Saint Laurent Strategic Marketing Plan

Saint Laurent Strategic Marketing Plan

Mengxuan Zhang BA Fashion Marketing Word Count: 2,672

Executive summary The strategic marketing plan of Saint Laurent was developed based on the comprehensive situation analysis in the strategic marketing audit. It targets to improve current marketing strategies and define more marketing opportunities to achieve the financial, marketing and social objectives in 2014. Product benefits, branding, pricing, distribution strategy, digital promotion and marketing communication are indicated with recommendations in the marketing mix. Followed by a financial plan to provide marketing budget allocation, and an implementation plan to control and assess the effectiveness of the plan.

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Table of Contents Executive summary 1. Introduction 2. Objectives 2.1 Financial 2.2 Marketing 2.3 Social 3. Target Market 4. Marketing Mix and Strategies 4.1 Product and brand 4.2 Price 4.3 Place 4.4 Promotion and Communication 4.41 Ad campaign design Contest – CSR related promotion 5. Financial Plan 6. Implementation Plan 7. Conclusion 8. Appendices 9. Bibliography

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1. Introduction The targets of the strategic marketing plan are as follows: to expand the brand and acquire younger consumers via digital media in order to achieve greater recognition, to stabilise the brand after the retro-branding, and to enhance financial performance. A range of strategies will be developed in accordance with the above marketing goals and will specifically focus on developing mobile marketing to reach more potential customers. The brand will also concentrate on increasing digital communication to raise brand awareness.

In this day and age, most media consumption is screen-based.

It is reported that 90% of media transactions take place on mobiles, tablets, laptops and TVs, while 38% of people’s daily media interactions are on smartphones. Online shopping is a multi-device activity; 67% of consumers have operated on more than one screen sequentially to shop online. As a result, retailers must be active on diverse media platforms. Consequently, Saint Laurent will develop a mobile shopping app targeting potential smartphone users. Secondly, Saint Laurent has a selective relationship strategy of media promotion.

Internet users are able to connect with the brand via the brand site, official e-shop, Facebook, Twitter and YouTube. The use of these networks needs to be improved to perform better and thus reach more consumers to achieve greater publicity.

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2. Objectives 2.1 Financial

- The brand will use the mobile shopping app and other direct store enhancements to boost direct sales. In the first half of 2013, sales generated from wholesale grew 43.6% while direct sales only increased by a modest 3.4% during the brand transition period. Nevertheless, direct sales witnessed a positive performance of 15% growth in the third quarter of 2013. In 2014, we will focus on both Internet and direct store distribution channels and achieve total growth of 20%

- annual revenue will reach €594m≈£492m (25% up than €473m≈£392m in 2012); in recurring operating income will increase to €84m≈£70m (29% up than €65m≈£54m in 2012).

- 12% of total Internet sales transactions will come from mobile shoppers after year one.

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- With the help of digital and non-digital promotion, social communication, store improvements and mobile apps, the brand will increase revenue in the first half of 2014 by 15% from €225.3 million≈£185.

7million (2013) to €259million (≈£213.6m); increase revenue in the third quarter of 2014 by 20% to €166.8m (≈£138.6m) from €139m(≈£115.5m) in 2013.

2.2 Marketing

- Internally, the brand will develop its mobile marketing and improve digital strategies to further expand the brand, as well as producing more commercial videos to add to YouTube and the brand site.

- Using CSR activities to achieve marketing purposes.

- The aim is to spread the brand in the newly targeted market, acquiring younger customers and acquiring a greater market share in E-commerce.

- Engaging customers via digital marketing channels, gaining publicity through multi-channel marketing and digital enhancements are also aims. Integrating the digital promotion will be achieved by adding a mobile app, improving the official site and social network communication. The company will increase Twitter followers from 1.7 million to 2 million by 2015 and increase Facebook followers from 1.8 million to 2.1 million by 2015.

- The strategies also aim to enable the online store in more countries, selecting emerging high profit countries and developing language-specific sites.

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2.3 Social - The company will cooperate with arts universities and support design and fashion students by holding competitions and offering graduate placement programs to achieve CSR goals and gain publicity via news, blogs and other media, thereby raising brand awareness among young consumers.

- We will evaluate the green credentials of suppliers and channel members to reduce their carbon footprint.

- They will launch or refurbish 10 more boutiques with Hedi Slimane’s eco-friendly store design concept by 2015.

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3. Target Market Saint Laurent is positioned in the luxury premium market to serve fashion-conscious, independent and strongmined consumers. Demographically, they are upper class male and female shoppers aged between 20 and 40, who usually have high income and high education levels. They vary from graduates in their first jobs, to business men and women, to wealthy socialites or celebrities. On the psychographics side, they have an urban lifestyle and highly appreciate luxury buying. Saint Laurent consumers are active in the digital sphere; they follow celebrities on Twitter and usually shop online. They are keen on reading fashion magazines like Vogue, GQ, Elle and Love. Additionally, Saint Laurent has another consumer group, which is composed of customers who have remained loyal and are career-oriented wealthy individuals aged up to 50. In the strategic marketing plan, Saint Laurent will prioritise gaining a bigger market share within the first newly targeted segment. The following marketing strategies will mainly aim to acquiring more young consumers.

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4. Marketing Mix and Strategies 4.1 Product and brand Yves Saint Laurent’s primary objective is to create and market highly desirable products, which embody the core values of the brand through innovation and unparalleled quality and design (Kering financial report 2012).

In the marketing plan, Saint Laurent will continue the current product and differentiated marketing strategies that approach to both long-term loyal customers and newly targeted younger consumers. The YSL logo products will remain because they are a part of the brand’s heritage and address the demands of customers who desire highly branded products (Appendix 1- Customer Loyalty Management). Products with innovative design concept will continually boost the acquisition of young consumers and will help to establish and stabillise the new brand image. The current eco-friendly packaging will also be retained.

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Saint Laurent introduced ready to wear for men and women, in accessories, jewelry and shoes. The cosmetic division is licensed to the L’Oreal group.

The new design concept after relabeling celebrates a ground-breaking style. The razor-sharp design concept remains loyal to the luxury identity yet gives a youthful twist to the brand. The merchandise has a distinct attitude and is made of fine materials and fabrics. The designer offers permanent collection and season by season based collections; the formal includes continuity products with the Y and YSL logo, as well as new pieces designed by Hedi Slimane. This collection keeps the heritage of the brand and will hold the attention of long-term loyal customers. The season-by-season based products give fresh, chic and edgy designs to younger consumers. The current product strategy has proven to be a huge success. In the brand transition phase of the first half of 2013, sales of ready to wear and leather goods products showed extremely strong growth, occupying almost twothirds of the total sales figure (Kering financial report first half 2013).

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Saint Laurent Brand Identity Prism

Custo

mer

Avant garde Provocative Youth centric design Luxury

nalit

Relationship

Represent fashion aware upper classwealthy young individuals Delicate to creativity and agility

Per s o

Refle c

ted I

mage

Aristocratic Melancholic Successful Groundbreaking Powerful, Individuality Daring

y

High-end fashion Rock and roll Luxury with a youth twist Genuine designer hedi slimane Quality leather goods

ima f l e rS

ge

e

m Custo

Constructed Source (Customer) 11

Stylish Unique Independent Fashion trend creator Urban lifestyle

Internal Facets of the Brand

A Historical and sophisticated luxury brand with French chic aesthetic and fashion-forward design concept.

YSL Logo Re-labeling-Saint Laurent Paris Known for Le smoking dinner jacket ique Black eco-friendly packaging s y h P Innovative store design concept

Culture

External Facets of the Brand

Constructed Source (Brand)

Positioning Map

High Fashionability

Hermes Chanel Dior

Low Price

FCUK Zara Topshop

Saint LouisLaurent Vuitton M Dolce & Gabbana Rag& Bone Balenciaga Maje Alexander Wang Louis Vuitton Alexander McQueen the Koople Roberto Cavalli Prada Balmain Dolce &Moschino Gabbana Prada McQ by Alexander Burberry Balenciaga Louis Vuitton McQueen Alexander McQueen Love Moschino High Price Balmain Just Cavalli T by AlexanderWang Ted Baker Pierre Balmain Raph Lauren Michel Kors Fred Perry Tory Burch

Low Fashionability 12

4.2 Price The marketing objectives for pricing are building market shares in the retargeted market and retaining brand awareness and loyalty. Financially, we seek to increase revenue in order to support the brand transition and market expansion. The current pricing strategy will be continued in the coming season with the above marketing and financial objectives. Permanent timeless products will continue to be marked up twice a year by 4% to 10% based on sales performance and competitor’s pricing strategies. The pricing for the next collection will raise 3% on average in higher profits, while the opening price point will stay level and the volume of articles in the mid price tier will increase. Saint Laurent has an accurate premium pricing strategy, accommodating the target consumer group of medium to high-income individuals. While the affordable entry level of £135 gives shoppers an opportunity to experiment with the brand, which can greatly help the brand to acquire potential consumers. The price ranges of permanent collections are from £215 to £2,970 for women’s and £170 to £2,755 for men’s. The current ready to wear collections are priced between £250 and £ 3,215(women’s) and between £ 135 and £ 5,215.

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4.3 Place Saint Laurent has an exclusive distribution strategy. Products are available in 121 direct operated stores or in more than 36 countries, selective high-end department stores such as Harrods and Selfridges, official e-shops and selective premium online department stores like net-a-porter. In 2014, mobile sales channels will be developed, alongside the improvement of online shopping delivery services. The number of bricks and mortar stores will continually expand with a focus on high profit emerging countries, Middle East, USA and Japan.

In terms of distribution, the company will continue an ambitious expansion of its global retail presence featuring its new store concept. The focus will not only be on emerging markets but also on further development in the USA, Europe and Japan. Existing stores will also be progressively redesigned with the new store concept (Kering Reference Document 2012).

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Today, with the development of high-tech products, one in five people in the world owns a smartphone (Heggestuen, 2013). In the UK, 72% of the population uses a smartphone. Generation Y has an 89% ownership rate (Styles, 2014). Indeed, a study showed that three out of four UK mobile users will own a smartphone by 2016(E-Marketer, 2013). Mobile shopping is increasingly popular among smartphone owners, especially those young individuals that Saint Laurent targets. A mobile shopping app will greatly satisfy the shopping demands of smartphone users. It will also become a new profitable distribution channel for the company as well as a way to spread the brand into the young generation.

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The design concept of the mobile shopping app is to provide most efficient and effective shopping experience to users. The application will adopt a simple and practical product navigation menu consisting of product categories. Users will choose their country at the beginning in order to have prices converted into local currencies. In the main menu, shoppers can choose to shop the products, view/edit the shopping bags, view their accounts and find other information in the dropdown ‘help’ menu. The app is planned to launch with the A/W 14 ready-towear collection. The whole range of new collection products will be available on the app.

SHOP SAINT LAURENT SHOPPING BAG MY ACCOUNT LOCATION: UK | GBP HELP

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Meanwhile, the official online store is assessed to have effective product loading speed, practical navigation, a convenient check out process, and a variety of payment methods. The only enhancements will be reduction of the delivery charge, speeding up of the shipping time, and enabling of Internet shopping services available to more regions. The current shipping charge is higher than that of many luxury competitors on average (Appendix 3), while the delivery time is slow when ending to some remote countries. Consequently, the brand will invest 15% of online sales income in speeding up the shipping process by selecting more good delivery companies to cooperate on a country-by-country base. Saint Laurent is a well-known global fashion brand, and the online shopping platform satisfies a great number of demands from global consumers. Currently, it ships to 60 countries and regions. In the last year, only Australia was added to the shipping list (Wong, 2013). As can be seen from the Kering financial report (2012), the Asia-Pacific region generated 21% of total revenue, and the percentage is reported to be continually growing. In the first half of 2013, sales increase in emerging markets reached 20.8%, which accounted for 28.4% of the total sales within the period, going up 100 basis points compared to first-half 2012, in which the United Arab Emirates and Greater China demonstrated noticeable growth (Kering financial report first half 2013). By evaluating the above financial figures and other considerations, it was found that more emerging high profit countries are qualified for a language specific site with delivery service in 2014: UAE, Singapore, Korea, Hong Kong, and China.

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4.4 Promotion and Communication The promotion strategies will concentrate on advancing video campaign advertisement, social media communication, selling promotion, and contest promotion (Japan only). Besides, based on the analysis of the current market situation and the company’ marketing history, we will invest 16% of operating profits in marketing promotion and communication, and 36% of the budget will be allocated to internet marketing and online advertising (Rocketmedia.com, 2013). (Appendix 7. Marketing Timeline)

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After rebranding, Hedi Slimane produced merely one commercial film ‘Dance’ to introduce the ballerina shoes.

The film was published on the brand site and the YouTube brand channel. A few more films about ready to wear, leather goods and shoes are planned for this year. They will not only be published on the official website and on YouTube, but will also be screened in-store to enhance the VM as part of the promotional activity. To support the video campaign advertisements, the company will invest in new digital screens in 25 large stores out of 121. Moreover, the retailer will continually focus on public relations through Facebook and Rwitter, Adding contents more frequent and creating interactive topics to hit 2.1 million followers on Facebook and 2 million followers on Twitter by 2015.

Social media initiatives were met with extraordinary success as social platforms were fully integrated into global communications practices and strategies. As of December 2012, Yves Saint Laurent had nearly 1.2 million fans on Facebook and was one of the most popular luxury brands on Twitter with over 1.1 million followers (Kering financial report first Half 2012).

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Lastly, in store selling promotion strategy will focus on better visual merchandising and customer service. The eco-friendly store design will apply to new stores and 10 more existing stores to improve visual merchandising (VM) and achieve the organisation’s sustainability commitment.

Customer service will be improved via several strategies mentioned in Appendix 6 - Internal marketing. Online selling promotion will be devoted to reducing customer hesitation from the high delivery charge. Saint Laurent will therefore have ‘free delivery days or periods’ to encourage sales as well as send out promotional code to registered customers from time to time.

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4.41 Ad campaign design Contest – CSR related promotion Holding contests is a frequently used communication strategy that allows the brand to gain attention (Smallbusiness.wa.gov.au, 2013). Sponsoring design contests to support art and design students is considered a socially supportive activity that will endear the brand to consumers. The activity will also create widespread public attention for company’s products without overtly advertising (Hose, 2013). In 2013, Samsung demonstrated the outstanding potential of contest promotion in Italy. They cooperated with business schools and sponsored a competition to make a marketing launch plan for their new laptop, with prizes of internship opportunities, laptops, scholarships etc. This contest promotion strategy raised Samsung’s brand image and brand impression amongst students, and gained huge attention in Italian newspaper reports, online blogs and word of mouth (Student Competitions.com, 2013).

In recent years, Saint Laurent in Japan has had achieved an impressive sales performance. To further expand the brand, the company will sponsor a competition to create an advertising campaign for the new bucket bags in Japan. The artwork’s format could be digital campaigns, style shoots, videos or graphic works. The three best artworks will be selected to be shown on the official website. The winning designer will have a 6-month internship opportunity after graduation; the second and the third designers will receive an offer to see a Saint Laurent catwalk show in Paris. The information and requirements of the contest will be published through cooperating arts universities and on the brand’s Japanese site. The competition will be reported in local fashion magazines, local fashion or news websites as well as Saint Laurent social network sites.

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5. Financial Plan Budget of the year: Prospected In Recurring Operating Income (IROI): €84million ≈£70million Marketing budget: £11.2 million (16% of IROI) Digital promotion and online advertising budget: £5million (36% of total marketing budget)

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Marketing Budget Activity

Budget in GBP Pounds

Ad films, look book and photo campaigns product cost

300,000

Offline advertisements (magazine ad, celebrity endorsements etc.)

2,000,000

Feature digital screens in 25 stores

2,500,000 (Cost reference: Necdisplay.com, 2013

10 stores refurbishing to new store design

4,000,000

Japanese design student contest

60,000

Internal marketing (Appendix 6)

150,000

Fasten delivery time and give out free delivery days and promotional codes to online store/mobile store registered shoppers

1,400,000

Develop mobile app store

12,000

Online store userability enhancements

20,000

Social networking communication (create topics, celebrity mentioning, prioritise search results etc.)

200,000

Other digital advertisements

758,000

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6. Implementation Plan Annual Con- At the end of 2014 we will assess the current marketing plan’s perfortrol mance in preparation for developing marketing plan 2015. The ineffective strategies and mishandled implementation will be defined.

Financial control

Compare actual financial results with budgets and forecasts

Productivity control

Overall plan productivity will be evaluated from sales, and consumer segments. The mobile shopping app will be analysed according to the rate of downloads and mobile sales income. Digital communication and social media productivity will be assessed in comparison with targets. The productivity of the design contest promotion in Japan will be assessed based on the number of participants, the amount of news and reports about the activity, the number of social networking mentions and the sales performance of the advertised bucket bag.

Strategic control

The marketing functions of all strategies in the plan will be assessed. The green credentials of implementing these strategies will be evaluated.

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7. Conclusion To embrace the marketing targets of expanding the brand, stabilising the brand after retro branding, and acquiring younger consumers, the marketing plan integrated various solutions to address current issues and to improve current strategies. Based on the study of the current brand positioning, product benefits and current promotional activities, the strategies are developed to cover aspects of digital communication, mobile shopping, contest promotion, online advertising, internal marketing and implementation. According to the implementation strategy, the effectiveness of the plan will be assessed through sales growth, customer segment changes, green credentials and many other perspectives.

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8. Appendices Appendix 1. Customer loyalty management by Holt in ‘How brands become icons’ (2004) Brand loyalty is like a social network, Saint Laurent will always have continuity product line to represent the brand heritage as part of the customer loyalty management strategy to retain long-term previously targeted customers.

Brand loyalty is the customers’ willingness to stay with the brand when competitors come knocking with offerings that would be considered equally attractive had not the customer and brand shared a history.

Once a brand has inserted itself as the performer of myths for a network of insiders, followers, and feeders, individual customers find it very difficult to walk away from the brand to competitive offerings because they lose the social effects of this network. To decommission an iconic brand is a collective decision. An icon’s tenacious hold on its customers can be broken ty two events: (1) A critical mass of followers abandons the brand because the brand’s myth is not addressing their current anxieties, or (2) a critical mass of insiders rallies against the brand because it has denigrated the populist world in which they participate.

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Appendix 2. Levels of product benefits Core product benefits The core benefit is the fundamental need that customers satisfy by consuming the product or service (Wood, 2013). Saint Laurent offers high quality luxury products with edgy design. It addresses the needs for holistic benefits (clothes, shoes)/ functional benefits (handbags, watches), aesthetic benefits and social benefits (Appendix 5). To illustrate, a Saint Laurent handbag has functional benefits as it enables users to carry things more conveniently; it is also designed to be elegant and fashionable to satisfy the aesthetic requirements of the consumer; lastly, it is a branded designer handbag that represents the social class and consumption status of the owner.

Actual product benefits Actual products have characteristics including quality level, features, design, a brand name, and packaging, which allow them to deliver the core benefits. Saint Laurent offers a wide range of luxury branded merchandise within the categories of apparel, shoes, accessories, jewelry etc. They have high quality standards and provide durability to consumers. They are designed based on avant garde concepts, combined with sophisticated environmentally considerate packaging. The prices of luxury products are higher than that of products at other market levels to maintain exclusivity.

Augmented benefit This benefit represents the added value of a product’s core benefit and actual benefits (Wood, 2013). Saint Laurent provides great customer service as well as after sales product warranty.

Potential benefit Luxury merchandise has many potential benefits that endear consumers. The purchase of luxury products may be seen as an investment that can retain its value. For instance, a Saint Laurent handbag in the permanent collection will not be marked down, yet its price is designed to rise by 4% to 10% twice a year. Secondly, many of the customers may purchase luxury for the purpose of self-fulfillment. Also, some Saint Laurent products provide potential situational benefits. For example, a customer would buy a branded evening dress to go to a formal party.

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Appendix 3 Online shopping Shipping Time and Charge Comparison Researched on 5 Jan 2014 Shipping destination: Winchester, United Kingdom Standard delivery

Express delivery

Saint Laurent

£10 3-6 working days

£20 1-3 working days

Louis Vuitton

Free 4-6 working days

£20 2-3 working days

Balenciaga

£10 3-6 working days

£15 1-3 working days

Valentino

Free 4-6 working days

£26 1-3 working days

The Kooples

Zara

Free express delivery 1-3 working days Or Free Pick up in store 3-5 working days £3.95 Free on order over £50 3-5 working days

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£9.95 1-2 working days Or Free Pick-up in store 3-5 working days

Appendix 4. Segment variables Customer characteristics

Demographic 20-35 year olds Generation Y, Single, in relationship or young couple Male and Female Adults

Socioeconomic Upper class Relatively high income level ÂŁ30,000 to ÂŁ300,000 High earning students, socialites, business men and women, celebrities University education All religion All ethnicity

Geographic Global Urban area All climate

Lifestyle/personality Fashion aware Desire for uniqueness and individuality Urban lifestyle

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Product-related approaches

User types

Price sensitivity

Regular and potential

Brand, quality and differentiation focus

Purchase and consumption patterns

Perceived benefits

high consumption level Quality Buying into the brand, focusing on con- Image enhancement sumption of ideas and experiences Service Brand loyalty

Media exposure and usage

Loyal costumers and Experimenters

Multiple media usage

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Appendix 5. Definition of product benefits by Albert Wenben Lai (1995) (1) Functional benefit refers to a product’s capacity for functional, utilitarian, or physical performance. Functional benefits are derived from the tangible and concrete attributes that a consumer may directly experience when using or consuming the product.

(2) Social benefits are the perceptual benefits acquired from a product’s association with social class, social status, or a specific social group.

Highly visible products (e.g., clothing, jewelry, and automobiles) often carry social benefits.

(3) Affective benefit refers to the perceptual benefit acquired from a product’s capacity to arouse feelings or affective states. Affective benefits are often associated with cultural-ethnic meanings (e.g., Christmas trees, Thanksgiving turkeys) or personal, idiosyncratic meanings, tastes and memories (e.g., foods that arouse feelings of comfort through their association with childhood experiences, or cars with which consumers are said to have “love affairs”).

(4) Epistemic benefit refers to the benefit acquired from a product’s capacity to satisfy curiosity, provide novelty, and/or meet a desire for knowledge. Exploratory, novelty-seeking, and variety-seeking consumption behaviors are examples of epistemic value pursuit. Also, a consumer’s propensity to adopt new products is consistent with epistemic benefit (Sheth et al. 1991).

(5) Aesthetic benefit refers to the benefit acquired from a product’s capacity to present a sense of beauty or to enhance personal expression. Aesthetic benefit usually is subjective and idiosyncratic. Style demands, product-appearance demands, art purchases, and fashion-following are examples of consumers’ pursuing aesthetic benefits.

(6) Hedonic benefit refers to the benefit acquired from a product’s capacity to meet a need of enjoyment, fun, pleasure, or distraction from work or anxiety. Olshavsky and Granbois (1979) claim that hedonic benefit is an important dimension of many products. People are not always looking for rational or “serious” benefits; they may want to relax or be distracted. Taking a vacation trip, going to bars, watching sports, comic movies or TV programs, or even buying funny trinkets to make fun of friends are examples of hedonic benefit pursuit.

(7) Situational benefit refers to the benefit acquired from a product’s capacity to meet situational needs in specific circumstances. A product acquires situational value in the presence of antecedent physical or social contingencies that enhance its functional, social, or other benefits. Situational benefit is measured on the profile of a particular consumption situation.

(8) Holistic benefit refers to the perceptual benefit acquired from the complementarity, coherence, compatibility, and consistency in a product constellation as a whole. Holistic benefits are frequently required and perceived in clothes, furniture, and food consumption. Holistic product benefit is a result of “synergy” derived from a product combination. Its implications for marketing strategy will be discussed later in detail.

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Appendix 6. Customer service and Internal marketing Objectives - To ensure the effectiveness of operating the external marketing plan - Commit to the goal of guaranteeing the best customer service.

- Integrates brand culture, company structure, human resource management and strategies with the employees’ professional and social needs (Wood, 2013) Activities The company now gives two training opportunities to new entrants – ready-to-work induction and ready-to-wear/leather goods knowledge training. Regularly, employees will also be trained about the new collections every season. In 2013, all employees had training related to the brand transition. However, the company communicates with shop floor staff only via unilateral daily report e-mails (Savochkin, 2014). The solution will be to create an employee site under the Kering employee site to achieve interactive internal communication. The staff-networking site will update daily company news and allow employers and employees to post ‘micro blogs’ in relation to brand changes, new targets, shop floor situations etc. Additionally, the staff hard copy handbook will be replaced by digital copy on the site, which will encourage employees to commit to the company’s CSR targets.

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Appendix 7. Marketing Timeline

2016 July 2014

March 2014 Print and produce posters, instore banners and window graphics Create and print staffing training handouts Create lookbooks and send out to wholesalers, magazines, and fashion bloggers.

Creating mobile app

New advertising campaign features in store and online for the new collection 25 screens delivered instores Visual merchandising complete in stores Commercial film upload on YouTube New campaigns on official social media pages Launch Instagram marketing programme Feature campaigns on the homepage of 30 cooperated department online stores.

Improve online stoer userability luanch mobile shopping app

July 2015 Assess sales and profits Assess customer satisfaction

July 2017 Expanding to more countries online and offline December 2015 Assess sales and profits Assess customer satisfaction Asess

February 2014 Produce Ad campaign Style shoots Produce commercial film Japanses student design contest start

Expanding to more countries online and offline

May 2014 Staffing training Refurbish new store concept in 10 stores product 25 instore screens

December 2014 Assess sales and profit Evaluation the effectiveness of marketing strategies Assess customer satisfaction Assess the increasing rate of twitter and facebook followers send out promotional code of online stores. free online shopping delivery during Christmas

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