RETAIL EXPERIENCE AND LOYALTY Eve Jones - N0423194 Jennifer Cook - N0427042 Stephanie Garrard - N0444846 Sophie Quain - N0418601 Abi McEwan - N0477209 Paige Lewin - N0363360 Course: Fashion Communication & Promotion Module: Promotion and Context Module Leader: Michelle Hughes Module9 Reference: FASH20032 Total Word Count: 6675 Individaul Word Count: Eve - 1233, Jennifer - 1255 , Stephanie - 1289 , Sophie - 1131, Abi - 945, Paige - 832. (Fig.1 Front Cover) (Flower Fig.2 Illustration)
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We understand that all team members have contributed equally & fairly: Eve Jones: ______________________________ Jennifer Cook: ______________________________ Stephanie Garrard: ______________________________ Sophie Quain: ______________________________ Abi McEwan: ______________________________ Paige Lewin: ______________________________
Link to Team Blog: http://fcp2teamblog.tumblr.com
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1 The Initial Response
P . 15 - 17
The Big Idea P . 19 - 21
The Consumer Decision Journey
The Definition of Loyalty
P . 23 - 27
P . 29 - 33
The Consumer P . 35 - 41
The Cultural Hub P . 43 - 49
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The Solving of Choice Trauma P . 51 - 53
Fig.3 Poppy & Honesty Print
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The Sensory Experience P . 55 - 59
The iBeacon P . 61 - 63
10 11 The Initial Connection
P . 65 - 67
The Digital Integration
P . 69 - 71
1 1 1 1 The Interaction
P . 73 - 81
The Journey Continues
P . 83- 87
The Conclusion
P . 89 - 90
The Methodology, Appendix & References. P . 93 - 120
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Week 1 Brainstorm Ideas, Allocate general research (first step of the ‘process’ triangle) Presented general research Allocated specific research
HONESTY COMMUNICATE CONTRIBUTE
Week 2 Primary research – send out ‘Liberty London’ survey Presented specific research Thought of big idea Allocated creative research – Inspiration for layout
PLAY TO STRENGTHS AND WEAKNESSES GROUP TEXT MESSAGE LISTEN DEADLINES
Week 3 Analysed survey results Went to London to complete primary research Started consumer profile Write up big idea
BLOG PLAN BE CREATIVE TIME MANAGEMENT
Week 4 Create mock ups for in store, app Write up methodology Edit final pieces Lay report out
Week 5 Finishing touches Get report printed 11
We carried out general secondary research to gain a broad understanding of all the different elements of our concept. This included using the internet, books, eBooks, newspapers, magazines, TV programs and looking into inspirational brands and online lectures. We specifically looked into push notifications, creative loyalty schemes, latest smart phone technology, brands that integrate smart phones into their retail experience and the new consumer decision journey. Although all of this research might not have been directly used within out concept it gave us all broad contextual research surrounding this area, therefore helping us generate more informed ideas and opinions.
The aim of our Primary Research is to understand the Liberty London consumer and the current objectives brands are implementing in store to ignite the retail experience. When considering loyalty, we looked at the current loyalty schemes available at Liberty London and investigated their use and popularity. We also looked at loyalty schemes from other brands through looking at loyalty cards and digital apps our respondents were registered to in comparison to their use of them. In terms of retail experience, we did some observational research in both Liberty London but also in Anthropologie. We looked at store layout, store identity and consumer behaviour. We also wanted to look at the wider context in regards to experience through visiting exhibitions such as ‘Momentum’ at the Curve Gallery, London and ‘Jean Paul Gaultier’ at the Barbican, London. From this we developed a deeper insight into sensory experience as well as the integration of technology and digital platforms within a physical environment, which have allowed us to make informed decisions in regards to the ‘My Liberty Journey’ app and loyalty scheme.
A Flowing Report including Consumer Profile, Methodology, Appendix, Mock Up’s, Loyalty Strategy, The Big Idea. Exisitng App Designs Visuals - Colour Palette, Style, Exhibitions. -> Curation, Visual Merchandising & Layout - Both in-store & Digitally.
Specific Research into Liberty London; the Store, Website, Loyalty Schemes, Consumers, Competitors, Brand Values.
Fig.4 Secondary Research Triangle
Looking at Loyalty Schemes, latest Smart Phone Technology, the New Consumer descision Journey.
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1 Fig.5 Flower Power Print
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You will create a retail idea that engages the consumer before, during and after purchase. You will look at ways to increase loyalty and specifically look at how to integrate a loyalty scheme with smart phones. The brand you are creating the idea for is Liberty London.
‘My Liberty Journey’ is an app created for Liberty London that will enhance consumer loyalty. This will be achieved by the app guiding the consumer on a physical and personal journey around Liberty London. During the experience in-store, a virtual profile will then be created, which encourages further brand and consumer interaction after visiting the store.
‘My Liberty Journey’ will enable Liberty London to learn about the every day consumer as an individual through the information logged by the app. Through this, an increase in loyalty as well as sales will be achieved through enhancing the full retail experience. This will incorporate the before, during and after stages of the consumer decision journey.
Fig.6 Liberty Building Exterior The outcome for Consumer: ‘My Liberty Journey’ effectively democratises the traditional retail loyalty service that depends on consumer spending. This is achieved by an innovative way of generating loyalty through experience, empathy and relationship. As a result, the consumer feels part of the brand through interaction on a personal level.
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Fig.7 Liberty Print for Target
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Liberty’s heritage and will only heighten the stores capability to become a vibrant ‘cultural hub’. After the consumer has been on their in-store experience the app will log their journey and translate this into the consumer’s own personal profile. This profile can then be used to connect with other users, advocate and interact on social media and gain more insight into products.
This section will explain the loyalty scheme that will be implemented into Liberty London and will outline the areas that will be explored in greater detail throughout the report.
Fig.8 App Front Page
This loyalty scheme for Liberty London will involve the Liberty consumer before, during and after a purchase. The loyalty scheme will use experiential retail to create an invaluable relationship between the brand and the consumer. A ‘Liberty loyalty’ app will be used as a platform for smart phones that will be fully integrated in-store to create a retail journey that can be translated online.
The rise of ‘Phygital’ stores means this app will aim to integrate digital platforms within the existing offline experience. This will effectively turn Liberty as a retail space, into a ‘cultural hub, a retail environment that goes beyond a purchase of a product. This loyalty scheme will appeal to Liberty’s wide range of consumers, as the app will be inclusive in regards to who can download it. The app will guide the consumer on an in-store experience that will take the consumer on his or her own personal journey throughout the store. Using iBeacon technology, the app will map out the most relevant and enjoyable journey for the consumers whilst in store, based on their personal likes and dislikes. This looks to solve instore ‘choice trauma’ and create the most memorable retail experience for each individual consumer. The app will work along side in-store technology such as geo-mapping, augmented reality and sensory marketing to create not only a place to buy products but also a place to interact, socialise and learn. Whilst in-store the app will give the consumer information on the heritage building, designers, products and facts on the employees themselves. The technology used for the app and instore experience will be respectful of
“The pursuit of customer loyalty is continuous and it is more of a journey than a destination (Gustavsson and Lundgren, 2005).” Through creating a loyalty scheme that helps and enriches the consumer, Liberty will gain a loyal consumer – which is built through relationship and experience.
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Fig.9 Print
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In order to gain a greater understanding of how the Loyalty scheme will effectively be communicated to the Liberty London consumer, this section will look at the consumer decision journey in wider context.
Fig.10 Nike Fuel Bands
“The traditional marketing methods need to change – and these changes must go to the heart conventional, pre digital thinking (Rowan, 2008, p1)”. The “New consumer decision journey (Edelman, 2010)” is vital to the loyalty scheme and retail experience that will be used in Liberty London. This new journey the consumer follows when interacting with a brand and making a purchase includes the consumer adding and subtracting “brands from a group under consideration during an extended evaluation stage (Edelman, 2010)”. No longer are traditional forceful and ‘push’ techniques relevant or successful in ‘today’s decision journey, consumerdriven marketing is increasingly important as customers seize control of the process and actively ‘pull’ information helpful to them (McKinsey, 2009”. This consumer journey now sees the consumer consider, evaluate, buy, enjoy, advocate and bond. In the evaluate stage consumers are increasingly seeking contribution and advice from peers, critics, retailers, the brand and competitors. When buying, the consumer delays the purchase decision until they are in store. During stages enjoy, advocate and bond; consumers develop a deeper relationship with the brand. The relationship between the brand and consumer doesn’t stop at the purchase but develops through interaction online, advocating and word of mouth. If this final stage is positive the consumer will enter a “enjoy, advocate and buy loop (Edelman, 2010)”. This means that stages consider and evaluate are missed out due to the consumer’s existing positive relationship with the brand.
This consumer decision journey is about the whole process; before during and after. This means the traditional style of push marketing has less influence, whereas if the brand achieves a higher level of consumer reach, this will have a positive effect on the consumer (YouTube, 2012). “When consumers reach a decision at the moment of purchase, the marketer’s work has just begun: the post purchase experience shapes their opinion for every subsequent decision in the category, so the journey is an ongoing cycle (McKinsey, 2009)” thereby, going beyond pushing a sale and creating experience and empathy between the brand and consumer. For example, when Nike released their ‘Nike+ system’ and the ‘Nike Fuel Band’, the company went from advertising ‘Just Do It’, to actually helping their consumer ‘to do it’. “The Nike+ system consists of a censor inserted in a shoe, a syncing device such as an iPod or iPhone and the Nike+ website (slideshare, 2011).” This allows the consumer to use their Nike products to track progress, create an online community, set goals, challenge other runners, train with a vir tual coach, map and share runs and ask questions on the Nike+ forum. This shows how the brand and consumer journey does not stop at the purchase of a Nike product.
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“Purchasing is much more than satisfying of everyday needs: it is the important ritual of public and communal life through which identity is created and changed (Gruenberg, p130)”. This notion of looking beyond the purchase of a product and to how retail actually affects the consumer, was the fundamental starting point to the new loyalty scheme that will be integrated into Liberty London. The new consumer decision journey is the driving force to the loyalty scheme and retail experience, and including the consumer through all stages of a purchase will do this.
The relationship between the brand & consumer continues past purchase due to interaction online, advocating word of mouth.
The loyalty scheme will not push sales by using the traditional points and discount strategy, but instead will help the consumer gain the best experience before they enter the store, whilst they are there and when they leave. Research by ‘McKinsey & Co.’ shows that there are “two different types of customer loyalty, challenging companies to reinvigorate their loyalty programs and the way they manage the customer experience (McKinsey, 2009).” Liberty’s loyalty scheme will achieve these two points by challenging the norm of consumer and brand loyalty and creating an experience the consumer can trust and interact with.
Fig.11 The Loyalty Loop
During these stages, consumers develop a deeper relationship with the brand.
Research by ‘McKinsey & Co.’ shows that there are “two different types of customer loyalty, challenging companies to reinvigorate their loyalty programs and the way they manage the customer experience (McKinsey, 2009)”. Liberty’s loyalty scheme will achieve these two points by challenging the norm of consumer and brand loyalty and creating an experience the consumer can trust and interact with.
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Fig.12
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Looking at contrasting loyalty schemes this section will evaluate which will be most effective for Liberty London and why. Looking at contrasting loyalty schemes this section will evaluate which will be most effective for Liberty London and why. According to Clive Hunt “Loyalty, in day-to-day life, implies monogamy: one choice above all others (Hunt, 2008: p9)” however in retail, customers will always shop around. To encourage consumers to maintain a loyal buying behaviour, many brands have a reward and points system, which eventually leads to vouchers and discounts. The main purpose of loyalty cards is to encourage repeat purchases from new or existing customers. Traditional loyalty programs have been around since the early 1980s (Lowestein, 1997). These schemes are primarily points and reward based, however due to their prevalence, consumers often sign up but don’t base purchases on them. “Traditional plastic cards with their collectable points have become white noise in the sea of business clamoring for increased customer attention (Howard, 2013)”. Primary research investigated the amount and variety of loyalty cards people owned. This was done through asking consumers to photograph the loyalty cards they had in their wallet or purse (see Fig. 13). This research looked into discovering how actively they used their loyalty cards and memberships (see appendix 12). The research showed that on average consumers only used 20% of their loyalty cards. This portrays that brands may need to consider how they communicate loyalty to their consumers. Modern loyalty systems consist of the traditional point driven rewards schemes, but also participate in brand partnerships sharing schemes on a personal level. “The true incentive and value to the customer is derived not just from price discounts, but also from higher intimacy (Howard, 2013)”. Modern loyalty systems are used to store data that will help drive effective personal marketing promotions to consumers. Keeping records from past purchases may be considered as an advantage to the brand as “69% of loyalty scheme customers think that the marketing they receive is irrelevant to them and their needs (Excel, 2011). However, this can also be a strong disadvantage as receiving promotions based on personal data discourage consumers. For example Target (see appendix 4) knew about a consumer’s daughter’s pregnancy prior to the consumer himself, due to the brand’s use of big data to predict consumer purchases. The brand spoke that they discovered quickly how uncomfortable people might feel knowing brands can find out this sort of personal information. Fig.13 Loyalty Cards in Wallet
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Tesco is one of the most successful brands using a loyalty scheme. The ‘Tesco Clubcard’, introduced in 1995, is perceived to be the world’s most successful program (Hunt, 2008). Due to the wide availability of discount rewards from collecting points, its success lies in the consumers desire for vouchers rather than their devotion to the company. Archie Norman, Asda’s former chairman speaks about retailers and how loyalty schemes are just bribes to stop customers going elsewhere, therefore, not real loyalty. A card-based loyalty scheme is not exclusive and won’t keep a consumer loyal if they have offers elsewhere (Hunt, 2008). The Harvey Nichols card being the exception as they uniquely offer 1 point for every £2 you spend elsewhere. Teaming the loyalty card up with a MasterCard, you can still spend money in other stores whilst receiving points for Harvey Nichols (Unknown, 2014). However, this still raises the issue whether people will shop at Harvey Nichols unless they have the vouchers they have been rewarded from the money they spent elsewhere. Perceptual Map that places competitors based on loyalty.
Fig.14 Perceptual Map
The Liberty London VIP loyalty system steers away from pure profit, which focuses on their top 50 VIP customers; a gold card, made heavy to feel weighty in the consumer’s wallet or purse creating a limited expensive quality, as if it were pure gold (Burstell, 2013). Within primary research completed in-store an interview with a Liberty employee uncovered that in the two years she had worked there, she had never actually served someone with a VIP Gold Liberty card (see appendix), showing just how rare the loyalty card is used. Felix Dennis, a British publisher, is one of Liberty London’s biggest spenders, making him a member of the VIP scheme (Burstell, 2013). In the Channel 4 documentary on Liberty London, he refers to the store as his ‘corner shop’, this in itself suggesting how much money he spends in store. The Liberty London ‘Black Book’ is a system to store consumer contact details, differentiating the more wealthy and influential Liberty consumers. These consumers are given the personal and exclusive brand experience. However, with the ‘My Liberty Journey’ app that will be implemented into Liberty London, it will enable the everyday consumer to receive retail services that would usually be given based on the amount spent. Retailers are starting to make changes within their loyalty scheme, bringing different elements to their loyalty programmes. One brand doing this well is Starbucks (Tate, 2013) who has introduced ‘Gamification’, within an app, which is based on the online and offline engagement with the brand. This is an example of how loyalty can be achieved through experience and not just from
spending money. This steers away from pure profit based loyalty and focusing on the consumer’s full experience and relationship with the brand. Scoring Points stated “critics like the management of grocers Waitrose stress that it is the total customer service experience that creates loyalty, not promotions. Loyalty is an emotional response based on empathy, not a logical response based on bribery (Clive Hunt, pg. 17:2008)”, thus portraying a consumer’s need for more than just vouchers and promotions if they are going to be loyal to a brand.
The ‘My Liberty Journey’ app will enforce a loyalty system that will create a sense of exclusivity and generate a strong consumer - brand relationship, defying traditional loyalty schemes that focus on spending. 33
Fig.15 Print
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These observational images show customers who exited from the left entrance after making a purchase (over the period of an hour). This gave us immediate evidence of consumers in their hot state at Liberty London.
Through this observation we could see the range of consumers who had made a purchase in store.
There was a broad range of ages that led us to not defining our consumers via age or gender.
This section focusses on our general research on exisiting consumers in order for us to distinguish the right type of consumer that would benefit from ‘My Liberty Journey’. We based our consumer profiles on the everyday consumer that is not necessarily renowned as loyal due to their general spending habits. We found two consumers that we interviewed and photographed some of their belongings etc. that visualised their personalities. One profile was a an exisiting consumer - female and another male consumer, not a Liberty london existing consumer but a potential consumer that would use the app and in effect become a loyal consumer based on interest in the brand.
Fig.16 Observational Research
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Fig. 17 Alison Name: Alison Hall Age: 46 Occupation: Owner of Sparkle Vintage Location: Wimbledon Hometown: Manchester Hobbies: Knitting, Pilates, Up-cycling furniture and Vegan cooking Customising Creative – An eye for colour and pattern, has a passion for customising things and likes one- off, unique pieces both in lifestyle and fashion products. - Runs a vintage, up-cycling business, which is the source of her creativity. She is always on the look out for sources of inspiration. - Tech savvy – Uses social media platforms for both personal use and for her business. Enjoys the visual element of Instagram, which she uses to get across special aspects of her business and what she sells. - Loves to visit new places, absorb culture and document memories and experiences. - An existing Liberty London consumer - Says that the brand is innate within her lifestyle (She has a strong interest in lifestyle products- Buys her Dyptique perfume always from Liberty and is very fond of quirky plate designs sold in store) - Values the setting of the store- thinks the British heritage is refreshing when visits the store - Appreciates the environment when in store and loves to view the scarves especially- the lay out is inspiring - Her purchasing is primarily made in store as she prefers the immediacy of receiving the product and she likes to be able to see and feel the quality of her products. Often buys repeat purchases such as perfume online though.
Fig.18 Consumer Profile
Fig.19 Sparkle Vintage Instagram
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Fig.20 Max Name: Max Thomas Age: 24 Occupation: A short film producer at Bang TV. Location: Shoreditch. Hometown: Brighton. Hobbies: Tattoo design, Photography and Tennis. The consumer: A tech savvy creative professional who is passionate about design, technology and art. His attitude lies in detail, which is shown through his personal style. He likes intricate and ornate patterns and designs. - A short film producer at Bang TV- feature film and global TV producing agency in London - Lives in a small flat in Shoreditch, hates ‘stuff’, considered an ‘adaptable lester’. Likes multi-purpose modern design, needs organisation - Part of an industry that is up to date with latest cultural trends, modern technologies- would describe himself as an early adopter of latest devices, software, platforms - Enjoys personal photography and video and travels a lot when on shoot so documents his life in images a lot - Loves tattoo design - Not an existing Liberty Consumer but is aware of the store - Not usually a department store kind of consumerlikes luxury brands but prefers small, niche brands with a sense of personal creativity- quality is key - Doesn’t shop online at all- works with computers daily, doesn’t see online shopping as a form of convenience as shopping is always a planned visit and likes to appreciate the “concept of a retail space” - His passion for intricate design and global culture suggests he would be interested in the Liberty Print and the wide array of global objects and art found in Liberty London.
Fig.21 Consumer Profile
Fig.22 Max Thomas Instagram
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Fig.23 Liberty Blue
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years (BRC, 2014). By 2020 over 30bn autonomously connected objects will be provided by the Internet (Future Laboratory, 2014). For many, this leads to the assumption that offline retail will soon become redundant and there will be no desire or need to visit a physical store. The Business Insider declares, “Let’s face it, the old retail model is dying fast, hundreds of stores are closing, because sales are tanking (Smith, 2014)”. British businessman Bill Grimsey supports this by suggesting that there will be no need for society to visit a store and therefore high streets will shut down (Grimsey, 2013). However, studies have shown that a need for social activity and human interaction during the shopping experience is key to an enjoyable and profitable retail journey. Similarly, there are some key factors that online retail cannot provide such as the inclusion of the senses. As Jamie Gufruend at the Intelligence Group states, “consumers don’t buy products, they buy experiences (Gufruend, 2014)”, which, supports the necessity for physical stores to continue. As opposed to competition, the brands that are doing well for the future are the brands that are combining the digital with the physical and delivering an all-immersive experience on both platforms, which are heavily integrated and culturally engaging. Born is the term ‘The Phygital Store’.
This section emphasises the need for traditional retail experience found in the physical retail space despite the growing digital landscape. Looking at Liberty London as a store with unique heritage, essential to the brand identity, this section gives reason for the ‘My Liberty Journey’ app primarily focusing on the experience in store. Fig.24 Liberty in Store
Online shopping solves many of the problems of the retail experience, allowing consumers the convenience of avoiding queues and confusion. Evidently the UK’s online expenditure has risen by 19.2% between the years 2012-2013, the fastest growth in four
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An informative case study to represent the ‘phygital store’ is Audi’s city showroom in London (see appendix 5). “Physical cars, detail examples, and one-on-one meeting rooms enhance the experience (Boxail, 2012)”. Total digital purchasing, with particular reference to high value goods, can often result in consumer resistance so the interaction provided by the dealers in store often enhances sales. This is due to direct human interaction with experienced professionals within the desired field. This concept proved that the digital and real worlds could in fact function symbiotically to offer consumers a more tailored and personalised shopping experience. The rise of the ‘phygital’ store is about creating a brand lifestyle for the consumer. As brands are looking for new ways to present themselves
Fig.25 Audi City Store and engage with their consumers, the brand must communicate its identity within the sphere of the ‘phygital space’. Audi exemplifies this through using digital tools such as ‘The Powerwalls’ (see Fig. 25) to credit their attention to detail and intricate knowledge about their product, which is the core to the brand identity. In the case of Liberty London, the heritage of the Liberty print is key in defining the brand’s identity, which separates the brand from its competitors. The significance of the motif sparks a conversation, and is already an existing aspect that keeps customers coming back. Therefore, similar to Audi,
elements such as the Liberty London print can be utilised in creating engaging tools to ignite the customer experience, both digitally and offline. In a similar way that Audi use their ‘Powerwalls’ to revitalise their unique point of sale, ‘My Liberty Journey’ will principally focus on incorporating important aspects such as the famous print within a digital scope. For instance, at the before stage, the use of augmented reality will incorporate a Liberty print on an enlarged virtual window; effectively combining traditional brand identity within a digital, interactive landscape. This is discussed further in section 9.
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Situated within the iconic tudor-style architecture in central London, established in 1875, Liberty London has been ever famous for its historic legacy that lies in providing exotic luxury goods from fashion to furniture. (Rieber, 2014) With a passion for handcrafted work and ornaments, fabrics and objects d’art distributed from around the world, the Liberty heritage lies in providing the savvy, sophisticated shopper with a world of culture, luxury and eccentricity (Rieber, 2014). Oscar Wilde described Liberty London as “the chosen resort of the artistic shopper (Wilde, Unknown)”. Liberty London prides itself within its one and only store on Regent Street, London. According to a member of staff interviewed in store (see appendix 2), the architecture dates back to the Tudor period, where the wood of two large ships became the source of the building’s structure.
“I feel like these loyal consumers are also charmed by Liberty’s heritage & the story that goes along with the brand (Turner, 2014)”.
Fig.26 Liberty in store
This legacy is symbolised throughout the store with subtle references to ships situated within visual merchandising. Liberty London is a perfect example of a brand that “makes a place into a brand (Riewolot, 2002)”, whereby a store’s location and physical aesthetic drives desire to visit. “Architecture and Interior Design are becoming primary instruments of customer-orientated brand communication in their own right. Brandscaping- the three dimensional design of brand settings- is all about forging backdrops for experiences with a high entertainment value (Riewolot, 2002)”. The Liberty in store experience is currently about merging timely, luxury products with a traditional, British setting. The documentary shown on Channel 4 accentuated this, when often describing the store as a “museum in itself (Burstell, 2014)”. Coincidentally, Liberty London is an existing store that drives footfall through its exhibitionist reputation. Loyalty is already significant from many types of consumers; the ‘black book’ consumer, the international consumer but also the every day consumer that just wants to see the store for themselves. With all consumers in mind, ‘My Liberty Journey’ aims to develop this exhibitionist feature, and similarly to the curation of the Jean Paul Gaultier exhibition (see methodogly 9) it will transform the store into a ‘Cultural Hub’. Therefore, enabling the every day consumer to feel as special as the ‘black book’ consumer, through its personal guide tailored to the brand experience of every individual.
Liberty London has much to show beyond its products. Existing customers are loyal to the brand because they value it not only as a brand but also as a place. In effect, ‘My Liberty Journey’ will incorporate a vir tual platform into the existing physical space thereby reinforcing the notion of retail experience as a lifestyle- ‘a cultural hub’
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7 Fig.27 SS2012
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Whilst technology develops, our brains are becoming more in tune with the integration of digital scopes within our daily lives. As a result, people are adopting contradiction as a lifestyle choice and effectively changing their minds quicker than ever (The Future Laboratory, 2014). Primary research (see appendix 11) proved this as it highlighted the change in pathways and decisions made by consumers whilst in store. Through the ability to record and track a consumers’ journey through Liberty London in real time, the user can utilise the app to navigate around store, filter products (Fig.28) and simplify choice trauma through specification (see Fig.29). If in store, the app will guide its user to members of staff that specialise in chosen areas (for example, carpets) if consumers wanted direct interactive assistance. Through the use of iBeacons and sensory installment, the consumer’s journey around store is effectively tracked, for the user to then build on when later logged in online.
Information overload is inevitable in modern day consumerism. This section looks at how ‘The My Journey’ app will aim to solve this. Psycho- economist Sheena Iyengar executed an investigation on shopping behaviour. The findings showed that consumers were 6 times more likely to buy a jar of jam when given 6 different choices of jam as opposed to 24. She concludes that consumers “choose not to choose (Iyengar, 2011)” when provided with too much choice. This psychological decision journey is known as ‘choice trauma’. Online retailing provides the ability to refine your choice. Hoffman suggests that the Internet offers the capability to deliver specific information tailored to the needs of every consumer, and as a result, online retail platforms effectively cater to choice trauma (Hoffman, 1996). However, it is widely recognised by academics that “…desire for social interaction plays a role in determining the choice of retail format. Past research suggests that consumers motivated by social interaction may choose to shop within a conventional retail store format as opposed to the online context (Rohm,1997)”. This would include being immersed within store layout and visual merchandising as well as direct customer service. The app focuses on the retail journey and the Liberty experience for the individual. In order to cater to every individual, the app needs to combine both the online and offline platform.
‘My Liberty Journey’ will integrate the advantages that is received online simplifying and personalising choice. However, this will be done within the in store environment, connecting both platforms.
Fig.28 Choice App
Fig.29 Choice App Profile Page
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Fig.30 Kiehl’s Print
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“This section discusses sensory experience and how this can be utilised within ‘My Liberty Journey’ to ignite the experience on a personal level. “ In store, the sensory experience enhances the consumer journey. It facilitates the consumer to recognise visuals, sounds and scents, which compliment and enhance the brand-consumer relationship and the in-store retail experience (Schifferstein and Hekkert, p133:2008). The ability to connect with the consumer on a subconscious level formulates a conversation between the brand and the consumer. From this connections are made which the consumer can identify with, whether before, during or after purchase. This leads to associations being made with the brand when out of context (Schifferstein and Hekkert, 2008 p143). From the observational primary research conducted in Liberty London, it is evident that the scent throughout the store changed to compliment each department (see appendix 11 and methodology 1). This was done in a subtle, sophisticated manner whilst refreshingly defining the sections within Liberty London. Moreover, to enhance the scent journey throughout Liberty London, the integration of IBeacons would monitor each section to make sure the consumers are immersed in the full scent experience. This technology will prevent the scent fading away, consistently monitoring the scent levels. So in affect, the consumer’s senses will be stimulated during the journey throughout the store. This will partially be done on a subliminal level, as the consumer will not be aware that the IBeacons are regulating the scent. Furthermore, the scent experience will subconsciously impact the consumer especially how scent “has a strong link with memory and emotion (Miller, 2014)” – improving the retail experience.
Fig.31 iBeacon Store Layout
“Only a small 19% of consumers worldwide believe the look of an item of clothing is more important than how it feels (Lindstrom, 2005).”
The online platform lacks this dimension and leaves details ambiguous for the consumer to find out after purchase resulting with unwanted, unsuitable purchases. Furthermore, it is evident that the consumer wants to be able to “try on, feel, examine and truly experience what the merchandise has to offer (Sps-International, 2014).” A further sensory experience, in the form of touch, would be incorporated into Liberty London to emphasise how the consumer expects “things to feel credible, real and genuine (Lindstorm, 2005).” From observational primary research completed in Liberty London, it was noted that some consumers felt and examined the products in-store. However, to make even more out of this tactile sensory experience within retail, the app will send the user a notification that will give the consumer the opportunity to feel the quality and tactile elements of certain products.
The tactile aspect of the in store experience continues to remain a preference over online shopping (Chang, 2014). The ability to touch a product in store enables the consumer to develop a ‘physical memory’ (Open-Senses, 2013), which aids product and brand recognition and leads to purchases. Fig.32 Little Marlborough Tote Bags
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The app will track the consumer’s journey throughout the store. The information collected in-store will conjoin to create a consumer profile – highlighting tailored products and suggested items – adding to the retail experience. Integrating “a full sensory and emotional experience (Kotler, P, 2005)” into Liberty London will enable the brand to use technology to compliment the heritage and consumer base whilst modernising the retail experience. Ultimately giving the customer a further reason to return. Consequently, embracing the fact that “Liberty is always balancing old and new parts of the business (Channel 4, 2013)” is evident that the Liberty consumer is at the forefront of the brand and so extending the narrative between the staff and the customer via an app would enable the brand to provide an additional point of contact. The app would facilitate a sensory experience in the form of smell, touch and visuals - triggered during specific areas to enhance the merchandise and the consumer journey.
Fig.33 Bombas and Parr Sensory Firework Display
It became increasingly apparent from primary research that the vast amount of departments within Liberty London differentiate from one another in terms of atmosphere, scent, levels of interaction, light, music and clientele (see appendix 11 and methodology 1). The lighting, music and scent compliment each section alongside the merchandise – continuing the narrative and highlighting a point of difference to make ‘My Liberty Journey’ memorable. Furthermore, the different departments within Liberty of London would be differentiated by scent, for example the bag department will be infused with the iconic scent of leather. Inspiration was taken from the likes of ‘Bombas and Parr’ – “London’s pre-eminent creators of edible installations (Bompasandparr, Evening Standard, 2014)” – who push boundaries with multi sensory experiences, such as the Multi Sensory Fireworks on New Years Eve 2013/2014. This form of communication builds brand loyalty as “scents can create longer lasting memories than other senses (Open-Senses, 2013)”. Non-app users would not be excluded from the sensory experience, as they too, would subconsciously be exposed to not only the scents but also the ambience of different areas of the store whilst on their journey.
Fig.34 Bombas and Parr Fruit Illustration
Incorporating sensory marketing enhances the decision making process whereby the consumer formulates an “opinion about a product in 3 to 7 seconds on a store shelf (Open-Senses,2013)”. Using sensory marketing will therefore enhance this process.
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Fig.35 Shell Print
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This section looks at how iBeacon technology can be embedded in store to enhance the retail journey for every individual. Using Bluetooth signals, IBeacons are able to communicate with smartphone technology – enhancing location services. Embracing this technology, IBeacons will be incorporated in Liberty London, in order to connect with the consumer in relation to their location. This technology would enable the consumer’s journey to be tracked and monitored, with the intent to formulate suggested items whilst building the consumer’s personal profile on the app. The experience of using the app will enrich the consumer’s journey around the store encompassing the multisensory experience. Through this digitally enhanced journey, both online and offline platforms are heavily integrated, providing a seamless and personal interaction between the user and Liberty London. Effectively, the app does not digitally replace the assistance provided by the staff but more importantly, enhances consumer engagement, reaffirming that the consumer yearns to be treated “like a human being (Channel 4, 2013)”. Furthermore, the IBeacons would sense the consumer’s location through ‘device proximity to Bluetooth monitoring’ and monitor how long is spent in specific locations. The consumer would be unaware of this tracking, yet the staff would be attentive to the fact that the consumer may require extra assistance. This technology will aid the Liberty London staff to provide assistance linked with location services - knowing exactly when choice trauma takes over or alternatively need that extra bit of information to aid the decision journey.
Fig.36 Bag App Page
The iBeacon integration does raise some privacy issues but “many shoppers have shown a willingness to be tracked if there’s something in it for them (Ortutay, B, 2014).” In terms of Liberty London, iBeacons will work alongside the staff to provide exceptional customer service – providing a memorable retail experience. Fig.37 iBeacon
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10 Fig.38 Pink Print
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This section will evaluate Proximity Marketing whilst discussing pathways to connect with the consumer prior to becoming part of the loyalty scheme. Proximity Marketing is the wireless distribution of media content to devices such as smart phones. The aim is for it to be easily understood, highly interactive and visually engaging, whilst still providing valid and useful information to the targeted audience (McDaniel, 2002). Proximity marketing works best when these devices are within the close vicinity of public places such as retail and work environments (Chaki, 2013). Proximity marketing has been successful in the past within global brands such as Red Bull, Kraft, Coca Cola and Cadburys. Positive elements to this kind of marketing is that the brand is able to fully track its campaign each day to see how many consumers redeem coupons and is able to make its digital signage measureable and accountable for the first time (See Appendix 14).
One of the biggest advantages of this new way of marketing is its growing potential reach. As more and more people become accustom to Proximity Marketing as a regular channel to consume information, brands have the ability to interact with mobile phone users on a huge scale. In turn, this could potentially result in the creation of the largest digital data gathering system to date (Romanov, 2011). The most significant negative issue with this marketing technique is based on matters of privacy. Not all consumers want to be bombarded with push notifications whilst within a certain location. However, this can be resolved by allowing the consumer the option to accept or reject the transmissions at their will. Shoppers only receive the messages if they have a specific smartphone app, lowering privacy concerns sometimes raised by proximity marketing (InsiderRetail, 2014). This gives the power back to the consumer and ensures the notifications are not wasted on those who have no interest in the brand. ‘My Liberty Journey’ will incorporate an initial element of proximity marketing when the consumer engages with the interactive Liberty London window display, at the before stage of the journey. This will be done through integrating proximity marketing within the technology of iBeacons situated in and around the store. When the consumer turns on Bluetooth on their Fig.39 Window Side Angle smartphone, the iBeacon outside the store will connect with smartphones within the zone of the interactive window. They will then receive a push notification that will guide them to download the app and effectively begin their journey.
Using an element of Proximity Marketing within the ‘My Liberty Journey’ app will enforce a personal and immediate incentive of loyalty for the targeted ‘everyday’ consumer. In effect this will enhance a sense of inclusivity and reaffirm loyalty as a value. 67
11 Fig.40 Green Print
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This section discusses digital integration within physical environments. As ‘My Liberty Journey’ is in the form of an app, it must be suited to its environment and effectively make use of both platforms combining to enhance the Liberty London journey.
An example of how the App can be used as a virtual guide, tailored to the area in which the user is at during a specific time. This is based on the iBeacons censors for each smartphone.
Shopping has never been so intertwined with technology as it is today. With smartphones allowing consumers to easily access ecommerce, it is becoming almost a necessity for brands to incorporate the facilities to view stock and make purchases using a wireless device whether in store or not. In 2013, 15% of online retail sales took place via mobile devices. This has risen by 11% since 2012. By 2017, it is predicted that the percentage will rise to 25% (Emarketer.com, 2014). Primary research reaffirmed this when it was observed that in 15 minutes, 10 customers were seen with their mobile phones out whilst shopping in Liberty London. This therefore would suggest that ‘My Liberty Journey’ as an app would be successful as a platform to use in store (see Fig. 41).
Staff can also be notified about the time spent by each individual consumer in certain areas, these areas are known as hot spots. As a result loyalty is increased due to customer - staff interaction, emphasising the personal service Liberty London is renowned for.
“While physical stores offer exclusive attributes, retailers must continue to evolve the in-store experience to connect with shoppers in ways they desire most. This is especially true for millennial shoppers who demand unlimited options, convenience and customer reviews. Retailers must evolve to meet their needs in order to survive (L. Paterson 2013).”
Fig.41 App in iphone
The integration of smartphones in everyday life does have its negative points. Many have questioned the progress of technology in regards to its ability to potentially take over and in many cases replace the pre-existing role of humans within the retail industry (W.B. Arthur 2009). For the Liberty loyalty scheme this issue would not have to impact on the jobs of the current employees working in store.
Fig.42 App Floral Print Shir t Information
The search element of shopping doesn’t end once the customer walks into a store. At some point, consumers have all been lost in the supermarket, searching the aisles for an elusive item. A smart phone can be a map, a shopping list, a personal shopper, a salesperson and a product finder all at once (Deube, 2013).
Due to the app’s ability to connect and work with the sales advisors, the use of technology will enhance the relationship between the consumer and the Liberty employees. A survey conducted by Syngera found that “shoppers gravitate towards retail locations that offer customized shopping experiences. (Synqera, 2013)”. The survey also ascertained that shoppers also prefer “traditional, brick and mortar stores than online commerce sites (Synqera, 2013)”.
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1 Fig.43 AW13 Print
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According to The Future Laboratory (Future Laboratory, 2014) people in our contemporary society want to become part of the show. They are no longer happy with simply being a passive audience, and so consumers must be engaged through involvement and interaction within a shopping environment, which in turn makes the experience more meaningful and memorable to the consumer. This leads to a lasting relationship being built between the consumer and brand, therefore encouraging loyalty. Augmented reality essentially changes the way we view things, by enhancing the real world through what we observe through our senses, via the use of computer-generated graphics, sounds and GPS data (Haller, 2007, piv). The combination of computer data and real life makes more information available to consumers. Brands that don’t innovate in this way and consider change in consumer behaviour are those that will go out of business (Josh Ong, 2014). Therefore it is important for Liberty London to bring both the online and offline components together in order to succeed.
This will discuss how ‘Gamification’ and Augmented Reality are interwoven into the ‘before, during and after’ stage of the ‘My Liberty Journey’ app. Innovation in the retail environment has become imperative for stores that wish to remain at the forefront of their sector. The pace of change in retail has increased with advances in technology, and this has led to increased rivalry between brands. Engaging the consumer is therefore key, “retailers are gamifying their operations in order to attract and engage shopper who are used to the energy and fun of smartphones and video games (Houlden, 2013).” Through ‘Gamification’ and Augmented Reality there are new and exciting ways in which brands are beginning to engage with their consumers and in turn increase loyalty, and in the long run, purchase rates.
Fig.44 Navigation App Page
Gamification is a leading marketing method that takes elements from the world of gaming and places them in the retail world in order to drive consumer engagement. In 2012 the Gamification market was “worth approximately $100 million and is expected to reach nearly $2.8 billion by 2016 (Fiorietta, A, 2012)”, proving its considerable influence as technology advances and online and offline begin to merge. Brands that take the elements of gaming such as desire, incentive, challenge and achievement can use the human desire to be the best at something, and the desire to be rewarded for these achievements in a way that is beneficial to them (Amodio, 2013). They aim to turn typical consumer behaviour such as visiting a store or making a purchase into elements of a game, in which customers are rewarded for their participation. It is about finding the most suitable application of gamification for each specific brand that dictates its overall success. It’s a matter of creating a memorable experience so that in store, offline shopping is valuable.
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It is vital to not only to look at how the overall concept for the ‘My Liberty London’ app will work when the consumer is present in store, but also the ‘before’ and ‘after’ purchase / visit state. Looking at the ‘before’ stage is where Gamification and more specifically Augmented reality would benefit Liberty London most. The device will not only entice the consumer in store, but also will invite them to download the app, which will simultaneously kick-start an entire new and more personalised journey through the Liberty London store. In order for Augmented reality to work best in the retail environment it has to be accessed via mobile phones. With high possession rates of mobile phones globally and the “widespread adoption of built-in cameras in mobile phones” (Haller, p94) optical augmented reality tracking via mobile is an obvious and non-invasive choice for Liberty London to adopt in order to enhance customer engagement and utilising what the consumer already owns in a way that will prove beneficial to both the consumer and the brand.
In our observational research we recorded people who were just passing the windows the majority of women noticed and briefly looked through the window. Men however made little recognition.
Over half an hour only 10 people interacted with the Liberty interactive paper window.
3 people looked at the windows before entering store.
Fig.46 Research Infographic
Fig.45 Notification on iPhone
Investing in window displays is a key device that if used effectively can lure new customers, enhance brand image, increase brand loyalty and drive up sales dramatically. Within primary research in Liberty London observations were made of the interactive window display. This window display encouraged the consumer to take bits of paper from the window that were printed in a newly designed Liberty London print (see Fig. , appendix 9, methodology 6). The findings of this primiary resrach are visualised in Fig. From this research it was concluded that the interactive window for the app needs to be obvious it is interactive and inviting to the consumer, as these were the main points that stopped the consumers interacting with the Liberty London window within our primary research. For this to work, creative and stimulating strategies need to be applied.
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Window displays created correctly; “transport smart passers-by into a very special form of street intoxication: a buying frenzy (anon, p.130).” The window displays should reflect what the consumer will find inside, constantly keeping them engaged, or they risk the later loss of these customers. The Net-a-Porter Advertising Campaign S/S14 used Augmented reality technology, inviting consumers to scan their advertisement using the Net-a-Porter app in order to activate products to appear in front of them, allowing customers to see products on the body and in close detail, and then enabling them to make a purchase on the spot (see appendix 13). The Liberty concept would implement this technology as part of the window display, enticing the consumer to download the ‘My Liberty Journey’ in order to see visual spectacles, leading them in store to continue this journey.
Fig.47 Interactive Window 1
Fig.48 Interactive Window 2
Fig.49 Interactive Window 3
Fig.50 Interactive Window 4 According to Steve Birnhak, CEO of Inwindow Outdoor, “People pay far more attention to ads that are moving. - They’ll spend more time with the ad, and that translates into better advertising recall” (Birnhak, 2009). Taking this information on board Liberty London would create a number of interactive window displays incorporating the classic Liberty prints that would disperse (on a loop) to reveal a message encouraging onlookers to switch on their Bluetooth.
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By activating Bluetooth the iBeacons will connect to their phones and send an immediate prompt, which provides a direct link to download the ‘My Liberty Journey’, informing them of an enhanced and beneficial experience via its use. With the app open it will urge them to then use their camera to activate the Augmented Reality on their screen by holding it up to the window (see Fig. 51). The display will then come alive explaining how the app works and inviting them to continue using the app in store.
This digital interaction not only increases footfall in-store but also maintains a crucial connection with the consumer after the in-store experience.
Fig.51 Augmented Reality Window
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1 Fig.52 Chine Print
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The ‘My Liberty Journey’ app is a continuous platform to engage the consumer; this section looks at the importance of this and how the app achieves this. The ‘after’ stage is essentially continuing the consumer’s journey past the point of purchase or general store interaction in order to assure that the new relationship between the consumer and Liberty London does not end. The app will log the information it has collected throughout each customer’s journey and turn this into relevant, timely information and suggestions personalised for each app user. This will not only benefit the user but will also have an immediate effect on the stock control strategy of the Liberty London buying team. This will translate into the app as it updates. Regular updates are crucial in order for ‘My Liberty Journey’ to be successful, to maintain a relationship with the consumer and ensure regular usage of the app.
Fig.53 Journey App Page
Fig.54 Purple Floor Plan The main difference between ‘My Liberty Journey’ app and loyalty schemes such as Tesco Club Card, is that the Liberty London app knows what the consumer has been browsing, not only what they have purchased. Therefore, through interactive content Liberty London can work to lead the consumer into further purchases, extending the relationship built between the brand and the consumer, enticing them back in store. According to David Edelman “More than 60% of consumers of facial skin care products do online research about them after purchase (Edelman, 2010).” ‘My Liberty Journey’ will effectively carry out this further research for the consumer (in all departments), catering specifically for what it has logged as their interests. It is this ‘after’ stage that will tap into gamification as the app will allow the consumers to navigate around the journey they have just experienced. ‘My Liberty Journey’ will allow users to select each floor of the department store and see where they spent the most time browsing, as logged by the iBeacons. This will be signified by ‘footprints’.
Fig.55 Green Floor Plan
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When the consumer selects one of these footprints on the floor plan they will be taken to a page that contains a wealth of further information. This will include, new garments and bestselling items in this department, video tutorials, blogs on how to style or use these products and social media sites to continue the ‘advocate’ process. With the app’s use of Big data, suggested products and styles can be targeted even more specifically to each user, making the experience as personal as possible as it turns their preferences into relevant and timely online content.
Fig.57 Product Filter App Page 2
Fig.56 Product Filter App Page 1
Fig.58 Product Filter App Page 3
The personal profile the app tracks and builds allows the consumer to advocate and become loyal to Liberty London.
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1 Fig.59 Frolic Print
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The ‘My Liberty Jouney’ app will allow the consumer to enter in a consumer decision journey that is fully centered around creating the most effective and personalised retail-experience for each individual. The app will become an essential element to Liberty London’s brand identity and will set the store apart from other retailers. In this modern day it is essential that brands develop alongside digital advancements, which are increasingly changing consumer’s expectations. The Liberty London app achieves this by seamlessly integrating technology with retail experience. The app will give the consumer the ability to become part of a cultural hub that is Liberty London, and experience the best possible retail journey, ultimately increasing loyalty.
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1 Fig.60 Liberty Art Fabric
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Methodology Primary Research -
in both Liberty London but also in Anthropologie. We looked at store layout, store identity and consumer The aim of our Primary Research is to understand the behaviour. We also wanted to look at the wider context Liberty London consumer and the current objectives in regards to experience through visiting exhibitions such brands are implementing in store to ignite the retail as ‘Momentum’ at the Curve Gallery, London and ‘Jean experience. When considering loyalty, we looked at the current loyalty schemes available at Liberty London and Paul Gaultier’ at the Barbican, London. From this we developed a deeper insight into sensory experience as investigated their use and popularity. We also looked well as the integration of technology and digital platforms at loyalty schemes from other brands through looking within a physical environment, which have allowed us to at loyalty cards and digital apps our respondents were registered to in comparison to their use of them. In terms make informed decisions in regards to the ‘My Liberty of retail experience, we did some observational research Journey’ app and loyalty scheme.
1.
Method: How and what primary research we have carried out
When: Date
Evaluation: What we gained from this
Observations of consumer shopping habits in Liberty London:
14th May 2014
By observing the current shopping journey in Liberty London and in different retail spaces, we were able to get a first hand understanding of different types of shoppers and their experiences. It allowed us to see what problems there are in regards to the retail journey, that our app can aim to solve when using it at the ‘during’ stage. If the ‘My Liberty journey’ app plays a part in improving a Liberty customer’s experience whilst in store, customers are more likely to come back into store and therefore stay loyal to the brand. As Paco Underhill asserts when describing ‘The Science of Shopping’, “the amount of time a shopper spends in a store depends on how comfortable and enjoyable the experience is (Underhill, 1999)”. This observational research allowed us to investigate the consumer decision journey. This also gave us an insight into elements our app can include to enhance the experience for the consumer on a personal level. Moreover, we were able to catch our respondents whilst they were shopping, in effect their hot state of question, which allowed us to compare both sets of research on loyalty schemes from our active primary research and our online questionnaire.
We completed observations of customers in Liberty London specifically looking at their personal route around store. We monitored consumer behaviour in different areas of the store.
We focussed on monitoring the layout of the store and how consumers respond. For instance, when monitoring the consumer route from both entrances we wanted to see if there was a general route that people tend to follow. Furthermore, as went around store we noted the change in lighting, music, scent and as a result the change in direction interaction. For example, we noticed in the open space of the jewellery section, the space was larger and lighter and the music was up beat, modern and quite loud. Consumers were interacting with the products and the staff. There was a real ‘shopping vibe’. In the shoe section however, the music was calm and the lighting dimmer. Consumers looked but rarely touched products and generally kept themselves to themselves. We noticed how elements of sensory enhancements really affected the behaviour of consumers. When entering the store, the majority of consumers pondered as they decided which way to turn and generally were drawn to where the most noise was coming from- the beauty department on the left. This was a helpful insight into considering how to enhance the consumer journey and incorporate the sensory experience into drawing consumers into making their store journey more planned and exciting. Choice Trauma was a key factor we wanted to observe when we were in store. We wanted to see if it was evident through observation when consumers are stuck with too much choice. We stood in the stationary and cards area of Liberty London as we thought as the most affordable area; we would get more accurate results. We took photos of the visual merchandising which appeared very busy for the eye and we did indeed notice people picking up items to then return them as they wandered. This concluded our thinking that this could be a factor to our app could aim to solve.
2.
Method: How and what primary research we have carried out
When: Date
Evaluation: What we gained from this
Loyalty Cards:
10/11/12th May 2014
This gave us immediate and accurate results that tested the loyalty schemes that our consumers actively use as well as the different brands they engage with.
14th May 2014
Looking at the retail experience within a wider context than the Liberty store alone we were able to gage an idea about retail spaces that incorporate the notion of becoming a ‘cultural hub’. Anthropologie is an example of a lifestyle store that incorporates fashion, interiors, books and art. The visual merchandising shows to be a factor that the brand works hard to achieve as unique and creative. Whilst observing consumers in store, we noticed that the installations reinvented shopping space into a more exhibitionist space. Consumers were highly interactive with products and merchandise. Five people were photographing the visual merchandising on their smart phone as they went around store. These findings have enforced our objective to create our app as a virtual guide that not only looks at products but also about the store as a place and a point of interest.
15th May 2014
The information and opinions the employee gave on the typical consumer has helped decipher our consumer profiles. This conversation surrounded loyalty but we consciously avoided mentioning the Liberty London loyalty schemes, as we were interested to see if the brand created loyalty in any other ways. This conversation proved so as the employee talked about how much Liberty creates customer loyalty but didn’t once mention the loyalty cards. This employee was really knowledgably about the heritage of the building and how this in turn affected the retail experience and consumer loyalty. This further emphasised our thoughts for the need to incorporate more about Liberty London as a point of interest through elements such as the brand heritage and old architecture as this has an effect consumer’s loyalty.
7th May 2014
Prior to visiting London, we sent out an online survey regarding loyalty schemes and brand apps. The use of the online platform enabled us to reach a broader audience before we did more specific research. We wanted to find out what attracts people to loyalty schemes and when completing quick answers, what brands or schemes they write down as to be a part of or would recommend. Also we wanted to get an idea of the usage of smart phones and whether brand apps are popular. This was helpful when comparing age and gender as we wanted to gage the usage of smart phones and brand apps throughout different age groups.
14th May 2014
We monitored both males and females around the window displays of Liberty London. When considering people that were just passing we recorded that the majority of women noticed and briefly looked through the window. Men however made little recognition with the window display. When monitoring the behaviour of people as they entered the store, the viewing of the surrounding windows was very low. This research reaffirmed the notion that window displays are a point of interest and people tend to look at the windows when they are passing as opposed to actually going in store. This was interesting to consider as effectively, the people with the incentive to go in are ignoring the window displays. In terms of enhancing the experience for all consumers, the window display should be interactive to not only entice the passers by but also the existing Liberty shoppers.
We asked our respondents to show us the loyalty cards they carried around with them at that moment in time and photographed this. 3.
Observational research in Anthropologie: We made observations and took photos in store to look at retail experience in general and the way consumers interact within a conceptual retail environment
4.
Interview with Liberty London employee about their current loyalty scheme: When on a research trip to London we visited Liberty London and completed an informal interview with a member of staff who worked in the jewellery department. (Interview recorded on dictaphone- for transcript see appendix)
5.
Online survey: We used the website ‘Typeform’ to create an online survey about brand loyalty schemes and brand apps. This was sent to people on social media and email.
6.
Observations of how visual merchandising in the windows effect how consumers shop: We completed observations on customers outside of Liberty London specifically looking at how many people made a decision whether to go into store or not dependant on their viewing of the window display.
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7.
Method: How and what primary research we have carried out
When: Date
Evaluation: What we gained from this
Observations and Interviews around the Liberty London interactive window and how consumers reacted to it:.
14th May 2014
Whilst in London, Liberty London currently have a window display with an interactive where anyone can pick a leaf from the display which encourages them to go inside and look at a new collection. This showed us that Liberty London already consider using their window displays as a point of advertising what is in store. We monitored the behaviour around this display to see how successful it was. We noticed that out of the people that took a leaf from the window, the majority were female. Moreover, leaves were generally taken from the same area; at arms height, or at the corners. We concluded that people were interested but didn’t want to take part unless other people around them were as well. This emphasised how important ‘creating a buzz’ is when considering interactive concepts. We approached a lady in store holding a leaf from the window. “Yes, after seeing this window and taking a leaf – I went into store to see the collection. I think it’s a really good way to advertise.”
We completed observations and interviews on consumer’s behaviour around the interactive window; specifically watching how many people interacted with it and how this affected their shopping behaviour. We then interviewed one person that did interact with it, asking how they felt about it. Then two people that didn’t, finding out why they weren’t interacting with it (interview recorded on dictaphone- for transcripts see appendix 6,7 and 8)
8.
Visiting ‘Momentum’ at the Curve Gallery-The Barbican: We visited an exhibition that focuses on enhancing the use of the senses.
We received positive feedback about the window and it seemed that the majority of people that took a leaf, then went to view the collection therefore proving the success of this form of advertising. The main point that we concluded in order to build our own idea was that an interactive window needs to be clear and simple in how it is interactive. People need to see that it is interactive and understand what they do simply from a glance. That way people will absorb the information quickly and respond quickly therefore attracting all people around. 14th May 2014
9.
Method: How and what primary research we have carried out
When: Date
Evaluation: What we gained from this
Visiting ‘Jean Paul Gaultier’ at the Barbican:
14th May 2014
This exhibition was highly interactive and differed from most exhibitions we had visited before. Usually, viewers are told to not take photographers and generally be quiet as you view. This exhibition had no particular route to follow and photography and conversation was highly encouraged. As you begin, you are encouraged to download an app associated with the exhibition in which at first you watch a video introducing the exhibition from Jean Paul Gaultier. You are then given the option to navigate yourself around the exhibition, with the app by your side to guide you with information about the area at which you are looking at. As this concept was very similar to our forming idea we wanted to test it out first hand as well as observing the atmosphere with other people in the exhibition. The way in which this exhibition was curated put viewing interaction at the forefront. Viewers were invited to watch the show whereby mannequins were displayed on a moving catwalk. Moreover, further mannequins were embedded with a voice and a face created by (CGI) which displayed moving expressions and spoke. This brought the fashion on display to life and reinventing the exhibition space into an experience, which again sits as a memory that is different for every individual. We felt really positive about the outcome of this exhibition and wanted to find out more information about the success of the app and the digital incorporation. We emailed the curator to ask him some questions but unfortunately didn’t hear back. (see appendix for email).
This exhibition has a strong focus on interactivity with smart phones. We went to this exhibition to do ethnographic research on the utilisation of an app as part of a physical experience.
Besides our research in retail spaces we also visited some exhibitions to enhance our research on experience within conceptual spaces. In order to deliver loyalty that will be a sustainable concept, it must differ from existing concepts seen in retail stores. In effect, an exhibition such as this was insightful to develop our idea within this field. The exhibition was very short and consisted of walking through a completely pitch black room which almost felt like a tunnel. Sight was completely eliminated therefore forcing the viewer to focus on the other senses. As the viewer walks through what seems like a dark tunnel, pendulums swing from above and activate light and sound on a spontaneous loop. This added to the experience creating an eerie atmosphere in which we described almost like an air raid. ‘Momentum’ is an ultimate sensory experience by means of encapsulating each of the senses to compensate for the other. The experience challenged the viewer to notice sensory reaction, which makes re-telling the experience all the more easier. From this, we were reassured how an incorporation of the senses adds to an experience on a personal level. In the same sense as loyalty, experience is about memory and a personal connection which is such an important aspect to consider in terms of heightening the brand consumer relationship through experience.
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Appendix 1: INTERVIEW TRANSCRIPT AIM: Evaluate the popularity, consumer range and effectiveness of Liberty’s existing loyalty scheme. Talk to staff in Liberty to gain a first-hand insight into: >> The existing types of loyalty schemes the store already offers >> How popular these loyalty schemes are >> The types of consumers who use the loyalty schemes >> Is there a general feeling of loyalty between the consumer and Liberty Interviewer: Hi, I am doing a research project on Liberty and was just wondering if I could ask you a few quick questions? Liberty employee: Yes of course that’s fine. What can I help you with? Interviewer: Thank you. Firstly can I check with you its ok for me to record this conversation on a Dictaphone to use for personal reference later on? Liberty employee: Yeah I suppose so, will yourself only use the recording? Interviewer: Yes the recording will get destroyed after I have completed the project. Liberty employee: Ok yeah, that’s fine. Interviewer: Great, so I specifically want to gain a brief insight to Liberty’s loyalty schemes and consumers. So firstly, what loyalty schemes do Liberty already offer. Liberty employee: Well, we have two loyalty schemes. The most common one is just the standard loyalty card that anyone who makes a purchase can get one. It’s a generic loyalty card that works on a point basis. So basically the more you spend the more money-off you get. I think its 1 point for every point you get. And then there is the gold card, which only a pretty small amount of people have as you can only get a gold card once you spend a high amount in store. Its heavy and more like a credit card. Interviewer: That’s great. So, is regards to the general Liberty Loyalty card do you interact with many people who use this? If so, is there a general type of consumer who uses this the most? For example, this could be a certain age range. Liberty employee: I couldn’t tell you specific numbers on how many people use the loyalty card but from my own personal experience working here I would say its generally quite popular. And yes I would say mostly middle-aged women use the loyalty card if I was to speak generally. Interviewer: Why do you think it is mostly middle ages women?
Liberty employee: Well, erm, I think its because the older consumer seems to always think there is a catch to the loyalty card, like a payment to sign up or something! And the younger consumer always seem to sign up for the loyalty cards but I don’t see as many actually using them to collect points on. Maybe this is because they probably have so many loyalty cards for different stores or something!
Interviewer: Wow amazing! Well you’ll understand how hard it can get be getting primiary research so thanks so much for agreeing to this! Also, can I check with you its ok for me to record this conversation on a Dictaphone to use for personal reference later on? Liberty employee:: Yes of course.
Interviewer: That’s great, thank you. Now thinking about the gold loyalty card, this is obviously for the consumer who already spends quite a bit on store. Why and how do you think the gold card offers loyalty to those customers? Liberty employee: Well since my two years of working here I have never actually personally dealt with somebody who has a gold card. As usually those consumers would have personal shoppers and certain staff would serve them. The gold card offers the VIP treatment as these customers usually get drinks in-store and might even just pay for products as and when then please. Liberty really does excel in customer service on all levels but especially looking after the ‘big spenders’ haha. Interviewer: Great, so would you say there is clearly a lot more attention put onto the more wealthy customers in regards to loyalty? Liberty employee: Yeah I would say so, even though we value each customer, obviously the bigger spenders do get that added extra treatment like I said before. Interviewer: Brilliant, well thank you so much for your help that’s been really insightful! ------------------------------------------------------------------Appendix 2: INTERVIEW TRANSCRIPT AIM: To gain a general understanding of the Liberty consumer and how Liberty makes the consumer feel loyal to the brand other than just the already existing loyalty cards they offer. Talk to existing staff in Liberty to gain a first-hand insight into: >> The general Liberty consumer >> Their shopping habits >> How the brand makes the consumer feels loyal >> Talk about choice trauma Interviewer: Hello, I am doing a research project on Liberty and was just wondering if I could ask you a few quick questions to help me with my project?
Interviewer: So first could you generally describe the Liberty consumer? Liberty employee: Well this is pretty hard as there is such a range! We really do have such a broad consumer out reach; because we sell products that widely vary in price and function! However, if I was to speak generally I would say women over the age of 28, they usually have a career, the international consumer (mainly Chinese and Japanese) and especially in the jewelry department we get a lot of couple shopping for engagement rings for example. But I think it would be hard to describe one set customer! Interviewer: Yes that’s great thank you!! Just thinking more specifically about the consumers shopping habits, do you find customers have an element of ‘choice trauma’ when shopping in Liberty? What I mean by this is that Liberty’s sell such a range of products; do you find you really have to guide the customers to products? Or do they mostly come in with a very specific idea of exactly what they want? Liberty employee: Erm well with having Liberty online you do find a lot of consumers have looked online before coming in-store so they have a specific idea of what they want. However, you find a lot of people are actually put off from purchasing products online as they cant touch or feel the products. Especially in the jewellery department we get a lot of people coming in with an idea of what they want but they want to try the piece on before they buy. But it makes my job as a Liberty employee a lot more interesting when I can give customers advice & my opinions on what jewelry they should buy as I love talking to different people & getting a feel of their likes & dislikes. Interviewer: Yes I can see how that would work, it will make your job more interesting …so thinking again about what makes people buy products…. erm are there times when you really do have to guide consumers because there really is just too much choice?
Interviewer: Thank you! I go to Nottingham Trent University studying Fashion Communication and promotion.
Liberty employee: Yea I’d definitely say so. I mean I can only speak on behalf of the jewelry department but as you can see we stock lots of designers & products so there is a tendency for customers to feel quite overwhelmed when they are choosing pieces but then that’s where my role as a Liberty employee comes through & I can really advise people
Liberty employee: Ah I went to art school too, I studied at Central Saint Martins doing Fashion marketing!
Interviewer: Brill, thank you. So again thinking about the customers you deal with on a day t day basis, do you feel
Liberty employee: Yeah I suppose so! What Uni do you go to?
they have a real sense of loyalty to Liberty as a brand? For example do you have a lot of returning customers? Liberty employee: Yes most definitely, I mean Liberty as a brand exceeds in customer service, that’s what we pride ourselves on & that does show through our loyal, regular customers. However I also feel like these loyal consumers are also charmed by Liberty’s heritage & the story that goes along with the brand – you know we are standing here in a mock Tudor building in the middle of a modern Oxford Circus – it’s very unique in that respect. Interviewer: Oh that’s really interesting, so thinking about Liberty’s heritage do you feel that makes a real difference to the retail experience the customers have here? Liberty employee: Yes definitely- I don’t t know if you’re aware but this is a MOCK Tudor building for example all the wooden beams you can see above us are actually reclaimed wood from two old Tudor ships - that’s why there is an old Tudor Ship above the front door of Liberty London. You will even see the “ship” reference in some of the Liberty prints and even some designers we have collaborated with have included this in their designs. This real sense of heritage is another reason why our consumers love to buy from Liberty but also just to visit the store & experience it in terms of a really interesting place. Interviewer: Ah yes I can see that - it’s a great experience just to be here….well thank you so much for all that & for your time, it’s really appreciated. ------------------------------------------------------------------Appendix 3: CASE STUDY - Bombas and Parr Multi Sensory Fireworks Bomabas and Parr collaborated with Vodafone to create the ‘worlds first multi-sensory firework display’ for New Years Eve 2013/14. Extending the sensory elements of traditional firework displays to incorporate taste and smell – formulating a rounded experience. The decision to make fruit fireworks was to reflect that ‘fruit is nature’s way of celebrating’ as well the cross-cultural selection enabled everyone to be able to relate and recognise the scent/flavour. TasteTech were also involved for development and safety testing of the flavourings. This event also included ‘ banana flavoured edible confetti, giant orange flavoured bubbles and fruity mists’creating a sensory narrative and pushing boundaries to what can be achieved. Bompas and Parr, (2014). Project view / Bompas & Parr. [online] Available at: http://bompasandparr.com/projects/view/ flavour-fireworks [Accessed 20 May. 2014]. _______________________________________________ _
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interactive window for Liberty; may I ask you a few questions whilst recording on a Dictaphone?
Matt Smith: Yes if it said something different, it’s a bit boring
Target tries to attract parents-to-be early on in their pregnancy. The company tie together consumers; guest ID number, credit cards, name and email address which will give the brand an insight into what consumers are buying from themselves and other sources. After running tests and analysing data Target had worked out women on the baby registry were buying larger quantities of unscented lotion and supplements such as calcium, magnesium and zinc. With all this data they also managed to work out how far along their customers were and attempted to guess whether it was a boy or a girl. This angered one particular consumer whose daughter had received an email with coupons for baby clothes and cribs even though she’s still in school. He suggested that the company was trying to encourage her to get pregnant to then later on find out she was actually pregnant. However regards to whether the company were right or not they realised consumers can be quite ‘put off’ and ‘creeped out’ that they know this much personal information, so the company have started sending out random coupons as well as personal ones so its not as obvious.
Bianca Demetriou: Yes, that’s ok.
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Interviewer: Have you seen this window before?
Appendix 8: INTERVIEW TRANSCRIPT
Bianca Demetriou: Yes, a few times.
AIM: Evaluate the opinions on the interactive window Talk to consumers passing the interactive window to gain a first-hand insight into: >> How obvious the interactivity of the window is >> If they would want to participate with interacting. >> Whether the window would persuade them to go into store or not.
Bianca Demertiou: Yes it shows off how interesting the prints are, I will go and have a look at the collection now.
Interviewer: What do you think of this window?
Hill, Kashmir (2012) Don’t Want To Be Targeted By Target? There’s An Opt Out. Available: http://www.forbes.com/sites/ kashmirhill/2012/02/22/dont-want-to-be-targeted-by-targettheres-an-opt-out/ Last Accessed: 10th May 2014
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Anne Jules: It’s a lovely idea.
Appendix 7: INTERVIEW TRANSCRIPT
Interviewer: Do you think it’s obvious they’re trying to make it interactive?
Appendix 4: CASE STUDY - Target
------------------------------------------------------------------Appendix 5: CASE STUDY – Audi City Store – London (2014) Audi chose to embrace the advances in technology by combining the digital and real worlds. These stores allow small store spaces to present the entire Audi range of car models predominantly through digital and interactive media though also providing personal contact with the dealer. The Audi ‘Powerwalls’ display life-size cars while potential buyers browse through these images and customise features by interacting with smaller computer screens and motion sensors built into the floor.
Interviewer: Have you interacted with it by taking one of these leaflets? Bianca Demetriou: I didn’t know you could, I’ll take one now. Interviewer: So you like the fact you can interact with it? Bianca Demertiou: Yes I do, but when I saw it first, it was raining so I didn’t look at it properly.
We noticed the window was full in the same parts then empty in corners and at arm length – no one wants to be different. We also noticed when we were stood at the window display interacting with the leaflets, more people would take them – no one wanted to stand out. ------------------------------------------------------------------Appendix 10: Observations outside of Liberty London
Interviewer: Hi, I am a student doing a research project on the interactive window for Liberty; may I ask you a few questions whilst recording on a Dictaphone?
Interviewer: Do you think it’s a clever way of advertising? Anne Jules: Yes that’s fine.
AIM: Evaluate the opinions on the interactive window Talk to consumers passing the interactive window to gain a first-hand insight into: >> How obvious the interactivity of the window is. >> If they would want to participate with interacting. >> Whether the window would persuade them to go into store or not.
Anne Jules: No, at first I felt like I was stealing. Interviewer: Did it make you want to go into store? Anne Jules: Yes I did, after seeing the window and taking a leaf I went to see the products. Interviewer: Do you think it’s a good way of advertising?
Interviewer: Hi, I am a student doing a research project on the interactive window for Liberty; may I ask you a few questions whilst recording on a Dictaphone?
Anne Jules: Yes a really good way, I’ve come back to get more as they make really nice book marks, it’s good having something you can then use.
Matt Smith: Yes that’s cool. -------------------------------------------------------------------
------------------------------------------------------------------Appendix 11: General observations inside Liberty London
Interviewer: Have you seen this window before? ------------------------------------------------------------------Matt Smith: Yes, but not sure what it’s about.
Appendix 9: Observations of the window displays at Liberty London
Appendix 6: INTERVIEW TRANSCRIPT AIM: Evaluate the opinions on the interactive window Talk to consumers passing the interactive window to gain a first-hand insight into: >> How obvious the interactivity of the window is >> If they would want to participate with interacting. >> Whether the window would persuade them to go into store or not. Interviewer: Hi, I am a student doing a research project on the
Interviewer: Did you know you could interact with it? You can take the leaflets.
On average how many people looked at the window display and didn’t enter the store, in 15 minutes? Female: 21 Male: 13
Matt Smith: No, no idea. Interviewer: Now you know, would you? Matt Smith: Yeah I think it’s pretty cool, its interesting and fun. It’s not very obvious though. Interviewer: Would it make you want to go inside?
How many people interacted with the window, in half an hour? Female: Ten Male: 3 How many people looked at the window before entering the store? 3
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Appendix 14: CASE STUDY - Coupon Redemption, Canada, 2013
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Appendix 13: CASE STUDY - Net-a-Porter Augmented Reality Campaign 2014 ‘The Window Shop’. Net-a-Porters S/S 14 advertising campaign used augmented reality to create a real window shopping experience. Consumers were invited to come to these shop fronts in Paris, New York, London, Munich and Sydney, where they could use the Net-a-Porter mobile app to scan the window and view the hottest products. By scanning the window products augmented reality was activated on their screen revealing a 360 degree product models, catwalk videos, pricing, product information and the option of products buying directly from the app.
The consumers Bluetooth enabled devices would vibrate or beep whilst the screen asks the mobile phone user if he or she would like an offer, for example, from Coca-Cola. If the person agrees, the coupon is immediately sent to the phone and can be redeemed at the cash register either via a bar code reader or a serial number, depending on the type of phone the customer has and the technology that the retail location has in place.
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Appendix 15: INITIAL STARTING POINTS
Net-a-porter successfully brought the idea of window shopping to life with the ease, speed and mobility of a smartphone or tablet. This empowered the fashion-forward audience, and drove immediate sales, and built brand loyalty. WILSON, 2014. NET-A-PORTER’s Augmented Reality Campaign for its 2014 Spring/Summer Collection [Online]. Augmented Reality Trends. Available at: http://www.augmentedrealitytrends. com/augmented-reality-retail/net-a-porter-com.html [Accessed: 10th May 2014].
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Appendix 15: INITIAL STARTING POINTS (Continued)
Appendix 16: CONSENT FORMS
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Appendix 17: Promotional Instore Posters
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Appendix 18: Team Minutes 29th April: 11:00 AM – 12:30 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Paige Lewin Jennifer Cook >> Got out Library books. >> Mapped out deadlines for next two weeks. >> Delegated general contextual secondary research. 2nd May: 11:00 AM – 1:00 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook >>Went through and discussed everyone’s general contextual research. >>Brain stormed - initial ideas relating to this research. 6th May: 11:00 AM – 1:45 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Paige Lewin Jennifer Cook >>Went through and discussed specific research on Liberty London. >> Brain stormed loads of different initial ideas. >> Talked about time management. >> Finalized our big idea. >> Delegated more research and some of the initial word count. 8th May: 4:00 PM – 5:15 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook >> Planned our research trip to Liberty whilst we are in London. >> Planned all our primary research – what we want to gain from it and how we will do it. >> Worked on the fashion history poster. 9th May: 11:00 AM – 12:00 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook >>Finished the fashion history poster.
>>Delegated work for over the weekend (for the report) >>Constructed and sent out an online survey 12th May – 11:00 AM – 1:30 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Paige Lewin Jennifer Cook >> Went through everybody’s writing for the report. >> Discussed what people needed to do to improve their 1000 words. >> Could see what we were missing in regards to word count. 13th May – 11:00 AM – 1:30 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook >> Stephanie, Sophie and Abi started on the visuals for the report. >> Eve and Jen started to go through everybody’s writing and made sure it had a flow. >> Planned out London research trip and made forms to use for research whilst we are there. 14th May – 8:30 AM – 9:30 PM RESEACH TRIP TO LONDON Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook >> Completed primary research in Liberty including – observations, photos and interviews >> Primary research at the Barbican gallery - where we saw the ‘Momentum’ and ‘Jean Paul Gautier’ exhibition. 19th May – 11:00 AM – 1:30 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook Paige Lewin (11:00 AM – 1:00 PM) >>Went through all the primary gained from London and uploaded this onto the blog >>Started on the visual mock ups for the report (Stephanie Garrard, Sophie Quain and Abi McEwan) >>Edited everybody’s writing to make the report flow and change any error (Jenifer Cook and Eve Jones) >>Planned what we were going to do for the next week
20th May – 11:00 AM – 8:00 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook >> Carried on with visual mock-ups and started to begin a layout for the report (Stephanie Garrard, Sophie Quain and Abi McEwan) >>Carried on with the editing for the report and wrote a conlusion and introduction for each section (Jenifer Cook and Eve Jones)
24th May - 1.00 PM - 3.00 PM Stephanie Garrard Sophie Quain Jennifer Cook >> Finish Visuals and figure reference.
21st May – 11:00 AM – 9:00 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook Paige Lewin (4:00 PM – 4:10 PM) >> Carried on with visual mock-ups and with the layout for the report. Created consumer profiles. (Stephanie Garrard, Sophie Quain and Abi McEwan) >> Started building a methodology and appendix. Looked through the report as a whole and double checked for any errors. (Jenifer Cook and Eve Jones) 22nd May – 11:00 AM – 9:30 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook >> Carried on with visual mock-ups (Abi McEwan & Sophie Quain) >> Report Layout - Stephanie Garrard >> Carried on building a methodology and appendix. Started writing the annotations for the visuals within the report. (Jennifer Cook and Eve Jones) 23rd May – 11:00 AM – 10:00 PM Eve Jones Stephanie Garrard Sophie Quain Abi McEwan Jennifer Cook >> Carried on with visual mock-ups (Abi McEwan) >> Report Layout - Stephanie Garrard >> Finished the methodology and the writing for the annotations for the visuals within the report. - Jennifer Cook >> Finished appendix and conclusion (Eve Jones) >> Appendix layout - Sophie Quain >> Build the reference and bibliography page (Jenifer Cook and Eve Jones)
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Fig 43. Section 12- London, L. (2013). AW13 Print. [image] Available at: https://www.liberty.co.uk/pws/client/images/ catalogue/products/aw13libe151101070-red/large1/aw13libe151101070-red.jpg [Accessed 24 May. 2014]. Fig 44. Abi McEwan, (2014) Navigation App Page, Own Image. Fig 45. Sophie Quain, (2014) Notification on iphone, Own Image. Fig 46. Abi McEwan, (2014) Research Infographic. Own Image. Fig 47. Stephanie Garrard (2014) Interactive Window 1. Own Image. Fig 48. Stephanie Garrard (2014) Interactive Window 2. Own Image. Fig 49. Stephanie Garrard (2014) Interactive Window 3. Own Image. Fig 50. Stephanie Garrard (2014) Interactive Window 4. Own Image. Fig 51. Stephanie Garrard, (2014) Augmented Reality Window, Own Image. Fig 52. Liberty, (2012). Chine Print. [Online Image] Available at: http://www.calicofabrics.co.uk/images/products/latest/ latest13.jpg [Accessed 24th May 2014]. Fig 53. Abi McEwan, (2014) Journey App Page, Own Image. Fig 54. Stephanie Garrard, (2014) Purple Floor Plan, Own Image. Fig 55. Sophie Quain, (2014) Green Floor Plan. Own Image. Fig 56. Stephanie Garrard, (2014) Product Filter App Page 1, Own Image. Fig 57. Stephanie Garrard, (2014) Product Filter App Page 2, Own Image. Fig 58. Stephanie Garrard, (2014) Product Filter App Page 3, Own Image. Fig 59. Section 14- London, L. (2011). Frolic Print. [image] Available at: http://www.frolic-blog.com/wp-content/ uploads/2011/08/6a00d83451c0f869e2014e8ad1628f970d.png [Accessed 24 May. 2014]. Fig 60. Liberty, (2014). Liberty Art Fabric. [Online Image]. Available at: http://media.liberty.co.uk/pws/client/images/ catalogue/products/aw02libe1040031a/large1/aw02libe1040031a.jpg [Accessed 25th May 2014]. APPENDIX IMAGES: Sophie Quain (2014) Loyalty Card Purse/Wallet Image. Own Image x3 Jennifer Cook (2014) Loyalty Card Purse/Wallet Image. Own Image x3 Stephanie Garrard (2014) Loyalty Card Purse/Wallet Image. Own Image. x3 Abi McEwan (2014) Loyalty Card Purse/Wallet Image. Own Image. x3
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LOYALTY AT LIBERTY LONDON Eve Jones, Jennifer Cook, Stephanie Garrard, Sophie Quain, Abi McEwan & Paige Lewin