Management and Marketing report for Topshop

THE

REPORT FAD 178

By Gill Crouch Fashion Photography Group 2 1

Contents 3. Introduc>on and Objec>ves 4. Execu>ve Summary 5. Brand History and Heritage 7. Market Sector 8. Channels 9. Opera>onal Models 11. Market Posi>oning 12. 3D Perceptual Map 13. Ansoff Matrix 14. Boston Matrix 15. Topshop Basic -­‐ Pen Portrait 16. Topshop Unique -­‐ Pen Portrait 17. Financial and Performance Review 19. Objec>ves of Research 21. Key Consumer Insights Gained 22. Brand Handwri>ng 24. Fashionability Diamond 25. Porters Compe>>ve Model 26. Price Architecture 28. Internal Perceptual Map 29. Vehicles communica>on 32. Perceived Strength and Validity of Current Offer for Exis>ng Target Market 33. P.E.S.T.L 34. Trends and Culture 35. SWOT Analysis 36. Concluding Statement and Key Opportuni>es 37. References 42. Bibliography 43. Appendices

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Introduc>on and Objec>ves Topshop is a Bri>sh high-­‐street chain that started back in 1964. Since star>ng up, Topshop has developed itself as a leading brand within Bri>sh fashion, with over 300 stores na>onally, and now shipping to over 100 countries worldwide.

Opera>ng as a marke>ng consultant I have been asked to review the current market posi>on of TOPMAN/ TOPSHOP and iden>fy a marke>ng based strategy to develop the brand and increase the long-­‐term sales poten>al and/or market share in new or emerging fashion sectors.

Objec6ves: • To iden>fy the current market posi>on, brand heritage and handwri>ng.

• To look at the strengths and weaknesses of the current brand proposi>on, rela>ve to the market and key compe>tors.

• To gain consumer insight through primary and secondary research to support your proposal.

• Macro Analysis. To look at the current trend(s) within the fashion market that will help define a strategic opportunity for the transforma>on or reposi>oning of the brand or a new branded development within the porbolio.

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Execu>ve Summary This report is going to analyse Topshop as a brand in terms of what products it sells, where its stores are posi>oned globally and how well it is currently performing in comparison to its compe>tors. The report analyses India’s culture, and economic climate, as a possible loca>on to expand into, and through customer research analyses a strategy on how to make it viable and successful.

The report also looks at Topshop’s performance compared to 2 main compe>tors, H&M and Zara. It looks at who Topshop’s target market is and how it communicates to its customers in terms of adver>sing and promo>ons. It shows that Topshop uses both above and below the line adver>sing strategies to communicate to its customers, and that Topshop uses 3 main pricing strategies to appeal a larger market.

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Brand History and Heritage 1964

• •

• •

2002

•

1992/1994

2005

•

1965

1970’s

•

1964: Sheffield department store launches its concession line by the name of ‘Peter Robinson’s Top Shop’. Aimed at younger shoppers, the store soon grew in popularity thanks to its innova>ve approach to fashion.

1965: The store expanded to the basement of the flagship Peter Robinson store in Oxford Circus 1970’s: TOPSHOP and their counterpart TOPMAN enter the high street as stand-­‐alone retailers for the first >me.

1992: The largest fashion store in the world opens as TOPSHOP and TOPMAN, united in Oxford Circus.

1994: The iconic TOPSHOP flagship store is unveiled at 214 Oxford Street, London, where it s>ll remains today.

2000: TOPSHOP.com is launched, beginning the brand’s online presence 2002: NEWGEN scheme begins with the aim of championing new designers. Over the years it’s aided the careers of some of fashion’s biggest names, such as Alexander McQueen, Christopher Kane, Louise Goldin, Marios Schwab and Jonathan Saunders.

2005: TOPSHOP’s Unique collec>on becomes the first high street brand to show at London Fashion Week. To this day, it’s one of the holest >ckets in the Fashion Week calendar.

2000

•

5

•

•

• •

2009 2010

2011

2012

2007: First of 14 historic collabora>ons with fashion icon Kate Moss, designed to emulate her envied sense of style. The sought aner collec>on proved so popular that the Daily Mail reported a 10% increase in profits and provided the public with high end fashion at affordable prices.

2009: The first TOPSHOP flagship store opens outside the UK in none other than New York City and becomes an immediate success.

2010: The legendary partnership with Kate Moss comes to an end. Alongside her final collec>on Kate Iconic is launched, featuring her 10 most popular designs to date.

2011: Eagerly an>cipated collabora>on with J W Anderson hits stores.

2012: The second largest TOPSHOP store in the UK opens in our very own Leeds.

The grand opening saw Pixie Geldoff take to the decks, eager shoppers queuing for hours and complimentary make-­‐up treatments and manicures for visitors.

2007

•

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Market Sector UK Branded High-­‐street Retailer. As a Company it has over 300 stores in the UK, and over 140 stores interna>onally in countries such as Australia, Canada and Brazil. The map below shows and indica>on of where Topshop’s interna>onal stores are based, and in some of the larger countries how many stores they may have. The map also shows a good indica>on of where they are not currently trading in-­‐store -­‐ such as India, China and Mexico – or where they may only have a few stores – such as America, Brazil, Canada and Australia (Aracadia, 2012).

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Channels Topshop uses a variety of channels to communicate and make shopping easier for it’s customers. Most popular amongst shoppers would be the in-­‐store and online shopping environments, with 1.9 million visi>ng the website and 250,000 visi>ng the Oxford street store a week (Arcadia, 2012).

Topshop has always been at the forefront in terms of using technology, so to keep up to date they have an iPhone and iPod app that you can download from iTunes and their website. The app allows you to not only shop, but scan products in-­‐store to read reviews and find other stores that stock that item. It also allows you to browse and save your favourite’s so you can come back to them later or find them in-­‐store.

As well as having a big online presence, Topshop is expanding on the high-­‐street. With more than 300 stores in the UK alone, Topshop no longer just markets itself as a wholesale store, with concession stores now appearing in many big Debenham’s and Selfridges 1 across the country.

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Opera>onal Models Topshop currently operates under a Horizontal business format. This means that in order to produce clothing, each product has to pass through a series of stages from the Designer, to the factory, to the store and finally onto the customer. This can prove to be a very costly way of doing things as it has to pass through so many hands before it makes any money. Ideally Topshop need to think about restructuring their business into a Ver>cal Business format. This would cost them less and ensure clothes come from the designer to the customer at a faster pace.

Designer

Factory

Store

Customer

Topshop have recently been reported to be looking into doing just this. Aracadia have hired Tesco’s buying director for clothing Jon Bennel, to work alongside chief opera>ng director Dave Shepherd, on their new sourcing strategy. Although nothing has been confirmed as of yet Arcadia have confirmed that Bennet and Shepherd are working together and have been in talks with suppliers since July (Drapers, 2012).

One way they could shake it up and be more cost effec>ve is to have the factory and the sourced materials in the same countries. Onen fabric is sourced in many different places meaning heny transporta>on costs. Clothing is made in countries such as Romania and Turkey, so to have the factories or stores in these countries too would make their business structure more ver>cal.

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If Topshop was to re-­‐structure it’s company to be more ver>cal then it would work in a more similar way to its compe>tor Zara. Zara currently has a turn around period of 1-­‐2 weeks, from designs to the shop floor. Changing would not only mean products are in stores faster, but they would cut costs on products changing hands and being transported. Below id what their new business model could look like.

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Primark H&M New Look River Island

Market Posi>oning High Quality

Topshop Zara Urban Oubilers ASOS

Low Price

High Price

Low Quality

The diagram to the len shows how Topshop compares to its major compe>tors in terms of price and quality. As you can see Topshop fares well for a high-­‐street brand with prices not being too expensive and the quality being of a good standard too.

In comparison, Primark is not doing so well as its products may be cheap but of poor quality. This may alract ini>al customers looking for a bargain but is not good in the long term.

Zara on the other hand is doing very well, with prices only slightly above that of Topshop, but with a beler quality to match.

This will keep customers coming back >me and >me again as they know it’s a brand you can rely on.

ASOS is the only non-­‐store brand featured on this diagram. Even though it is only based online they have a huge presence.

Compared to the others brands shown ASOS has good quality which is usually on par with Topshop and Urban Oubilers, however their Prices tend to be cheaper. They do feature expensive items but most items are of a reasonable cost.

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H&M Topshop

3D Perceptual Map

Zara

Special

Formal

Smart

Casual

Basic

Sport Tradi>onal

Updated Class Contemporary

This 3D map shows more accurately the rela>onship between Topshop and two of its compe>tors, H&M and Zara.

As you can see Topshop covers a lot of the market as it is updated class but also quite contemporary. It also has a wide range of products from the occasional sport-­‐wear to casual and onto special wear.

Zara shows itself to be more of a contemporary brand ranging from basic item to formal and venturing into special occasions.

However H&M shows itself to be verging on contemporary but more suited towards updated class. H&M doesn’t really fall into the special category, it features some formal wear but it is best suited between smart and sport-­‐wear.

As Topshop covers a wide range of the market it is more likely to alract a wide range of customers. It does this by catering to each individual need, which it also does through it’s pe>te and tall ranges.

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ANSOFF Matrix The table shows Topshop broken down into 4 areas as to how well it is performing. As Basics 3 for £12 Tall you can see Topshop has a heavy Underwear 3 for £10 Pe>t involvement in all 4 aspects meaning it is Socks £ for £8 Unique working hard to relater to customers both Student discount 10% Bou>que new and old through its use of new and old

Make-­‐up product and collabora>ons. Topshop is Celebrity Collabora>ons – Louise doing par>cularly well at alrac>ng new Grey customers though its brands collec>ons, hos>ng over 27 designers in clothing alone.

Marke>ng Development Diversifica>on It is also performing well in terms of its Selling products abroad Love internal brands such as pe>t, tall and New Flagship stores Motel unique. This means Topshop caters to more Click and Collect Prely Polly of its target market as there’s something for Apps Rare everyone, and by expanding into make-­‐up Free Worldwide Delivery (over Just Female you can now create the complete look £100) Oh My Love simply by visi>ng one store. H&M is doing Free Delivery over £75 Henry Holland well in some areas par>cularly as it has its Gins

own home-­‐wear and kids ranges.

Maternity is also a huge plus for them as most stores have Market Product Market Product stocked this range. Zara is Penetra>on Development Penetra>on Development equally as good as it caters for Maternity Low Prices Teen Gin Cards Kids both kids and teens alike, Baby 3 for £10 Kids Cosme>cs

however it is lacking in ways to Home-­‐wear penetrate the market. Topshop Marke>ng Diversifica>on Marke>ng Diversifica>on does well to do this through By – Aaron Moran Development Maison Mar>n Development offers and promo>ons, its Apps Margiela Size 18-­‐28 Films bou>que ranges, and also things

Dressing Room

like student discount.

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Product Development

H&M

Zara

Topshop

Market Penetra>on

BOSTON Matrix Jersey Basics Skater Dresses Skater Skirts Legging Ballet Shoes Pencil Skirts

Denim Shoes Bags On trend items e.g. style emails

Ques>on Marks

Make-­‐up and Cosme>cs

Cash Cows

Zara

Stars

Basics range Kids Range

Ques>on Marks Aaron Moran

Dogs

Maternity Children’s wear

Stars

Handbags Shoes Coats

Dogs

Denim

Cash Cows

H&M

Topshop

Cash Cows

Basics Underwear Hoodies Bags

Ques>on Marks Cosme>cs

The Boston Matrix analyses products within a company in terms of how well they are performing.

The cash cows are the items within a company which are cost effec>ve and keep customers coming back for more. For Topshop this is its basics range and key silhouele items. The stars are the stores best sellers, for Topshop this includes its Denim range. This is because it is versa>le in terms of leg lengths, size and colour. There is a pair of jeans for everyone. The ques>on marks refers to products that are new that may not be performing that well at the moment, but figures show that they are on the increase. This could apply to Topshop’s cosme>cs range, it wasn’t very successful at first however figures have risen since they increased the range and selec>on of products. The final sec>on, Dogs, refers to all the items that are on the decrease and not performing very well. For Topshop this could refer to its maternity and children’s lines.

This could be because the lines are not available in most Topshop stores or because they are not widely promoted and adver>sed. The 2 Stars smaller diagrams give a brief Kids outline of how Zara and H&M Shoes compare. H&M has had the same Dresses issues regarding its maternity and cosme>cs ranges, however with Dogs both Zara and H&M, their Maternity children’s lines are both performing much beler.

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Topshop Basic -­‐ Pen Portrait Name: Holly Age: 21 Ethnicity: White Caucasian Occupa>on: University Student Studying: Fine Art at Cardiff School of Art Height: 5’2 Size: 10

Holly is an easy going girl born in the west of England. She loves fine art, indie music and travelling. She shows her personality through her choices in hair and make-­‐up and clothes, but she is also not scared of the odd piercing. She likes to experiment with wacky prints and hair colours, but understands that it is s>ll important to have your staple wardrobe items. For her these include, ballet pumps, denim shorts and jersey tee’s. Holly loves to dress up and party with her friends, and loves nothing more than a Topshop dress and killer pair of heels to do it in. When she’s not busy partying or doing coursework Holly likes to spend her >me reading i-­‐D and hanging out with friends.

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Topshop Unique -­‐ Pen Portrait Name: Alexa Age: 25 Ethnicity: White Caucasian Occupa>on: Presenter, Model Height: 5’7 Size: 8

Alexa is a 25 year old, self confessed, Shopaholic. She enjoys wearing classic lille black dresses, boots and well tailored clothing. Alexa isn’t afraid to pay a bit more for a more quality product as she knows it will last and never grow old. She is a sophis>cated young woman appreciates the finer things in life, as she has to work hard to be able to afford them.

Living in a studio apartment in east London, Alexa like to spend her evenings at exclusive bars and Gallery events with other young socialites and up and coming ar>sts.

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Financial and Performance Review The two reports on this page are taken from the Arcadia and FAME websites. The one to the right is from Arcadia, showing Arcadia’s Financial performance for year 2011-­‐2012. Below is the FAME report. This report shows details solely for Topshop and Topman.

The arcadia report tells us that despite making money s>ll, profits are down compared to the year before. On the website, the report goes on to explain that to combat this they are becoming more focused on stock management control, which in doing so has resulted in improved markdown and margin.

You can see this displayed in the report as the margin is up 1.2% from last year, the equivalent of £32 million.

Despite the current economic climate, Topshop has done well to keep its total sales up. Total sales for 2011-­‐2012 were down 3£3.5 million compared to that of the previous year, however compared to other high street stores this is nothing, with many big high-­‐street names entering administra>on and going bust.

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The two report featured on this page are taken from the FAME website. They show the key financial data for two of Topshop’s largest compe>tors, H&M and Zara.

Zara’s profit loss before tax, was higher last year than that of H&M and Topshop alike, yet H&M had a higher turnover than both Zara and Topshop.

The reports show that Topshop is performing beler than it’s 2 compe>tors, however this is not to say that H&M and Zara aren’t performing well. All 3 companies show a steady growth in turnover, over the past few years, despite being in a recession.

Zara

H&M

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Objec>ves of Research Earlier research into the market sector showed that there are currently no Topshop stores located in India. This would make it a prime candidate for expansion, however to do this it is essen>al to understand India’s cultures, tradi>ons and beliefs.

With an influx of new money and new opportuni>es, India has become a rising global powerhouse over the last two decades (New York Times, 2012). India has a popula>on of over 1 Billion, with more than 80% of it with Hindu beliefs. It is important to understand this, as Hindus believe that cows are sacred, they will not eat, kill, or use any substance from a cow (BBC Religion, 2010). This mean the use of leather and fur products would not be appropriate in India if Topshop was to go ahead and expand.

Not being able to use fur and leather/suede would understandably affect many of Topshop’s products such as bags, shoes and jackets, however it does open up a gap in the market for an affordable, quality, faux-­‐fur/leather line. This would be customers could stay fashionable and on trend without compromising their beliefs.

Accessories and jewellery would also fair very well in India as what we would call costume jewellery is a big part of their culture, especially for celebra>ons.

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If Topshop was to move into India it would make sense to source and manufacture more of its products out there too. This would cut down on exporta>on costs and leave a larger profit margin. However Topshop need to be aware that if they are to manufacture in India, they must make sure they adhere to fair trade and ethical clothing standard regula>ons. One company who came under dispute for how they were trea>ng workers is Gap. Back in 2007, “following an Observer inves>ga>on, the story broke that Gap had children working in near slavery condi>ons at an Indian subcontractor” (Mintel, 2009).

Gap has since enforced a ‘Code of Vendor Conduct’ which it monitors to make sure this does not happen again, but it shows that even big brands if not properly monitored are willing to act in-­‐ethically when they have >ght profit margins to meet. Topshop already has such policies in prac>ce to make sure this does not happen. With a fair trade line already under its belt, Topshop uses it’s own programme based on ILO, Universal Declara>on of Human Rights & other good prac>ce guides, to monitor its workforce and produc>on line.

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Key Consumer Insights Gained

To look further into the consumer and their needs a small survey was issued. The survey was posted online and alracted responses, although mainly from the UK, from all over the world. The Survey showed interes>ng results as it showed that people all over the world take an interest in ethical clothing, and in par>cular the use of fur and leather.

Although only a small percentage, some surveys were filled out from customers currently living in India. The results showed that customers in India prefer to shop in-­‐store. This backs up the proposal outlined on the previous page as India does not currently have a Topshop store. The results also showed that Leather and Fur would probably not be suitable materials to be sold in India as India has a large Hindu popula>on and it is against their beliefs to use such materials.

Although this means that a large amount of Topshop’s Jackets and shoes might not be accepted in India, it does confirm an opening within the market to produce an affordable but quality, faux fur and faux leather line that allows customers in India to stay fashionable without compromising their beliefs. This would be an ideal way to alract customers in a new culture as it shows respect for their culture and beliefs, and paints Topshop as a trust-­‐ worthy brand within their society.

The line could ini>ally be launched for this reason in India, but since there was a high response globally about fur and leather, if successful it could be launched in other countries too.

Do you agree with leather and fur being used to make clothes and accessories?

No Yes Some>mes

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Brand Product Handwri>ng and Outline Range

21st Century Phenomenon

Pink dot for sale Designer Celebrity Topshop Logo’s Affordable Unique

BRAND

Seeking fresh and new experiences

VALUE AND RELATIONSHIP

Affordable Fashion

Brand Experience

CONSUMERS Pen Portrait

Bou>que Affordable Good Quality

PROFIT INNOVATION AND EXECUTION

Celebrity Collabora>ons Nail Bar Hair Bar Selfridges Personal Shopper Online In-­‐store Experience

Key Silhouele

Trend/High-­‐street

INFORMATION AND INPUT

Bri>sh

COMPANY

High-­‐street Fashion Company

Above and below the line marke>ng drives conversa>on

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Brand Equity Pyramid K.Keller – 1983

Loyalty, 1-­‐on-­‐1 Alachment, Online World Community

RESONANCE Quality, Credibility, Considera>on

Durability, Reliability, Price

40° Wash High Fashion

JUDGEMENTS

Fun Reliable

FEELINGS

Affordable Price Skimming PERFORMANCE

Penetra>on

Warmth, Fun, Security

Black and White Kate Moss IMAGERY

Polka Dots

SALIENCE Fashion – High-­‐street – High Trend

Personality and Values, History and Heritage User Profiles

Category Iden>fica>on, Needs Sa>sfied

By breaking the diagram down into this pyramid, you can easily see what parts of the company fall into each sec>on. It is more concise and gives a more accurate view of the company as a whole and how they work and relate to their customers.

The two diagrams show us that Topshop as a brand has built a trustworthy rela>onship with its customers through its prices, quality and style. The brand is easy to associate with through the use of its logo’s and black and white colour scheme.

Topshop alacks its prices by using affordable, price skimming and penetra>on strategies. Topshop also understands that it has to be on trend and accessible for everyone through uses of its basics ranges, and its high end collabora>ons.

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Fashionability Diamond The Fashionability Diamond shows how products in a store can be broken up in accordance to price and how fashionable they are.

This is a Diamond for what Topshop looks like. As you can see Topshop has products in each segment, but in par>cular in its basic and mid range. Some items such as Leggings may feature in more than one sec>on as the basic colour’s and fabric will be at the bolom, where as more vibrant palerns and designs may feature in mainstream. In certain cases you may even find a limited selec>on in the trend sec>on, however the more the risk (e.g. trend) the less stock a store tends to have. This is because they may be very successful one week, and a complete flop the next.

BASIC MAINSTREAM TREND

Unique Bou>que Made in Britain

TREND

Louise Grey Leather Jackets

Motel Love Handbags

Denim Socks Underwear Ballet Pumps

MAINSTREAM

Moss Gins Printed Leggings Studded Pumps

BASIC

This is what a Fashionability diamond for Zara could look like (len). Unlike Topshop, most of Zara’s products are made up of Trend items. This means they are high risk and onen high risk items. The reason Zara is able to do this is because its customers understand that they may be paying more for an item, but they are less likely to produce or stock as many of them meaning the client gets a more exclusive product. Zara is also able to act on current trends quite quickly as they are a ver>cal business. H&M (right) has the same basic set up as Topshop, however the difference is they have a lot more products in the basic part of the pyramid. H&M are more of a low end business in compared to Topshop and in par>cular Zara.

Hoodies Crop Tops Leggings Jersey Basics

TREND MAINSTREAM

BASIC

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Porters Compe>>ve Model Basics

Topshop

Differen>a>on

H&M

Unique

Low Cost

Zara

Focused

This diagram shows Topshop and 2 of it’s compe>tors, and what area of the market they fit into. Topshop sits in the differen>a>on box as it aims to stand out against compe>tors by crea>ng lines everyone will want and can afford. H&M falls into the low cost sector as it primarily uses low costs to drive sales. Zara would fall into the focused sector because, as one of the countries largest brands with a turn-­‐over of only 1-­‐2 weeks, it has high end and on trend items that appeal to customers wan>ng something fresh and good quality. This however does mean that it’s prices are higher. Topshop is aware of how these brands alack their sec>on of the market, so it has its own ranges that it uses to cash in on them too. Topshop’s basic range a skater skirts means it can compete with H&M as its prices are lower. It can also compete with Zara through it’s Unique range. This would make Topshop a threat to both H&M and Zara. However through its recent Celebrity collabora>ons, H&M is finding itself more able to compete in the focused sector, so Topshop has to ensure they stay on top of their game so they do not become a threat.

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Price architecture Topshop

25%

50%

25%

Good

£1 -­‐ £19

Beler

£20 -­‐ £59

Best

£60 +

Topshop uses 3 forms of price structuring to alack its market.

These 3 strategies are: Price Skimming, Penetra>on and Premium. The premium would be the exclusive, high-­‐end but also high price products. Penetra>on would be the mid range items at affordable cost and quality that appeals to everyone.

Price skimming would be shown through its cheaper items and promo>ons to undercut its compe>tors and make it more viable. By using all 3 combined, Topshop can appeal to a much wider market.

The diagram to the len shows how Topshop’s products can be broken up in terms of quality, fashion and price, and how much of the total stock it amounts too. As you can see the first box says good and has the price of £1-­‐ £19. This would account for items such as the jersey basics, underwear, leggings etc. It also shows that approximately 25% of the brands range falls into this category.

The ‘beler’ category accounts for the more mid-­‐range items.

These could be items laid out in the mainstream sec>on of the fashionability diamond (see previous page). This category would average around the £20 -­‐ £59 mark and amount to 50% of the company.

The final sec>on accounts to around 25%, the same as the good sec>on. This would be the items in the top of the fashionability diamond, for example the unique and bou>que range. As already stated the more more on trend an item is, the less made and stored. It also means that these items are higher in price. This is why this sec>on is marked £60 +.

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Zara Good

£1 -­‐ £19

Beler

£20 -­‐ £79

Best

£80 +

H&M 15%

60%

25%

30%

50%

Good

£1 -­‐ £25

Beler

£26 -­‐ £49

20%

Best

£50 +

In comparison to Topshop, Zara’s ‘good’ sec>on accounts for only 15% of its en>re products. The ‘beler’ sec>on also accounts for a wider range price wise at £20-­‐£79 and covering 60% of its products. Its ‘best’ category amounts to 25% of its total products which is the same as Topshop, however Zara has a higher star>ng price of around £80, meaning that Zara’s prices in general are more expensive than Topshop’s. This could be because they decide to focus their prices using a premium strategy rather than Price Skimming.

H&M show different results to both Zara and Topshop alike. Zara showed itself to be a slightly more premium brand in comparison to Topshop, however judging by H&M’s results, you can clearly see that their main strategy would be price skimming and penetra>on of the market. The average price of H&M’s products is lower in every sec>on, and even though the majority of items fall into the ‘beler category (the same as Topshop and Zara), H&M has the highest rate of products aimed between £1-­‐£25 in the ‘good’ category. What this concludes is that Zara has proven itself to be a premium high-­‐street store, along with H&M proving to be a lower-­‐end High-­‐street store, yet Topshop falls in the Mainstream sec>on which means it is more likely to appeal to a wider audience as it is a good price, fashionable and a good quality.

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Internal Perceptual Map This is a map to show how one of Topshop’s most popular items has been adapted to reach the appeal of more customers. As you can see there are 3 skater skirts on the map, the first is a green jersey skirt which is low price, fashionable yet s>ll quite basic. £16 This skirt retails at £16. The next Price Skimming skirt is a red velvet skirt. This skirt is more on trend but with this more expensive at £28. The final skirt is a sequin skirt which is right on trend at £45. What this chart Low shows you is the more fashionable Price an item the higher the price.

Another thing is that the more fashionable it is the less of a product will be produced and stocked. By adap>ng this simple design it will appeal to many customers, the budget conscious and the fashion forward. The other good thing is that many customers will eventually end up shopping from each category, that way they have a basic version and a more dressed up version.

Fashion

£45 Premium

£28 Penetra>on

High Price

Basic

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Vehicles Communica>on Above the Line

Topshop uses many forms of above the line marke>ng. Above the line refers to adver>sing that approaches the mass market, it does not pin point a singular person or customer.

This would include editorial or adver>sing spreads in magazines, billboards, posters Topshop’s own 214 magazine and other in-­‐ store adver>sing, buses and Topshop.com

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Below the Line

Topshop also uses forms of below the line adver>sing. Below the line adver>sing refers to the things that target an individual. For example, the Topshop app targets Individuals by being quick and accessible and having special features you can only access throughout the app. It can be personalised too so you get a more tailored experience.

Other resources could include Topshop’s popular ‘Inside-­‐ Out’ Blog. Readers can subscribe to, and comment on, posts involving them in the company and products. It also means Topshop can find out its customers likes/dislikes and thoughts on current trends in a less formal manor. Topshop also uses social media such as Facebook and Twiler to do this.

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Current Promo6ons and Offers

Topshop currently has some promo>ons on it’s basic’s range.

These include: • 3 for £8 on Socks • 3 for £10 on Knickers • 2 for £10 0n Jersey tops

These offers may vary in exact price or quan>>es however they are usually around the same value and run all year round. Topshop also has seasonal offers. These are separate to their sale as the selected items or lines may s>ll be carried in store for a period of >me. Topshop currently has it’s winter promo>onal offers on items such as boots, hoodies, jumpers and cardigans and coats.

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Perceived Strength and Validity of Current Offer for Exis>ng Target Market Topshop is currently doing well at rela>ng to its consumers through its products. Customers associate with Topshop through its logo. They associate this with being a strong, trustworthy, and quality product. Topshop understands that the market falls into 3 sectors and iden>fies well with all 3, hence opening itself up to a wider clientele.

As shown in the Porters Compe>>ve model, Topshop uses its ranges to penetrate different markets, however Topshop needs to be aware that other companies are using the same strategy which make them a poten>al threat. Topshop’s ranges can be easily broken down into Basic, Mainstream and Trend items. When compared to 2 of its compe>tors Topshop was doing very well with many products in each sec>on.

Topshop also u>lizes the popularity of a basic item and cashes in on it by reproducing it into all 3 sectors. A good example of this is the skater skirt, as shown on the internal perceptual map. While some other brands have started to do this, Topshop is already doing well at it as many customers will in >me buy from all three sectors of the pyramid.

Topshop also understands that to keep up to date with its market and the change in how customers shop, it has to use forms of above and below the line marke>ng. Topshop was one of the first stores to produce it’s own mobile app and blog, however it is not the only brand that is now doing this. Despite being one of the first, ASOS is quickly overtaking Topshop in terms of it’s online presence. It is doing this through the use of Marketplace, where customers can buy and sell new and old items, and through the convenience of its website. ASOS too has a blog, Twiler and Facebook page, however it’s ASOS.com is strides ahead through the use of catwalk videos to see how clothes move, and photo’s of real models wearing the clothing. This is a huge threat to Topshop and something they need to improve if they are going to con>nue to compete with other major online brands.

32

P.E.S.T.L Poli>cal

Economical

Obama re-­‐elected as president of the United States Police and crime commissioners Elec>ons Israel bus bomb injures 10 people San Francisco poli>cians outlaw public nudity

Britain announces it is out of the recession UK government monthly borrowing rises more than expected to £8.6bn New Look could close up to 100 shops Comet sheds another 735 staff

Social and Cultural

Technological

Breast Cancer Awareness Month Mumbai Taloo Conven>on Alien spoled in Northern Lights Rothko ‘could take 18 months to restore’ Jackson Reunion Tour Comes to UK Bollywood film makes U.S Top 10

iPad Mini New 4G Service Apple ‘opens eBay store’ Na>onwide rural broadband upgrade approved 3D photo booth 'prints' models of faces Flexible Samsung phone ready in early 2013

The PESTL indicates what is going on through out the world in terms of Poli>cal, Economical, Technological and Social and Cultural news. The diagram is just a simple breakdown of things that have recently made the news, some of which might effect the retail industry and its opportuni>es to expand. It can also open up opportuni>es for specialist lines and campaigns, for example October was Halloween, and November is Breast Cancer awareness month. Stores may choose to have gin or clothing ranges to celebrate such events. Recently Obama was re-­‐elected as President, and the UK announced its officially out of the recession, this could lead to the public having a posi>ve mental state and even poten>ally a rise in retail profits. It has also just been announced that Rural broadband is due for an upgrade. If the level of suburban internet is improved this could lead to more customers shopping online, especially with the announcement of Apple’s new ebay store. More customers could also be forced to shop online with New Look announcing this week, the possible closure of up to 100 stores.

33

Trends and Culture The retail industry has struggled over the last few years due to the current economical climate. Companies have no>ced a decrease in sales due to customers having less disposable income. However recent reports show that Britain is now officially out of recession (The Guardian, 2012), so over the next few years figures should slowly be on the increase. For some companies though it is too lille too late with companies such as JJB going into Administra>on and finally closing back in October (The Telegraph, 2012). High street store Comet is also in trouble, announcing that it too has gone into Administra>on at the beginning of November (BBC News, 2012).

However its not all doom and gloom, Phillip Green has been reported to say that he is staying posi>ve despite Arcadia’s total sales being flat at £2.68bn. Green said that moaning about the current climate “isn’t going to help me make money, We’ve got to up our game” (The Guardian, 2012).

A recent report published how stores don’t just need to change in terms of keeping profits up, but also as customers are evolving stores need to adapt too to make sure that they are s>ll offering the best form of service (Deloile, 2011).

The report explained how over the last few years there has been a decrease in demand for stores, yet a stores online presence has become increasingly important. Stores need to adapt to make sure they are approaching customers through more below the line marke>ng strategies such as the use of social networking, apps and email.

Topshop is currently at the top of its game when it comes to interac>ng with customers, especially compared to some of its compe>tors. As already outlined on pages 26-­‐27, Topshop uses blogs, Twiler, Facebook and email no>fica>ons to constantly keep in touch with its customers. It also uses its mobile app very well allowing you to search and buy straight from your mobile phone. Another way that Topshop is now able to help its consumers s through its ‘click-­‐and-­‐ collect’ service. Ini>al reports were announced back in March (Drapers, 2012) and the service was later launched in June of this year. This is just another way Topshop is working to make itself accessible to customers, gone are the day of wai>ng in for parcels, or missing them and spending days trying to chase them up.

34

S.W.O.T Analysis The SWOT analyses a company in terms of what is doing well, how it could improve, and any problems Well known and trusted brand Website isn’t as good as some it may incur. Topshop is a strong, and well Logo compe>tors established, interna>onal company. This being said, Quality products Staff don’t always represent there are s>ll many countries that do not feature Celebrity collabora>ons company well -­‐ aytude an in-­‐store experience, instead they may only offer Part of London fashion week

their website. Other countries could also be Apps, blog, Twiler, Facebook developed through more stores and maybe other

flagship stores being built. Another problem is that

compared to some compe>tors, Topshop’s website isn’t as good as it could be. It could be improved Opportuni>es Threats through the use of real models, and catwalk videos.

Expansion into other countries River island Kids range This is a key opportunity that would appeal to Click and collect ASOS Marketplace – buy and sell customers a lot. A main threat Topshop has is River Become a ver>cal company

Island’s Kids range. Topshop’s is currently From Somewhere collec>on struggling as outlined in the Boston Matrix, Catwalk videos on website whereas River Islands is proving to be quite

successful both with children and parents.

Compared to some compe>tors though Topshop shapes up well as it’s quality is good and doesn’t compromise on price, e.g. H&M. Strengths Weaknesses Strengths Weaknesses However H&M does fair beler in On trend quickly Doesn’t associate Cost effec>ve Quality some>mes Ver>cal company with teens well-­‐ Website compromised terms of its website, allowing you to Trusted brand marke>ng?

Celebrity pick your own model and dress them in Quality products

collabora>ons oubits, nit just see one item. Equally Zara and Topshop do well in terms of Opportuni>es Threats Opportuni>es Threats Maternity Brands with Celebrity Bring out a bou>que Market Place-­‐ASOS Quality, yet Topshop is beler than Blogs, Apps endorsements and range Brands using blogs, Zara in terms of Celebrity Market place-­‐ASOS collabora>ons House other brands apps, etc Collabora>ons, below the line

Tall/pe>t adver>sing, and Topshop has a 35 maternity range.

Weaknesses

H&M

Zara

Topshop

Strengths

Concluding Statement and Key Opportuni>es In this report I have examined the market sector and found out several key observa>ons. The first observa>on is that Topshop does not currently have a store trading in India. As a country that’s on the up financially this would be a great place for Topshop to look at expanding their business into. Through customer research I have found that customers in India prefer to shop in-­‐store rather than online so there is definitely need for a store, rather than just an online environment.

To penetrate India’s market successfully Topshop could bring in a Faux fur/leather line. As 80% of India’s popula>on is Hindu this would appeal to them as they can be fashionable without going against their religious beliefs. The customer survey showed that it is not just customers in India who are against leather and fur but globally this is something people are taking more of an interest in. this could mean that if launched and successful, the line could go global.

Through analyses of the Boston Matrix I have also found that many items under the sec>on ‘cash cows’ could also be very successful in India. This is because they are fashionable but cost effec>ve, and being made from jersey they are quite breathable and stretchy, which when being worn in a warm and fast paced country is essen>al. Topshop’s Jewellery collec>on could also be a big hit over in India, due to the large Bollywood culture.

My final objec>ve is that if Topshop was to expand into India they could look at sourcing and producing more of their clothing over there too. This would give the store a much faster turn around and make Topshop more of a ver>cal company. This would allow Topshop to compete on a more even playing field with the likes of Zara.

36

Page:

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39

30. -­‐ ANON., 2012. Topshop. Redant [Online]. Available: hlp://www.redant.ie/ar>cles/topshop/ [7.11.12] -­‐ ANON., 2012. We are a Digital Crea>ve Agency. Acknowledgement. Available: hlp://acknowledgement.co.uk/work/Topshop [7.11.12] -­‐ Jacabag., 13/7/11. Newspaper Nails on the Topshop Blog!. Paper Blog [Online]. Available: hlp://en.paperblog.com/newspaper-­‐nails-­‐on-­‐the-­‐topshop-­‐blog-­‐72390/ [7.11.12]

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34. -­‐ Stewart, H., 25/10/12. UK emerges from double-­‐dip recession. The Guardian [Online]. Available: hlp://www.guardian.co.uk/business/2012/oct/25/uk-­‐emerges-­‐from-­‐double-­‐dip-­‐recession-­‐george-­‐osborne [21.11.12] -­‐ Ruddick, G., 9/11/12. JJB Sports collapsed with debts of £150m. The Telegraph [Online]. Available: hlp://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9668410/JJB-­‐Sports-­‐collapsed-­‐with-­‐debts-­‐ of-­‐150m.html [21.11.12] -­‐ ANON., 1/11/12. Comet retailer to go into administra>on. BBC News [Online], Business. Available: hlp://www.bbc.co.uk/news/business-­‐20164228 [21.11.12] -­‐ Kollewe, J., 21/11/12. Topshop owner Philip Green tells UK retailers to stop moaning. The Guardian [Online], Business.

Available: hlp://www.guardian.co.uk/business/2012/nov/21/topshop-­‐philip-­‐green-­‐retailers-­‐moaning [21.11.12] -­‐ ANON., 2011. The changing face of retail: The store of the future: the new role of the store in a mul>channel environment.

Deloile [Online], Pages 1-­‐8 (14). Available: hlp://mycourse.solent.ac.uk/mod/resource/view.php?id=81501 [15.11.12] -­‐ Faulkner, R., 10/10/12. Topshop to launch click-­‐and-­‐collect. Drapers [Online]. Available: hlp://info.drapersonline.com/ [21.11.12]

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•

42

APPENDICES

43

Appendice 1 Survey: 36 Total Finished Other (please specify) 16.0% 5

Belgium 1. Are you male or female? Singapore Male 19.4% 7 Canada Female 80.6% 29 Finland

Mexico 2. What is your age?

18 to 24 77.8% 28 4. When shopping do you buy…

25 to 34 13.9% 5 In-­‐store 22.2% 8 35 to 44 2.8% 1 Online 5.6% 2 45 to 54 2.8% 1 Both 72.2% 26 55 to 64 0.0% 0

65 to 74 0.0% 0 5. Is economical and ethical fashion 75 or older 2.8% 1 something you take an interest in

when shopping?

3. Where do you live?

Yes 22.2% 8 England 77.4% 24 No 33.3% 12 Wales 0.0% 0 Some6mes 44.4% 16 Scotland 0.0% 0

Northern Ireland 0.0% 0 6. Do you agree with leather and fur Ireland 6.5% 2 being used to make clothes and America 0.0% 0 accessories?

France 6.5% 2 Yes 25.0% 9 Spain 0.0% 0 No 50.0%18 Australia 3.2% 1 Other (please specify) 25.0% 9 India 3.2% 1 -­‐Leather yes fur no Sweden 0.0% 0 -­‐Only leather Switzerland 0.0% 0 -­‐Only Leather Germany 3.2% 1 -­‐Personally I wouldn't wear clothes Russia 0.0% 0 made of fur/leather, but if the China 0.0% 0 material is second-­‐hand, I find it as a Japan 0.0% 0 beler op>on

-­‐Both parents are vegetarian, -­‐Indifferent dad works for the environment -­‐Not too fussed agency.

-­‐Yes to leather, no to fur.

-­‐I don't agree with the -­‐Leather yes, Fur no manufacturing process of -­‐Leather is important for leather and fur so I don't buy it. protec>on. For example motorcycle clothing because it's however I do buy second hand one of few materials that provide leather shoes because fake leather shoes make my feet very lille abrasion smell.

7. Do you have any beliefs or life -­‐I am Hindi style choices that might influence -­‐Morals -­‐Vegetarian your opinion?

Yes 27.8% 10 No 72.2% 26

8. If answered yes to the previous ques>on could you provide more informa>on...eg vegetarian, religious beliefs Responses (9) -­‐Way of life, lifestyle, more alterna>ve, alterpop, rock as I enjoy this kind of music and this kind of lifestyle.

-­‐Fur is wrong -­‐ I'm a vegetarian but not for animal rights reasons.

-­‐I don't believe in buying expensive clothing -­‐Vegetarian

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