of Salus products, whilst reinforcing the brand values of “raising the bar”, “female first” and “protect where we play” (as stated in my brand proposal deck).

Finally, the third step would be to keep the target audience engaged with the brand, which supports the brand’s aim of generating a ‘sisterhood’ of engaged service users. At this stage, a combination of emotional and persuasion objectives would be most appropriate, generating buzz, rewarding positive behaviour and stimulating brand loyalty (Moriarty et al, 2012.). The third objective should centre around building a community of engaged service users, relating to the brand value of “inspiring communities”. Such a campaign should reinforce the messages proposed in the first and second campaigns, though the emphasis should be on community connection.

Now the outline of three potential objectives has been laid, I have more focus on which campaign ideas and elements I had brainstormed in previous weeks may be best suitable to achieve the intended outcome of a successful market entrant. The next steps would be to build upon the work I did last week and consider elements that would be involved in the brand handbook to present to Matt for feedback and potential guidance.

Moreover, considering the practical session next Friday is due to cover consumer profiles, I will begin to consider how I can more tightly define my audience over the coming week.

What So What Now What

Two core events occurred this week that shaped aspects of my project development:

1. Meeting with Matt to discuss layout design

2. Practical session with Wrapped Agency discussing consumer profiles

The meeting with Matt was insightful and has shifted my perception in terms of the project presentation, as Matt was very complimentary of the minimalist aesthetic of my semester 1 submission. Clarifying that the colour blocks occurring on some pages provided a coherent theme to the layout, and the consistent use of the brand palette throughout reinforced the colours as a brand cue. Truthfully, I was initially critical of my layout, finding the minimalist aesthetic to perhaps suggest that my layout skills are under par, or to unsuccessfully communicate a personality for the brand, however, I am beginning to shift this perception. Having stepped back from my brand, I appreciate that in fact, a minimalist aesthetic is appropriate, as I do not want to overwhelm my consumer (much like the intensity driven competitors already do), with the balance and white space allowing the reader to ‘breathe’ and digest the information in comfort, reflective of my overall brand concept. Nevertheless, I have sought to add some more playfulness in the presentation layout, anticipating this to inject more personality into the brand and allude to the brand’s vision of the outdoors as a place for recreation and rebalance, rather than a place for intensity driven athletes. Having also presented the new proposed presentation layout to Matt he agreed that my use of shape and sans serif font of varying sizes enhances the development of the brand image.

The second in-person session this week was with visiting staff from Wrapped Agency, centred around consumer profiling. Whilst my consumer profiles are relatively well-defined in terms of their attitudes, interests and opinions, I often struggle to concisely explain them given the luxury of assigning clear demographics to the target audience is not applicable to my project. Where this was previously a point of concern, a conversation with Dr Grassi highlighted to me that this is not a weakness of the brand and that major, successful brands such as Gucci also share a target audience predominantly based on psychographics and behavioural profiles. Moreover, considering the predominant objective of marketing is to identify, anticipate and satisfy the wants and needs of consumers (CIM, 2015), understanding the lifestyle, motivations and benefits sought of the target consumer, as outlined in behavioural and psychographic profiling, is crucial to successful marketing (Posner, 2015).

Influenced by the task in the session, in which we were given a brand concept and then brainstormed potential consumers and a resultant launch campaign to suit the consumer, after the session, Charley, Agnes and I did this for each of our brands. Each sharing a similar challenge of targeting women with specific needs, but not bound by age or class, the session was particularly helpful to practice explaining our target audience. As a group, we then went into greater depth, imagining where these consumers spend time and what their lives may be like when they are not in nature (see below). The session highlighted to me that while my two target consumers may lead alternative lifestyles, the approach to capturing their attention is not overtly different, with both consumers seeking education, recognition (of hurdles encountered) and something that seamlessly fits into their life. I recognised the benefit of working with others outside of my study group, who are already acquainted with my project, as I could both practice explaining my brand proposal, as well as profit from alternative points of view

Now I have a renewed understanding of my target audience, I will once again revisit my campaign brainstorms and identify ideas that would best appeal to the target audience. To do this, I will also bear reference to the brand touchpoints task explored in last week’s session (as evidenced below) Furthermore, having sought feedback from Matt, I will continue to build the presentation in preparation for the assessment.

Description

This week I focused on the development of my campaigns in preparation for the practical session on Friday, in which we carried out 3 mock presentations. I also took the opportunity to revisit my executive summary, and considering Kate’s feedback, attempted to make the two-fold brand concept clearer from the outset which will be crucial when presenting to someone unfamiliar with my business concept.

Feelings

Ahead of Friday’s session, I was confident that the 5 campaigns I had laid out achieved all my objectives as well as touched upon all elements of the brand values, thus ensuring that my target audience has a strong understanding of Salus as a brand at the end of the 3 year period. The first objective was a launch campaign, centred around a festival-style event, the second and third were product-focused campaigns separated by product type (Salus platform and apparel). The fourth campaign was centred around user stories, reinforcing that the brand is for everyday women, and the fifth campaign was intended to support the development of the Salus community. My primary concern at this stage, however, was that I was conscious I may be restricted by the time allowance of the presentations and the word count of the final submission, affecting my ability to provide sufficient detail for each campaign and justify its need/purpose.

Evaluation

During the first presentation, it quickly became evident that I would not be able to successfully discuss 5 campaigns to the required calibre, and I realised I would need to refine and reduce my ideas. In the short gap between presentations, I appreciated I could combine the individual product campaigns into one broader campaign centred around Salus holistically ‘raises the bar’ in terms of product development. Here, I would still be fulfilling my second objective of communicating the differential advantage of Salus products. I also decided that my consumer stories campaign could be ‘broken up’, with strong elements assigned to other campaigns and the weaker elements scrapped. I attempted to present the new campaign format in my second presentation and found I had more capacity to discuss my ideas, though they needed further thought to ensure they are integrated and coherent.

Analysis

After the second presentation, I quickly reviewed my objectives to ensure I was fulfilling them appropriately and realised that my first awareness-building campaign required adjustment in the form of additional awareness-building before the launch activity. Considering the consumer brainstorming I had done last week, I was able to consider some additional offline and online channels in which I could raise brand awareness and intrigue amongst my target audience.

Conclusion

In conclusion, I found the practice presentations to be particularly useful at this stage as they highlighted gaps in my campaign that I had previously not been overtly aware of. I appreciate I have time to amend and strengthen the IMC plan ahead of the presentation, although I know I would benefit from some further guidance in the coming week.

Next Actions

Over the next few days, I will continue to scrutinize my campaigns and devise a better way to succinctly describe them. I will also seek feedback from Dr Blanco-Velo or Dr Grassi to gain further guidance.

Description

The focus of this week was to complete my presentation, taking into account guidance from Dr Blanco-Velo and Dr Grassi. I had 1-2-1 meetings scheduled with both lecturers and also attended the drop-in session on Friday to ask final questions. For me, these questions were primarily to do with slide layout, as I was confident with the content I intended to present and recognise design is my weakness.

Feelings

After spending the weekend researching my audience and reviewing my campaigns, I began the week feeling more positive than last Friday, confident that my campaigns are better integrated, reflect the core objectives identified in Week 18, and capture the attention of my audience in an innovative manner that existing competitors have not attempted.

Where previously the first campaign was to host an open-invite festival-style weekend launch event, the campaign was limited in that it required people to know about the brand and already have a degree of brand trust in order to attend the event. Moreover, to avoid drastic losses, it would be inconceivable for the event to be free of charge, creating a further barrier for potential consumers. Taking this learning, but still keeping the core intention of building initial interest around the brand and communicating Salus’ core values, the campaign has been reworked into a three-stage campaign. The campaign will now begin with OOH and guerrilla marketing in the form of billboards, product placement, and stencils, capturing the urban, more active base, and then online channels will be developed to capture remote workers and more rurally located consumers. With initial awareness development in progress, the third phase is to host a series of open-invite interactive workshops in green spaces across the UK. By taking the brand to the consumer, Salus shifts away from the typical London-centric narrative of many start-ups and facilitates a convenient experience for the consumer, much like the brand intention. In addition, PR would be appropriate for gaining further awareness, and I have used SparkToro, a digital consumer insights portal, to decipher the websites and social accounts most frequented by the target audience.

Evaluation

The second campaign is a mergence of two previously planned campaigns, each intending to focus on a particular product element (i.e. one campaign for the capsule clothing, and one campaign for the Salus app). I have chosen to combine the previously individualised product campaigns to portray a more unified brand image, communicating all the product information at the same time so as not to incite confusion amongst consumers. This new campaign consists of an educational piece intending to highlight the differential advantage of Salus products over the market average, alongside a pop-up store enabling consumers to purchase the product at the point of intrigue. This campaign is primarily targeting the urban consumer base.

The third campaign is unchanged from the previous plan, and consists of a collaboration with the National Trust, best capturing the rural and athleisure consumer base. Strengthening the community-centric brand value, a series of group walks across National Trust sites would be led by female wellness and outdoors influencers, with walkers met by a complementary Salus coffee van at the end, offering a place to further connect. Again, awareness of the initiative would be driven through owned, National Trust, and associated influencer social channels, junior posters around National Trust sites and push notifications for Salus app users.

In terms of presentation style, influenced by Dr Blanco-Velo, I chose to develop the use of the wavey line symbol and incorporate it as a core brand element throughout the presentation. This will not only enhance brand recognition through the reinforcement of brand cues, it will also be symbolic of the user journey, like the mapping of a journey on the brand app. Moreover, it is representative of nature, serving to strengthen the brand’s ‘outdoorsy’ image.

Analysis

After presenting my new campaign plans to Dr Blanco-Velo and Dr Grassi, I appreciate my ideas are on track in terms of meeting the learning outcomes and criteria of the module, however, I should divert my focus back to branding. Following advice, and researching the proposition to ensure it is justified, a deep shade of blue was reintroduced into the colour palette, replacing the bright red (which, after deliberation, felt too aggressive for the brand). In addition, I also revised the brand logo following suggestion, mixing two tones to offer a more dynamic appeal.

Conclusion

Concluding the week, I feel much more prepared for the presentations and confident that my campaign strategy is both integrated and effective at capturing my audience. A key objective of mine this semester was to push boundaries in terms of innovation, and I believe the set of campaigns I have proposed meet this objective, differing from existing promotional strategies employed by outdoor brands.

Next Actions

Over the course of the weekend I will prepare and rehearse the content I intend to speak over my slides, ensuring I have met each of the grading criteria, and am capable of delivering the top-line information within five minutes.

What So What Now What

I began this week with presenting my campaigns plan to Dr Blanco-Velo and Dr Grassi, and was pleased to find it went well. In terms of feedback, it was suggested that I could push myself more to communicate the brand personality. Again, I believe this short falling is a consequence of my lacking design skills, though am eager to keep working on this weakness to be a more well-rounded graduate come May.

I intend to improve the communication of Salus’ brand personality by increasing my exposure to brand guidelines, as suggested by Matt, and by keeping conscious of branding styles that I find may be transferable to Salus. I also took the opportunity to discuss Salus’ branding with Paul Young in group sessions on Friday. Considering Paul’s business had worked on a rebrand of sportwear label “Admiral”, I trust his opinion, understanding he has real-life experience in a similar context.

In terms of advice for Salus, Paul was confident that the primary logo (text-based and leaf combination) is strong and well suited to the brand, however, suggested that the text and leaf be the same colour. Finding this to reaffirm my doubts from last week, I will take this on board and stick to a singular colour for the logo elements.

Paul’s final advice was to strip back the colour palette. This is perhaps a point of contention, as I appreciate that a reduced colour palette may appear ‘clean’ and minimal in the construction of the brand book, but on the other hand, the rich palette alludes to the uplifting sense of the brand. Landing on a mid-way compromise, I anticipate adopting the 60:30:10 colour rule. (see how I anticipate doing this below)

60% for two primary/core colours, 30% for medium toned colours, 10% for accent tones

Beyond stylistic branding, the conversation with Paul was particularly helpful in getting me to visualise the layout of the brand handbook portion of the final submission. Paul advised that the brand should be built gradually, via a hierarchy of information. Illustrating this, Paul suggested opening with the name and a very brief description/justification, moving onto logo, then typography, then colour. Moreover, Paul proposed a general rule of one mockup per page (providing the page limit allows). This will help give the designs ‘breathing room’ and centre the readers focus, making it easier to digest.

Considering the next steps, I plan to discuss brand elements with my course mates to gain additional opinions on best layout format to communicate the brand personality. Furthermore, as the semester is coming to a close, I will also begin to compile the final document, collating the research I have gathered thus far.

Description

W23Having presented a top line overview of my campaigns in the presentation, the objective now is to return to the work I had been carrying out prior to that, establishing the foundations of the brand and the campaign strategy to achieve the marketing objectives.

Feelings

At this stage, I am pleased with the feedback from my presentation, and confident that my ideas are suitable for my brand and target audience. Having considered many brand and campaign elements prior to the presentation, such as packaging design, I felt I had a good foundation to return to.

Evaluation

I referred to Smith’s (2015) SOSTAC framework to judge where I was with my campaign development. Confident that the situation analysis phase was complete, and the objectives and strategy had been considered, the need now is to consider the finer details of the campaign in terms of strategic intentions, communication, and creative objectives.

Analysis

Turning to resources such as Google’s audience insights, SparkToro and WordStream, I was able to uncover detailed reports of the key digital channels that my consumers turn to, media and print preferences, popular influencers, podcasts and key search terms related to my brand/product offering. Combining this with the extensive consumer research carried out in my January submission, I feel I have selected promotional tools that directly and appropriately target my consumer audience to generate brand awareness and establish Salus in my intended market positioning. Utilising an omni-channel approach and executing campaigns cross-nationally, my communications reach both the rural Athleisurist consumer and urban Committor consumer in an organic manner that appeals to their needs.

Conclusion

In conclusion, referring to the SOSTAC framework enabled me to judge my progression and ensure I had thoroughly considered the communication and execution strategy of each of my campaigns to best target my audience. While there are still elements that I would like to check with lecturers to ensure I have fully comprehended the task and executed it appropriately, I am pleased with my progress this week and feel my campaigns are coming together well.

Next Actions

Next week I suspect I will need to revise my first campaign and cut back on the number of channels I intend to use, keeping it as ‘clean’ and concise as possible so as to not build an excessive budget.

What So What Now What

After taking a break last week to focus on the dissertation hand in, this week I returned to this project with the intention of revising the IMC strategy to ensure messages are complementary and consistent with the brand (Moriarty et al, 2012).

Following my suspicion that my first campaign required ‘dialling back’ in terms of promotional tools, I was keen to tackle this as soon as possible as naturally this would affect communication and creative objectives.

In early renditions of the campaign planning for campaign 1, With you every step of the way, I had planned to include directto-consumer communications as a promotional tool reminding early adopters to sign up to our launch events. Stepping back, however, I realise that given my campaign goal is raise brand awareness and drive impressions, DTC communications may not be appropriate at this stage. Moreover, the exploitable customer database at this early stage would likely be minimal, thus the returnon-investment for such a channel would be low.

Having amended this, I then took to reviewing each planned campaign against Batra and Keller ’s (2016) IMC framework, ensuring each communications outcome is achieved at least once across the campaigns to effectively build my brand and community across the first 18 months. Given an illustration of the communications outcomes achieved strengthens my campaign proposition, particularly when compared against Lavidge and Steiner ’s (1961) Hierarchy of Effects model, I chose to include these within the main body of the portfolio.

Now that I am confident in my IMC strategy and tactics, I am keen to revisit my communications and creative objectives, particularly given this is the seminar focus next week.

What So What Now What

This week we had a seminar revisiting marketing, communication and creative objectives. Whilst we have touched on this in previous years, a review of my first and second year work showed a distinct lack of measurability within my objectives, highlighting to me that this was something crucial to ensure I understand. Rounding off the week, my objective is to have finalised by communications and creative objectives now that I have secured my promotional tools and tactics.

In the seminar, Dr Grassi demonstrated a framework table that would ensure comparability and consistency in objectives across all campaigns, illustrating how the marketing, communication and creative objectives relate to one another. Immediately after the session I took to reviewing the communication and creative objectives that I had drafted in prior weeks, and realised an inconsistency between some, as well as objectives misplaced under the incorrect category. During the session I also came to realise that whilst following the SMART guidelines are often necessary for the development of a ‘strong’ objective, I learnt that on occasion SMART objectives are not fully possible and are dependent upon the promotional tool/tactic. As such, I followed Dr Grassi’s examples, and, following the session, felt I had a much stronger understanding of each of the different objectives and how they ‘tighten’ a campaign to drive purpose.

With the promotional tools and objectives completed, my next step was to refer back to the SOSTAC framework and consider the means for monitoring campaign performance. Remembering the seminar on KPIs from early in the semester and taking inspiration from the KPI benchmarks used in my year in industry, I developed a series of measurable, related KPIs associated with each promotional tool in each campaign.

Now that the writing portion of the submission is largely completed, next week I will turn my focus to the compilation of the portfolio document.

What So What Now What

The focus for this week was on colour, branding and layout, with the intention of ensuring these were strong, consistent and appropriate for my target audience.

After initially laying out my portfolio using my existing brand palette, I continued to have the same doubts I experienced when building the presentation, finding the palette to be marginally infantile, perhaps better suited to a children’s brand.

Following much deliberation, I chose take on advice by Dr Grassi a few weeks ago, and establish a greater sense of ‘earthiness’ into the core brand palette. This was something I had explored in the very first rendition of my brand palette in November 2021, however, this revised palette is better informed by WGSN colour trends, and adjusted slightly to better suit my more mature target audience. Overall, I am extremely pleased with this decision, finding it to better reflect Salus position as an inherently outdoors brand.

In terms of tone of voice throughout the campaign, ConsumerVue (2015) emphasised that my consumer is drawn to casual and light-hearted brands using ‘fun’ language, which is something I have intended to embody through campaign mock-ups as well as hint towards throughout the portfolio document.

Considering image selection, ConsumerVue (2015) also note that the target audience respond best to images of people looking happy and enjoying the outdoors, rather than intense or stern looks, as this better reflects their use of the outdoors- for leisure and personal wellbeing.

W28

Something that has been particularly challenging this week is moderating the page count. I am consistently looking for ways to cut down my word count and page count to maintain within the parameters without losing any crucial information or diluting the brand personality too much. This will be a continuous process throughout the next week as I prepare for submission.

Revised brand palette with a greater sense of earthiness, yet maintaining the bright, uplifting appeal of the previous rendition.

What So What Now What

This week my core focus was to create mock ups of my brand elements such as packaging and online identity, as well as the key promotional tools used in campaigns.

After researching various methods and tricks for manipulating mock-ups, I decided that Adobe Photoshop would be the most appropriate platform for creating mock-ups to the professional standard I desired and felt would complement my campaign. Having not used Photoshop since my first year at university, creating 20+ mock-ups felt particularly daunting, however, as I worked through my list, I gradually began to understand more techniques.

Throughout this phase I found I had to make further creative decisions to ensure the brand was reflected in both style and TOV, frequently referring back to my own brand book to ensure guidelines were followed. When deciphering image and copy to be used in campaigns, I recognise the importance of focusing the experience aspect of the outdoors, and not the performance, as this is what best appeals to my target audience (Consumervue, 2015). As with last week, I am also adhering to the uplifting and fun guidelines for brand copy.

Now I am in the final stages of my assignment, my intention is to ensure clarity throughout the brand deck, and check my work against the project guidelines, before submitting the final version.

Overall, I am pleased I chose to push myself to work on Photoshop at this stage, as it will be useful capability post-university and an additional skill to add to my CV.

Final Reflection

Rounding off the ‘final major project’, I am pleased to be able to recognise my personal and professional development, and a shift in my approach to work. Having initially felt challenged by defining my brand and determining the desired image, after consistent revision, research and refinement, I feel I have landed with a brand concept that is strong, and needed in a real world context. Where previously I would be determined to achieve an ‘answer’ immediately, I appreciate that with larger projects such as this, gradual development and adjustment is often needed to get to the desired destination, as newly determined brand aspects often shift the brand direction.

Compiling my experience in campaign planning and execution from my year in industry, with the theoretical side developed across my three years at university, this project is an accumulation of my knowledge developed in my marketing career thus far, and a reflection of my critical thinking. Whilst I do not have particularly strong design skills, I have enjoyed the creative freedom of this project, pushing my beyond my comfort zone and enabling me to take inspiration for a range of sources and brand to develop a concept that is truly unique. Naturally, there are aspects I may have considered adjusting, however, after extensive market research and, being a member of the target audience myself, I feel Salus meets the consumer need and fulfills an evident gap in the market.

Looking ahead, I intend to take the critical development and project management skills with me to future endeavors, and continue to build upon the brand management and marketing knowledge I have been accumulating since my first year at university.

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Fig.26. Rathbone, E. 2022. App Mock up. This Study.

Fig.27. Outdoor Voices. N.d. Pink MegaFleece. [Online]. [Accessed 25 April 2022]. Available from:https://www.outdoorvoices.com/pages/megafleece

Fig.28. Rathbone, E. 2022. Clothes Branding. This Study.

Fig.29. Outdoor Voices. N.d. MegaFleece. [Online]. [Accessed 25 April 2022]. Available from:https://www.outdoorvoices.com/pages/megafleece

Fig.30. AthletaWell. Body and Self. N.d. [Online]. [Accessed: 17 March 2022]. Available from: https://community.athletawell.com/t5/Body-Self/ct-p/bodypositivity

Fig.31. Rathbone, E. 2022. Brand Prism. This Study.

Fig.32. B, N. 2022. Paddle Boarding. [Online]. [Accessed: 7 May 2022]. Available from: https://i.pinimg.com/originals/88/a5/f0/88a5f0d4f63931fb6dbf5f700747ca32.jpg

Fig.33. VisitInvernessLochness. N.d. Where to go Wild Swimming in the Highlands. [Online]. [Accessed 25 April 2022]. Available from:https://www.visitinvernesslochness.com/blog/wild-swimming-around-invernessand-loch-ness

Fig.34. Rathbone, E. 2022. Message Hierachy. This Study.

Fig.35. AthletaWell. N.d. Welcome. [Online]. [Accessed: 17 March 2022]. Available from: https://athleta.gap.com/browse/info.do?cid=1187265

Fig.36.Outdoor Voices. 2021. We asked Catherine Campbell (@thecatherinecampbell)—Director of Marketing for the beloved @wildsam travel guides●[...]. [Instagram]. 2 July. [Accessed 3 January 2022]. Available from:https://www.instagram.com/p/CQ1RSd1pwDg/

Fig.37. EarthRunners. n.d. Golden Hour. [Online]. [Accessed: 7 May 2022]. Available from: https://www.earthrunners.com/pages/homepage-v2

Fig.38. Rathbone, E. 2022. Packaging mock up. This Study.

Fig.39. Rathbone, E. 2022. Online Identity. This Study.

Fig. 40. Glorious Days. 2020. Girlfriend Collective. [Online]. [Accessed 25 April 2022]. Available from:https://gloriousdays.co/girlfriend-collective-an-activewear-brand-that-is-truly-eco-ethical-and-inclusive/

Fig. 41. Rathbone, E. 2022. Athleisurist Consumer Table. This Study.

Fig. 42. Rathbone, E. 2022. Athleisurist Consumer Instagram Mock up. This Study.

Fig. 43. Rathbone, E. 2022. Athleisurist Issues, Wants and Needs Table. This Study.

Fig. 44. Girlfriend Collective. 2022. Sustainability FAQs. [Online]. [Accessed 25 April 2022]. Available from: https://girlfriend.com/pages/about-girlfriend

Fig. 45. Rathbone, E. 2022. Committor Consumer Table. This Study.

Fig. 46. Rathbone, E. 2022. Cimmittor Consumer Instagram Mock up. This Study.

Fig. 47. Rathbone, E. 2022. Committor Issues, Wants and Needs Table. This Study.

Fig. 48. Rathbone, E. 2022. Hierachy of Effects adapted from Lavidge, R.J. and Steiner, G.A., 1961. This Study.

Fig. 49. Rathbone, E. 2022. Communications Plan Table. This Study.

Fig. 50. Rathbone, E. 2022. Consumer Journey Map. This Study.

Fig. 51. Teva. 2019. Outdoor Voices X Teva. [Online]. [Accessed 25 April 2022]. Available from:https://hypebae.com/2019/5/outdoor-voices-teva-hurricane-xlt2-sandals

Fig. 52. Rathbone, E. 2022. Campaign 1 Positioning Map. This Study.

Fig. 53. Rathbone, E. 2022. Campaign 1 Communication Objectives. This Study.

Fig. 54. Rathbone, E. 2022. IMC Strategy Campaign 1 adapted from Batra and Keller, 2016. This Study.

Fig. 55. Rathbone, E. 2022. Campaign 1 Communications Mix. This Study.

Fig. 56. Rathbone, E. 2022. Stencil mock up. This Study.

Fig. 57. Rathbone, E. 2022. Underground poster mock up. This Study.

Fig. 58. Rathbone, E. 2022. Park poster mock up. This Study.

Fig. 59. Rathbone, E. 2022. Coffee tumbler mock up. This Study.

Fig. 60. Rathbone, E. 2022. SEM google mock up. This Study.

Fig. 61. Rathbone, E. 2022. Salus Instagram mock up. This Study.

Fig. 62. Rathbone, E. 2022. Campaign 1 Influencer mock up. This Study.

Fig. 63. Girlfriend Collective. 2021. Spring Collection. [Online]. [Accessed 8 May 2022]. Available from:https://fizzymag.com/articles/girlfriend-collective-drops-latest-spring-workout-essentials-collection-springmeadows

Fig. 64. Rathbone, E. 2022. Podcast screen mock up. This Study.

Fig. 65. Girlfriend Collective. 2019. It’s a nice day to call out sick and go for a hike, just saying. [Instagram]. 12 November. [Accessed 8 May 2022]. Available from: https://www.instagram.com/p/B4x1x0bgSCk/?

Fig. 66. Rathbone, E. 2022. Campaign 1 push notification mock up. This Study.

Fig. 67. Rathbone, E. 2022. Event set list mock up. This Study.

Fig. 68. Outdoor Voices. 2022. Events. [Online]. [Accessed: 7 May 2022]. Available from: https://events.outdoorvoices.com/

Fig. 69. Rathbone, E. 2022. Campaign 1 timeline. This Study.

Fig. 70. Rathbone, E. 2022. Campaign 1 budget. This Study.

Fig. 71. Rathbone, E. 2022. Campaign 2 Positioning Map. This Study.

Fig. 72. Rathbone, E. 2022. Campaign 2 Communication Objectives. This Study.

Fig. 73. Outdoor Voices. n.d. Outdoor Voices X Merrel 2. [Online]. [Accessed 25 April 2022]. Available from:https://www.glamour.com/story/outdoor-voices-merrell-hiking-boots-for-women

Fig. 74. Rathbone, E. 2022. IMC Strategy Campaign 2 adapted from Batra and Keller, 2016. This Study.

Fig. 75. Girlfriend Collective. 2020. Sustainable Sunday: Girlfriend Collective. [Online]. [Accessed 8 May 2022]. Available from:https://www.anniemontgo.com/blog/2020/11/8/sustainable-sunday-girlfriend-collective

Fig. 76. Rathbone, E. 2022. Campaign 2 Communications Mix. This Study.

Fig. 77. Rathbone, E. 2022. Bus Stop billboard mock up. This Study.

Fig. 78. Rathbone, E. 2022. Facebook ad mock up. This Study.

Fig. 79. Talon Outdoor. 2020. O2 Go Green Billboard. [Online]. [Accessed 8 March 2022]. Available from: https://talonoutdoor.com/news/o2-encourages-passers-by-to-go-green-with-out-of-home-as-part-of-its-newpriority-campaign

Fig. 80. Rathbone, E. 2022. Billboard Leaflets mock up. This Study.

Fig. 81. Felco. N.d. The Garden Above Store 1. [Online]. [Accessed: 17 March 2022]. Available from:https://www.archdaily.com/919370/the-garden-above-store-pistache-ganache/5ce391bc284dd14bfd000027-the-gardenabove-store-pistache-ganache-photo

Fig. 82. Felco. N.d. The Garden Above Store 2. [Online]. [Accessed: 17 March 2022]. Available from:https://www.archdaily.com/919370/the-garden-above-store-pistache-ganache/5ce391bc284dd14bfd000027-the-gardenabove-store-pistache-ganache-photo

Fig. 83. Rathbone, E. 2022. Logo mural mock up. This Study.

Fig. 84. Rathbone, E. 2022. DTC Push notification campaign 2 mock up. This Study.

Fig. 85. Dandl, J. N.d. Hörndlwand. [Online]. [Accessed: 17 March 2022]. Available from: https://www.merrell.com/UK/en_GB/mhc-jolanadandl/

Fig. 86. Rathbone, E. 2022. Campaign 2 timeline. This Study.

Fig. 87. Rathbone, E. 2022. Campaign 2 budget. This Study.

Fig. 88. Rathbone, E. 2022. Campaign 3 Positioning Map. This Study.

Fig. 89. Rathbone, E. 2022. Campaign 3 Communication Objectives. This Study.

Fig. 90. Rapha. 2020. Verity. [Online]. [Accessed: 8 March 2022]. Available from: https://www.rapha.cc/gb/en/stories/rapha-outdoor-voices

Fig. 91. Rathbone, E. 2022. IMC Strategy Campaign 3 adapted from Batra and Keller, 2016. This Study.

Fig. 92.Rathbone, E. 2022. Salus X National Trust mock up. This Study.

Fig. 93. Rathbone, E. 2022. Campaign 3 Communications Mix. This Study.

Fig. 94. Rathbone, E. 2022. Nation Trust Junior poster mock up. This Study.

Fig. 95. Rathbone, E. 2022. Nation Trust Instagram story mock up. This Study.

Fig. 96. Rathbone, E. 2022. DTC Email newsletter mock up. This Study.

Fig. 97. Dillinder, J. 2014. Coffee on-the-go with lucky lab. [Online]. [Accessed 8 May 2022]. Available from:https://www.inspiredbythis.com/business/lucky-lab-coffee/?noamp=available

Fig. 98. Rathbone, E. 2022. Campaign 2 timeline. This Study.

Fig. 99. Rathbone, E. 2022. Campaign 2 budget. This Study.

Fig. 100. Rathbone, E. 2022. Campaign outcomes table. This Study.

Fig. 101. Girlfriend Collective. 2021. Girlfriend Swim. [Online]. [Accessed 5 May 2022]. Available from:https://www.refinery29.com/en-us/2021/04/10445115/girlfriend-collective-sustainable-swimwear-launch

Fig. 102. Rathbone, E. 2022. Campaign risks table. This Study.

Fig. 103. Girlfriend Collective. 2022. How do you dye? [Online]. [Accessed 5 May 2022]. Available from: https://girlfriend.com/pages/about-girlfriend

Fig. 104. Girlfriend Collective. 2020. Two women in nature. [Online]. [Accessed 8 May 2022]. Available from:https://www.businessinsider.com/how-girlfriend-collective-is-carving-a-competitive-niche-oninstagram-2020-11?r=US&IR=T

Fig. 105. Rathbone, E. 2022. Salus Value Proposition Canvas. This Study.

Fig. 106. Rathbone, E. 2022. Consumer Micro and Macro trends. This Study.

Fig 107. Rathbone, E. 2022. SWOT of Women’s Sports Market table. This Study.

Fig 108. Rathbone, E. 2022. Communication Competitor analaysis table. This Study.

Fig 109. Rathbone, E. 2022. Total product concept. This Study.

Fig 110. Rathbone, E. 2022. Consumer Purchase Journey: Athleisurist. This Study.

Fig 111. Rathbone, E. 2022. Consumer Purchase Journey: Committor. This Study.

Fig 112. Rathbone, E. 2022. Salus brand resonance model. This Study.

Fig 113. Rathbone, E. 2022. Branding elements development. This Study.

Fig 114. Rathbone, E. 2022. Colour palette development. This Study.

Fig 115. Rathbone, E. 2022. Athleisurist mind map. This Study.

Fig 116. Rathbone, E. 2022. Committor mind map. This Study.

Fig 117. Rathbone, E. 2022. Consumer touchpoints mind map. This Study.

Fig 118. Rathbone, E. 2022. Final colour palette. This Study.