Boohoo Marketing and Communication Plan Report by gyasein

ETHICS FORM ETHICS FORM ETHICS FORM ETHICS FORM ETHICS FORM

N0753203 4,011 WORDS ETHICAL CLAUSE

“I confirm that this work has gained ethical approval and that we have faithfully observed the terms of approval in the conduct of this project.” Date______________ Signed ____________

Fig. 2

01 INTRODUCTION p.6 1.1

introduction (p.7)

1.2

research methodology (p.9)

WHERE IS BOOHOO NOW? p.10

THE

2.1 2.2

brand story (p.12)

2.3

the 4 câ&#x20AC;&#x2122;s (p.18)

2.4

pestle analysis (p.20)

2.5

market oveview (p.26)

2.6

core competancies (p.30)

2.7

2018 financial performance (p.34)

2.8

issues and challenges (p.36)

2.9

brand health (p.39)

brand essence (p.16)

2.10

customer profiling (p.42)

2.11

social channels audit (p.48)

2.12

website audit (p.58)

2.13

shopping experience (p.68)

2.14

competitor analysis (p.70)

2.15

customer journey mapping (p.76)

2.16

macro-trends (p.80)

03 WHERE DOES BOOHOO WANT TO GET TO? p.88 3.1 3.2 3.3 3.4

brand vision (p.90) SMART objectives (p.92) gen Z attitudes (p.96) 3-Year Marketing Strategy (p.98) - year 1 (p.100) - year 2 (p.100) - year 3 (p.101)

ONTENT 5.1

04 HOW WILL BOOHOO GET THERE? p.103

Year 1 action and communication plan (p.104) - SMART objectives (p.105) - phase 1 (p. 106) - phase 2 (p. 110)

5.2 5.3 5.4

B2B (p.114) budget plan (p.114) measure and review performance (p.115)

6.1

05 CONCLUSION p.117

06 SUPPORTING MATERIAL p.119 appendices

6.2 online survey (p.120) 6.3 one-to-one interviews (p.125) 6.4 focus group (p.128) 6.5 sustainability plan (p.131) 6.6 SWOT analysis (p.133) 6.7 SOSTAC model (p.136) 6.8 AIDA model (p.138) 6.9 implementation timeline (p.139) 6.10 budget plan (p.140) 6.11 consent forms (p.145) 6.12 image references (p.147) 6.13 references (p.156) 6.14 bibliography (p.161)

INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION INTRODUCTION Fig. 3

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Description: Boohoo babe killing it.

INTRODUCTION This report explores the current marketing strategies of British online fast-fashion retailer boohoo, with the aim of uncovering key opportunities and threats that will emerge as a result of these; particularly when seeking to support customer retention and drive brand engagement. Hence, it focuses primarily on boohooâ&#x20AC;&#x2122;s core competencies, their to date achievements and downfalls, the success factors and obstacles that surface when analysing both their macro and micro environment, and lastly, the major issues that must be addressed going forward. Accordingly, this report will conclude with a comprehensive three-year marketing strategy that will also incorporate a one-year tactical communication plan that will allow boohoo to maximise their growth potential in the UK market.

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Fig. 4

Fig. 5

PRIMARY RESEARCH

Fig. 6

ONLINE SURVEY To discover consumer awareness, usage and perception of boohoo, an online survey was created using Survey Monkey (see Appendix 1-9). It consisted of both open-ended and closed questions to allow for sufficient responses to queries, and both quantitative and qualitative research. The survey was shared on social media to ensure a solid number of respondents. Therefore, the sample consisted of 100 respondents (97 of which were female) from various demographic groups (ranging from 16-year olds, to over 25’s) that boohoo targets.

INTERVIEWS Interviews were carried out with two boohoo customers with the aim of gaining further insight into their current customer journey (see Appendix 10-11), in order to identify improvements around branding, targeting, and onsite experience.

FOCUS GROUP A focus group was conducted with five 19-21-year-old females (see Appendix 12) to better tailor the marketing strategies and most importantly, the communication plan to their needs . Therefore, the aim of this discussion was to: • • •

Establish boohoo’s current positioning in the UK. Explore the UK consumer’s perception of boohoo and their current marketing/communication activities in contrast to their competitors. Consider the possibilities of suggested marketing/ communication strategies that boohoo could implement.

SECONDARY RESEARCH

Secondary research was conducted using a varied range of resources. Alongside primary research, they provided deeper insight into boohoo’s market, competitors, consumers, and future outlook. 1. 2. 3. 4. 5.

Market Research Companies such as Mintel and CrowdTwist Market Intelligence Sites such as Euromonitor International Trend Forecasting Sites such as WGSN and Trend One Online Magazines such as Drapers and Forbes Academic Books such as Consumer Culture (Celia Lury)

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Fig. 7

RESEARCH METHODOLOGY

WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO WHERE IS BOOHOO Fig. 8

SWIPE LEFT TO EXPLORE

WHERE IS BOOHOO NOW? WHERE IS BOOHOO NOW? WHERE IS BOOHOO NOW? ^

O O O O O O O O O O O

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#BRAND STORY

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Fig. 9

- 13 -

0 6

print advertising began

20 0 7

boohoo was born

20 11

launched first tv advert 201

boohoo goes international launching in Australia & US

201

boohoo opens offices in London

boohoo PLUS is released

boohooâ&#x20AC;&#x2122;s mobile app is launched 16

boohoo hit 1,000 employees

boohoo PREMIUM was launched boohoo BEAUTY was launched

20 1

(Boohoo, 2018)

Fig. 10

- 14 -

Fig. 11

About boohoo >

Boohoo was founded in Manchester in 2006, by Mahmud Kamani and Carol Kane. Since then, it has evolved into an award-winning, leading online fashion retailer with over six million active customers including the UK and internationally (Boohoo, 2018). Today, it is part of Boohoo Group alongside brands such as Nasty Gal and Pretty Little Thing.

worth over ÂŁ2bn Fig. 12

6.4 million active customers Fig. 13

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#BRAND ESSENCE - 16 -

Fig. 14

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WHO Personality

Benefits Authentic

Fashion

Diverse

Value

Inclusive Fashionable Innovative

Quality

Mission

THE BRAND BEHIND THE CLOTHES HELPING YOU TO #DOYOURTHING

Attributes

Value Proposition

(Boohoo, 2018)

Fun

Trendy and value-led products

Irreverent

Relatable social media approach

Social

(THINK WE)

ARE

#THE 4 Câ&#x20AC;&#x2122;s

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Fig. 15

#fashionista

CONSUMER

Boohoo have established their consumers to be 16-24-year-olds, from all walks of life, who aren’t afraid to express themselves and #do[their]thing. Their extensive product portfolio (ranging from womenswear to cosmetics) aims to equip them to continue doing so. By frequently introducing new lines such as plus and athleisure, they are actively ensuring they can find exactly what they want (Boohoo, 2018).

#budgetbabe

COST

Boohoo offers the ‘latest fashions’ (Boohoo, 2018) at affordable prices (average price range: £5 to £65), allowing their customer to style themselves on a budget.

#boohooonsite

CONVENIENCE As an e-retailer, boohoo have an online website where they ship internationally, as well as a mobile app. They also sell their products through popular third-party online retailers such as Asos, making themselves easily accessible. Additionally, they hold occasional sample sales in local communities and universities, where people can physically interact with the brand.

#social butterfly

COMMUNICATION Their marketing activity involves a varied mix of both traditional and digital media, including TV and print advertising, social media, affiliates, paid social, celebrity endorsements and collaborations, PR events and sponsorships. (Beckett, 2018)

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#PESTLE ANALYSIS - 20 -

Fig. 16

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AKA, THE BORING STUFF.

P E

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Political Uncertainty •

‘68% of consumers very or somewhat concerned about the future of the UK economy due to the June 2016 EU referendum and the 2017 election.’ (Mintel, 2018)

POLITICAL

Heightened Positivity •

Despite real incomes declining all throughout 2017 , ‘consumer expenditure in the UK increased 3% to £1.25 trillion in 2017’ (Mintel, 2018), whilst ‘32% say they’re confident about the year ahead, and 49% say they should be OK’ (Mintel, 2018) financially. Recruitment Market Flourishes

•

ECONOMIC

‘The value of the UK recruitment market grew by an estimated 5.8% in 2018 to £40.4 billion – a record high. Despite the air of uncertainty, hiring sentiment remains strong in the UK, underpinned by unemployment reaching a fourdecade low and ongoing GDP growth.’ (Mintel, 2018)

Need for Authenticity and Inclusivity

•

‘30% of female shoppers aged 18-27 want the clothing retailers they shop at to use models that represent the average person.’ (Mintel, 2018) Demand for Activism

•

‘81% of millennials expect companies to go beyond generating profit and serve as drivers of change.’ (Forbes, see Hammett, 2018) Amplified Peer-to-Peer Economy

•

‘81% of consumers trust advice of Family and Friends Over Businesses.’ (Hubspot, see Thomsen, 2018)

BOOHOOFIED The aftermath of Brexit has not had a significant impact on boohooâ&#x20AC;&#x2122;s rate of growth in 2018. Therefore, they increased UK and international sales by successfully expanding into countries such as France and Australia (Kane, see Guinebault, 2018). However, due to ongoing Brexit negotiations, they are left vulnerable to possible political disruptions.

BOOHOOFIED With a flourishing recruitment market, continued spending and heightened optimism, Boohoo is able to pursue further growth amidst a challenging economy.

BOOHOOFIED With a rapidly transforming social landscape, it is crucial for boohoo to ensure that they remain relevant by listening to their consumers. This involves considering innovative marketing strategies that will embrace their ever-changing needs, without compromising their identity.

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BOOHOOFIED The rise of e-commerce, m-commerce and s-commerce has caused expectations from an online shopping experience to rise dramatically. Consequently, as noted throughout, it is very worrying that boohoo are not continually adapting and most importantly anticipating changing consumer needs through constant innovation.

BOOHOOFIED Boohoo must consider the effect of factors such as changing foreign exchange rates on their operations, as they source products from India, China and Turkey. (Boohoo, 2018) In addition, they must ensure that they are respecting the laws of each country they operate in or choose to do so in the future (e.g. health and safety laws, advertising laws, etc.), to avoid legal implications. As, for example, they were recently reprimanded by the UK Advertising Standards for misleading claims on ‘faux fur’ products (BBC, 2018).

BOOHOOFIED Exemplified by the most recent negative press coverage on their ‘£5 dresses’ (Jahshan, 2018) and underlined by online survey results, boohoo is increasingly perceived as unethical. This is a serious threat that needs to be addressed in the long-term. (see Appendix 13)

Affinity with technology •

‘86% of UK Gen Zs believe tech makes their life better.’ (Asos, 2018) Rise of m-commerce

•

‘3 in 5 consumers purchase via a smartphone.’ (Deloitte, 2018)

Growing importance of an interactive online shopping experience •

‘40% of shoppers said they would like brands and retailers to use augmented reality technology to test a product out virtually before they buy it.’ (Drapers, 2018)

International Trading •

It is crucial for companies to be aware of possible threats such as trade barriers, fluctuations in foreign exchange rates, and the rising cost of importing goods, when pursuing international growth. As, due to Brexit, the Pound sterling is falling against other currencies e.g. the Euro and the Dollar (BOF, 2018).

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T L E TECHNOLOGICAL

LEGAL

Ethical Fashion •

‘Almost half (48%) of UK consumers say that they prefer to buy clothing from retailers that are trying to reduce their impact on the environment, rising to 60% of Gen Z consumers.’ (Mintel, 2018) Quality over Quantity of clothing

•

‘64% of female clothing consumers think that it is worth spending more on quality clothes that last.’ (Mintel, 2018) Sustainability of Products Prioritised over Price

•

‘46% of Gen Z said they would spend more on a sustainable product, and 31% have boycotted a brand for unsustainable practices.’ (Asos, 2018)

ENVIRONMENTAL

#MARKET OVERVIEW - 26 -

Fig. 17

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...... MORE BORING STUFF.

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Fig. 19

“

Fig. 20

“

Fig. 18

Clothing and footwear spend via online-only retailers is set to soar 67.4% over the next five years reaching £7.5bn in 2023...accounting for over one third of online clothing and footwear sales. (GlobalData Retail, 2018)

Fig. 21

UK ONLINE FASHION MARKET (Mintel, 2018)

50,000

Market value (£m)

45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000

2013

2014

2015

2016

Actual

2017

2018

Est.

Year

2019

2020

2021

Forecast

2022

2023

- 29 •

“43 pur % of cha Gen se dire Z soc ctly ial m e thr oug dia u h s sers oci al.” have m (Or igin ade , 20 a 18 )

Since being founded in 2006, boohoo has exhibited relentless growth in their market. Currently, it has the third largest market share in the UK after Asos and Next (Milnes, 2017). They predominately operate in the UK online fashion market (specifically womenswear) which is ‘estimated to be worth £19 billion by the end of 2018, an 8.6% rise from 2017.’ (Mintel, 2018) Unsurprisingly, due to the notable shift towards online shopping, their market is projected to grow massively: ‘by 72.5% in the next five years to £32.8 billion’. (Mintel, 2018) Therefore, according to Reuters (2018), unlike traditional high-street retailers who continue to struggle due to a declining footfall, online-only retailers that are mastering the art of e-, m- and s- commerce are flourishing; they are successfully resonating with ‘a generation of consumers’ who are now accustomed to shopping on their smartphones and sharing ‘fashion tips’ on social media. Consequently, this niche is flourishing. ‘Online pureplays’ are increasingly threatening even multichannel retailers like Topshop and Zara who have been ruling the market for years, by ‘evolving their proposition to offer a best in class shopping experience.’ (Willmott, see GlobalData Retail, 2018). As, they have acknowledged that as retail continues to transition from offline to online, taking a customer-centric approach is the only way to maintain momentum in this fastpaced market.

•

“Ov er h

alf the (68% ir s ) of ma G rtp en Z hon a e.” re bu (Dr y ap ing f ers a , 20 shion 18 fro ) m

#CORE COMPETeNCIES - 30 -

Fig. 22

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AWARENESS PRICE FLEXIBILITY IMMEDIACY SOCIAL MEDIA

#CORE COMPETANCIES

- 32 -

As illustrated in the SWOT analysis (see Appendix 14), boohoo’s core competencies in the market lie in their strong communication strategy that drives high brand awareness, their unique ability to combine the ‘latest fashions’ (Boohoo,2018) with ‘unbeatable value’, and their extremely targeted social media strategy that allows for direct engagement with their audience.

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Revenue (ÂŁm)

374.1 +32% 2018 2017

Fig. 23 374.1m

283.3m

Active customers

6.4 +22% 2018 2017

6.4m 5.2m

Number of orders

13.6 +22% 2018 2017

13.6m 11.1m

(Boohoo, 2018)

Order frequency

2.13 2018 2017

2.13 2.13

Conversion rate to sale

4.3% +30 bps 2018 2017

4.3 % 4.0 %

Average order value

ÂŁ39.25

+4%

2018 2017

13.6m 11.1m

Number of items per basket

3.06 +22% 2018 2017

13.6m 11.1m

2018 FINANCIAL KPI’s - 34 -

- 28 -

Evidently, boohoo credit their ongoing success to a combination of claimed unmatched core competencies, ‘clear strategic priorities’ (Boohoo, 2018) and ‘robust infrastructure’. As, despite a volatile backdrop, their ‘revenue for the year increased to £374.1 million, up 32% (29% CER) on the previous year.’ (Boohoo, 2018) However, as mentioned by Thurlow (2018), despite profit continuing to rise it is doing so at a significantly slower pace. This implies that boohoo must address underlying issues that are beginning to negatively impact their longterm profitability and pursuit of ‘industry-leading margins.’ (Kamani, see Martin, 2018)

2018 FINANCIAL

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#MARKET HEALTH Fig. 24

#ISSUES AND CHALLENGES - 36 -

Fig. 25

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VALUES USP

As summarised in the SWOT analysis (see Appendix 14), the most prominent issues and challenges that boohoo need to overcome are their confusing branding that has prevented them from establishing emotional ties, the erosion of their USP that has contributed to a lack of differentiation and lastly, the current lack of innovation on their platforms that has led to a poor customer journey.

INNOVATION EMOTION

SUSTAINABILITY

- 38 -

“

-STYLISH

-CHEAP

-BLAND

-BORING

“

-VALUE-LESS

-YOUNG (extracted from Appendix 4 and 12)

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#BRAND HEALTH

Fig. 26

BR AN

ND U SA A GE BR

N E SS RE

48%

of survey respondents considered themselves to be regular customers. This denotes strong brand loyalty amongst consumers who appreciate their trendy, ‘value-orientated’ (Boohoo, 2018) offering. (see Appendix 2)

52%

BR A

ERC E P

of survey respondents agreed that boohoo stands for ‘stylish’, ‘young’ and ‘affordable’ clothing. Hence, they are successfully translating their core values into the product ranges they sell. (see Appendix 4)

O NS TI - 40 -

SURVEY RESULTS

of survey respondents were aware of boohoo’s existence, indicating a remarkably high brand awareness in the UK. (see Appendix 1)

D AWA

95%

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!!! BRAND AWARENESS ‘87% of 18-24 year old girls have heard of boohoo.’ (Beckett, 2018) However, as explored later on, boohoo’s unmeaningful and undistinctive marketing may prevent them from continuing to drive awareness and most importantly, engagement.

!!! BRAND USAGE Despite heavy usage, it is particularly alarming that nearly half (48%) of the survey respondents and all focus group participants (see Appendix 12) alluded that it is essentially boohoo’s low prices that are driving their usage.

!!! BRAND PERCEPTIONS However, nearly none of the respondents associated boohoo with core values such as ‘inclusivity’. This signifies that there is a discrepancy between what they claim to represent, and what they communicate that must be addressed.

#CUSTOMER PROFILING - 42 -

Fig. 27

ARE YOU A BOOHOO BABE?

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EN S

C SO IAL

EN S S QWE

- 44 -

IC STYLER CH I

BOOHOO-ERS.

C S TY

DB A

RC LE

HIC

STYLER CHIC ST Y

core customer.

-ING ADULT-IN T L U GA AD

Fig. 30

UN NH I A

CH LER

Fig. 29

GENERATIONS OF

core customer.

DU LT

ING

AD U LT-ING A

Fig. 31

secondary customers.

Y ST

TER TREND A ND BA

CH IC

T UNTER REND AN H N D AI

ER TREND A

UN T

HIC STYL

secondary customers.

H IN

IAL QWEENS SO CI LE R C

OC SS EN

Y ST

OCIA L Q W E

Fig. 28

DUL T I NG

1. SOCIAL QWEENS (14-18) 2. TREND AND BARGAIN HUNTER (19-21) 3. Adult-ing (22+)

DB A A RG IN

D B AR

Their claimed core audience is 19-21-year olds; commonly university students with relatively low disposable incomes. However, if boohoo focus on fixing perceptions, there is an opportunity for them to create a lasting relationship with both trend and bargain hunter Emily and chic styler Lauren. Belonging to Gen Z, they are both willing to be evangelists for brands who value their needs.

NEEDS

TR E N D A N

When segmenting boohoo’s target market, it is evident that they attract a wide ‘fashion-hungry demographic’ (Gilliland, 2017) that can be broken down into different groups- from ‘social qweens’ that come across boohoo on social to ‘adult-ing’ individuals who have mastered ‘stylin’ on a budget.’ (Beckett, 2018)

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EMILY WESTON

quote of the day

“

Young, dumb and broke.

BIO Emily is a 19-year old undergraduate student at Manchester university, who has a passion for food and fashion. That’s why she is always hunting for instagrammable brunch spots and the trendiest clothing. When she isn’t watching Netflix and emptying a tub of ben and jerry’s, she loves to spend hours getting ready for a girl’s night out. Obviously, her go-to-choice would be boohoo. She finds the best bargains there, and they do next-day delivery- this is perfect as she often needs a dress last minute! However, if she finds a similar dress for cheaper at Missguided, she won’t think twice! It is fair to say she has shifting loyalties.

VALUES MY GIRLS, FASHION, FOOD, CLUBBING, NETFLIX

MOTIVATIONS trendy low prices quality

19 GENDER: female. PROFESSION: undergraduate fashion student. INCOME: broke asf. AGE:

MEDIA CONSUMPTION

uniqueness ethicality

FRUSTRATIONS FAKE PEOPLE, NEGATIVE BANK BALANCE, SLOW INTERNET

Fig. 32

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LAUREN STAGE

quote of the day

“

Live, laugh, love.

BIO Lauren is living the dream. As a fulltime blogger, she travels the world taking the cutest outfit pics and vlogs. Although her desire to shop the latest fashions draws her to boohoo, she is only an evangelist for brands who are real and have an impact. If they don’t stand for anything, then she does not feel emotionally invested in them, nor does she feel the need to share them with her 200k followers.

21 GENDER: female. PROFESSION: full-time fashion blogger. INCOME: getting there .... AGE:

MEDIA CONSUMPTION

VALUES MY GIRLS, FASHION, FOOD, TRAVELLING, PHOTOGRAPHY

MOTIVATIONS trendy low prices quality uniqueness ethicality

FRUSTRATIONS FAKE PEOPLE, CORRUPT MORALS, PINEAPPLE ON PIZZA

#SOCIAL MEDIA AUDIT - 48 -

Fig. 33

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47k

9.9k 2.8m

44k

5.8m

481k

N/A

N/A Fig. 34

You go, girl!

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BFF MARKETING Boohoo strives to communicate their essence by taking a personable approach on their social. This is reflected in the informal and chatty tone of voice used in all social channels that portray themselves to be a fun and relatable BFF to their consumers. Fig. 35

“Fancy an email exclusive?” For example, their email marketing headings always consist of remarks like ‘OMG’ or ‘Pssst!’; as part of their CRM strategy, these serve to encourage repeat purchases by giving playful reminders or offering tempting incentives.

“SEQUINS ON SEQUINS” According to Sharma (2018), by regularly updating their content, and using competitions, ‘dynamic imagery’ and ‘energetic wordplay’, boohoo is creating and maintaining a social buzz around them and their products. This has allowed them to build an ‘aspirational’ and ‘engaging’ community of followers, especially on Instagram.

Fig. 36

blog

Fig. 37

Fig. 39

Fig. 38

Fig. 40

Fig. 42 Fig. 41

“Hey, Pop Us Over a DM” Boohoo are not only using social media to drive engagement, but to also ensure a positive customer experience; they are often seen resolving customers’ issues through their platforms. They even have a dedicated customer service Twitter account.

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Fig. 43

Fig. 44

SWIPE UP TO SHOP

“Swipe up to shop” Boohoo are capitalising on the power of Instagram stories, a proven Gen-Z favourite ad format (Faull, 2018), to generate anticipation and excitement around new product launches such as KazXFit. They are also used to directly link followers to their website, streamlining their journey. With the use of both these and shoppable tags, they prompt shoppers to make instantaneous, impulsive purchases.

SHOP THE NEW FIT SHOP THE NEW FIT SHOP THE NEW FIT ^ SEE MORE

FIT FRIDAYS

- 52 -

Fig. 45

Fig. 50

Fig. 49

Fig. 46

INFLUENCER MARKETING

“60 percent higher campaign engagement rates are driven by micro-influencers; those campaigns are 6.7 times more efficient per engagement than influencers with larger followings.” (Pierucci, 2018)

Influencer marketing is an integral part of boohoo’s affiliate marketing strategy: The strategy has no doubt helped propel the growth of the brand. It noted recently a 200% rise in followers in the last 12 months alone. (Neate, 2017)

Fig. 47

By associating their products with individuals like Love Islanders who embody their brand, and reposting content created by their paid influencers, boohoo is successfully increasing traffic to their accounts and boosting brand usage and likeability: Fig. 48

Boohoo announced that it had tapped three of the stars of the show as its new ambassadors, a savvy move that will see Kaz Crossley, Alexandra Cane and Kendall Knight create clothing edits for the site, attend brand launches, events and post Boohoo-tagged outfits and discount codes to their combined three million followers. (Turner, 2018)

Fig. 51

Having recognised the growing impact of authentic micro-influencers, they have also recruited Boohoo Editors and introduced Student Ambassadors; these initiatives are both very cost-effective in uplifting engagement amongst their consumer base.

style inspo

862k

1.2m Fig. 52

Fig. 53

- 53 -

1.2m

see now, buy now

- 54 -

#BOOHOOBABES

Fig. 54

Fig. 55

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#DOYOURTHING Fig. 56

youtube videos HASHTAG MARKETING To stay socially relevant and converse with their audience, boohoo incorporate trending hashtags such as #WCW into their content, and are often seen strategically â&#x20AC;&#x2DC;veering into nonfashion related topics,â&#x20AC;&#x2122; (Gilliland, 2018): Recently, for example, it focused heavily on the Royal wedding, cleverly using it in conjunction with the release of a copycat dress. It also creates its own branded memes, too, using popculture related conversation to increase the likelihood of shares. (Gilliland, 2018) They also encourage user-generated content through hashtags like #boohoobabes, where consumers are encouraged to interact and share their looks with boohoo, for a chance to be featured on their Instagram and Instashop.

Fig. 58

Fig. 57

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3 GOLDEN (CONTENT) RULES

QUALITY OVER QUANTITY.

REINFORCE VALUES.

3. BE AUTHENTIC.

OPPORTUNITIES

WE SWEAR BY.

Killer Insight: 58% of survey respondents and all focus group respondents claimed to not follow boohoo on social media. (see Appendix 7 and 12)

WHY?

Missguided- authentic

Improvements 1. Stop Spamming! As noted by focus group respondents (see Appendix 12), an average of 3 emails a day and the publishing of content on Instagram every 1- 4 hours may result in their followers unfollowing them. It tends to annoy them if they are bombarded with unnecessary content.

Fig. 62

2. Meaningful Messaging! To gain their audience’s following, boohoo’s content has to be ‘distinctive’ and ‘worth it.’ Despite attempting to join the ‘#girlpower’ movement with PR concepts such their ‘#allgirls’ campaign, their approach is deemed ingenuine, and so results to boohoo being perceived as ‘value-less’ instead. (see Appendix 10 - 12).

Boohoo- misleading

Opportunities Fig. 63

Fig. 59

1. Promote The Fix Boohoo’s blog is underpromoted; it can be used by boohoo to connect with their consumers on a deeper level. 2. Take an active role on YouTube and Snapchat By not being active and securing a large following on these platforms, boohoo is missing out on a valuable opportunity to showcase their fun and irreverent nature.

“YouTube is the most regularly used social media platform by Gen Z shoppers. 66% of Gen Z shoppers use Instagram compared to 40% of millennials; they are more than twice as likely to use Snapchat.”

Fig. 60

(Accenture, 2017)

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Fig. 61

#WEBSITE AUDIT

- 58 -

Fig. 64

www.

- 59 -

- 60 -

STEP 1

Fig. 65

VISUAL APPEAL

The black and white theme that runs throughout gives a professional, clean feel to the site.

Additionally, the inclusion of most recent campaign images and collections such as ‘The Year of You’ are eye-catching and convey their fun and playful personality, setting the tone nicely.

HOMEPAGE “60% of customers say they would stop buying from a retailer if the website was difficult to navigate.” (Drapers, 2018)

Fig. 66

- 61 -

STEP 2

NAVIGATIONAL EASE AND USABILITY Specifically, the search button, filter options that are found within them, and image search tool, simplify their journey; customers can easily find a specific product instead of aimlessly scrolling through the site, decreasing bounce rate and making them more likely to convert. By categorising their product offering into sub-brands such as boohoo premium and utilising drop-down menus, boohoo establish a great ease of use. As, considering they release over 100 new products a day (Boohoo, 2018), this keeps shoppers from getting overwhelmed by their numerous ranges and allows them to explore sections accordingly.

The language option, serves to accommodate boohooâ&#x20AC;&#x2122;s growing international base!

- 62 -

UPGRADE PRODUCT DISCOVERY? YES PLEASE. “Voice assistants are already being used to make purchases by 40% of millennials, with that number expected to exceed 50% by 2020.” (Forbes, see Pingaro, 2018)

Fig. 67

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Fig. 68

PRODUCT PAGE “The most important is clear product images – more than 87% of people say that’s part of a great online shopping experience for them.” (Kestenbaum, 2018)

- 64 -

1 2 3 4

Boohoo include a series of high quality images for each of their product. These enable shoppers to evaluate a product by zooming in to see all details and angles. (Gary, 2017) All relevant product information can be easily accessed, building trust. Boohoo allows shoppers to share their wishlist, generating free website traffic. Boohoo include a ‘similar’ and ‘we think you’ll love’ section, that serves to encourage cross and up selling by providing ‘a personal shopper feel at no extra cost, adding value and service in an online-only environment.’ (Eccleston, 2016)

TUNITYIMPROVEMENTS

IMNPIR Y O T V U E T R O P P O STM 1. Appropriate Representation: As noted in interviews (see Appendix 10 -11), it is very frustrating when shopping at retailers like boohoo who don’t offer appropriate representation. Using limited body types does not demonstrate inclusivity. 2. Product Videos, FIT and AR: A common issue when shopping at boohoo was that when products arrived, they looked nothing like the picture (see Appendix 10-11), leading to high return rates and decreased confidence. As demonstrated by Asos, clips, FIT and AR technology can be used to solve this issue.

- 65 -

YOU ARE MISSING OUT OUT.

inspire me!

Fig. 69

1. Personalised Product Recommendations: Inspiring their shoppers ‘involves helping them find products they love, using artificial intelligence….to tailor a selection to them,’ (Drapers, 2018) This is an integral part of a memorable online experience.

2. Social Commerce Tools: Besides their “Instashop” incorporating Instagram content on their site, their website has limited social proof. To build social credentials, they can integrate product reviews and an ‘as seen on’ section.

STNEMEVORPMY I TINUT

I M Y P T R I N MEM NTESVO UTROPPO

Stats “The influence of personalization is rapidly growing on the product page itself: 64% of consumers are influenced by recommendations there, up from 19% in 2017.” (Kestenbaum, 2018) Fig. 70

“40% of Gen Z shoppers (versus 35% Millenials) regularly provide feedback online, most popular method being on retail websites.” (Asos, 2018).

- 66 -

“87% of shoppers will abandon a cart if checkout process is complicated.” (Fedorenko, 2018) Boohoo’s checkout processes are smooth as indicated later on in Emily’s journey. Late deliveries and complicated returns are also two major hindrances (see Appendix 10-11). Therefore, by offering a Premier delivery service, a variety of delivery options and free returns, boohoo provide a solution for every shopper, avoiding frustrations. In addition, the trusted payment options offered such as Apple Pay and PayPal, eliminate security concerns.

S T N E M E IMPROV

1. UK Afterpay Boohoo currently allow their US and Australian customers to pay in instalments through the After-pay service. But, as noted by Santamaria (2018), this is a service UK customers are also eager to have access to.

EME N T S

STEP 2

IMP R O T N E V M E V O EM R P IM

IM P R O V

STEP 1

IMPROVEMENT

Fig. 71

SWIFT CHECKOUT

CHECKOUT PAGE

OPPORTUNIT

NTS

N E M E V O IMPR

“70% of emotionally engaged consumers spend up to two times or more on brands they are loyal to, compared to less than half (49%) of consumers with low emotional engagement.” (CrowdTwist, 2018)

- 67 -

Fig. 72

1. Live Chat: Real-time customer service is becoming a new norm in e-commerce, as consumers grow increasingly impatient. (James, 2018)

PROVEMENT

1. Engagement-based Loyalty Scheme:

ITY OPPORTUN

OPPORTUNITY

E M E V O IMPR

CUSTOMER SERVICE AND FEEDBACK turn shooppers into advocates!

The website footer is highly informative, as it aids customers in understanding the practical/logistic side of their purchases. Their contact and social channel information are also listed there to validate boohoo’s existence and avoid customers having a bad experience by not being able to reach them when required. Boohoo’s referral program is an effective customer acquisition tool as it encourages WOM. However, with the proven effectiveness of engagement-driven loyalty schemes in inspiring loyalty as explored by Bond (2018) and CrowdTwist (2018), there is an opportunity for boohoo to offer rewards that go beyond monetary value and support customer retention.

Fig. 73

- 68 -

SHOPPING EXPERIENCE RATINGS

6/10 8/10 3/10

In summary, boohoo’s test and repeat strategy and social channels inject their shopping experience with newness. Additionally, their website is designed to encompass basic speed, convenience, and immediacy principles. However, when evaluating their overall shopping experience against the following factors that, according to Drapers (2018), are becoming ‘increasingly important to selling online’, it is evident that it is severely lacking in most areas.

3/10 5/10 - 14 -

“SPEED, CONVENIENCE AND IMMEDIACY” “NEWNESS” “INTERACTIVITY” “EXPERIENTIAL” “INSPIRATION” (Drapers, 2018)

- 69 -

#COMPETITOR ANALYSIS - 70 -

Fig. 74

FAST FASHION. FAST FASHION. FAST FASHION. FAST FASHION. FAST FASHION. FAST FASHION. FAST FASHION. FAST FASHION. - 71 -

BOOHOO POSITIONING STATEMENT

Boohoo have positioned themselves as an online fast-fashion retailer that offers ‘the most up-to-date fashion at incredible prices.’ (Boohoo, 2018)

- 72 -

COMPETITOR ANALYSIS

“There’s a lack of differentiation now and Boohoo hasn’t quite made its mark.” (Ormrod, see Faull, 2015)

As established, boohoo’s USP specifically lies in their remarkable ability to effectively combine ‘cutting-edge, aspirational design with an affordable price tag’. (BBC, 2017) To do so, they employ a ‘test and repeat’ strategy, where a ‘small quantity’ of product is ordered at first, and reordered only if it is successful (Sullivan, 2017). However, as noted by Howland (2017), they are not the only ones fuelling the phenomenon of ‘ultra-fast fashion’. Their direct competitors such as Asos and Missguided, as well as secondary competitors such as Zara and Primark, are also satisfying their young consumers’ craving for ‘newness’ and ‘low-priced clothes that reflect the latest trends.’ (Mintel, 2018) However, unlike their rivals that have established viable ownable benefits that keep them well positioned to continue capturing market share in this saturated market, boohoo is struggling to carve out a niche. Their contradicting marketing and substandard website have meant that apart from having the lowest prices, they have no other key differentiator. This poses as a risk as the democratisation of fashion has led to aggressive discounting weakening ‘price integrity.’ (Mintel, 2018) Therefore encouraging usage and ultimately loyalty merely through a pricing strategy is unsustainable and can prove detrimental for boohoo. Evidently, boohoo can no longer stand out just by offering lower prices. Especially when, according to Walker (see CXM, 2018), ‘customer experience [will be] overtaking price and product as the key brand differentiator by 2020.’

Trend-led fashion

Timeless fashion

Premium Fig. 75

- 73 -

POSITIONING MAP

Affordable

Ownable Benefit: Exceptional Customer Experience. 7.9m

STRENGTHS • • • •

Strong Brand Image- established, loyal customer base. Diversified Product Portfolio (Brand Partnerships)- stocks over 85, 000 brands. Innovative Shopping Experience- percieved as a market innovator. Social Media and Content Marketing- strong lifestyle branding.

WEAKNESSES • • •

Free Shipping- very costly. (Euromonitor, 2017) Lack of Offline Advertising- potential missed opportunity. Lack of Physical Presence- offline retail is growing.

Key Threats for Boohoo: 1. Differentiation through customer experience- boohoo are falling behind. 2. Growing loyal customer base- emotional engagement through content and social media marketing.

- 74 -

- 75 -

Fig. 76

3.4m

STRENGTHS • •

Quickest Turnover- fastest time to market. (BOF, 2017) Celebrity Culture- known for its celebrity collaborations (e.g. Nicole Scherzinger)

WEAKNESSES • •

Similar identity to boohoo- share a similar aesthetic. Poor Customer Service- delayed responses on social media complaints.

Key Threats for Boohoo: 1. Innovating around identity to stand out, whilst boohoo is not- e.g. reconceptualising traditional tv product placement. (Bloomberg, 2018) 2. Target the same demographic- nearly identical social media strategy.

Ownable Benefit: See Now, Buy Now.

#CUSTOMER JOURNEY - 76 -

Fig. 77

- 77 -

“The ideal journey weaves a brand into the entire experience, providing value before, during and after the purchase, converting a transaction into a relationship.” (Euromonitor, 2018)

As stated previously and reinforced by Euromonitor (2018), in today’s retail environment, where it is virtually impossible for boohoo to compete exclusively on price, ‘the customer journey can differentiate when done right.’ By drawing upon the analysis of their current shopping experience and scrutinising their customer’s journey, current pain points and unfulfilled needs are made clear. However, by acting upon fundamental opportunities that are presented and adhering to macro trends that are revolutionising commerce, boohoo can focus on combating these through transforming their customer experience; simply by ensuring that every step of their boohoo journey ‘serves as an opportunity to strengthen the brand and inspire consumers to return.’ (Euromonitor, 2018)

- 78 -

Stage Customer activities

Awareness

Consideration

WOM, sponsored/influencer content on social media,offline/ online ads...

Compare and evaluate different options

Customer goals

No specific goals yet; suprise me!

traditional media

paid/sponsored content

Find the best choice to buy products they desire

price comparison sites

Touchpoints word of mouth

website

Emily is scrolling through her instagram feed. She comes across a sponsored boohoo post by Love Islander Kendall featuring new collection trousers. Falling in love with them, she clicks through to view it on site. Seeing there is a 20% off, she gets even more excited.

Customer thoughts & Emotional response (typical Journey shaped by appendix 10-11)

Overall customer experience

social media

word of mouth

social media

website

Before purchasing, she scans Asos, Missguided and PLT to explore similar options. Despite finding some, Emily is reassured that she will not find a dress that is cheaper than £5 anywhere other than boohoo, so she begins to search their site for the perfect budget outfit.

Recommendations

Areas to improve

1. Ensure marketing is distinctive 2. Introduce immersive brand concepts that generate ‘buzz’

1. Establish a key differentiator

Business goal

Increase excitement and interest around boohoo.

Increase boohoo.com website visits.

Organisational activities

Create unique PR and marketing narratives that will boost awareness and engagement with boohoo.

Develop a solid competitive advantage for boohoo, in addition to their price.

# of people reached

# of new website/repeat visitors/active customers

KPI

Fig. 78

- 79 -

(Map Model/Fields: Columbia Road, 2017)

Decision

Loyalty & Advocacy

Add items to shopping cart

Place an order

Receive order

Browse products and get inspired to select them

Order quickly and easily

Recieve order in full and on time

mobile app

website

third party site

mobile app

social media

website

She goes on instashop and spots a bodysuit. But she is very cautious- last time she bought something similar, it didn’t look anything like on the model. She is frustrated as she wishes she could be able to try it on or use FIT technology, as it is always a risk.

third party site

She takes the risk and purchases in a matter of minutes. Now she will anxiously wait until it arrives tommorow- of course she got nextday delivery!

collection point

delivery service

Give feedback on experience

Share positive/ negative feelings

word of mouth

packaging

messaging (SMS/ email)

Her outfit arrives on time- phew! However, as expected the bodysuit fit is just not right. If she could see feedback, just like on Missguided, it would have saved her the dissapointment. Thankfully, return is free.

social media

Emily does not get involved in #boohoobabes. However, she is sure to share her negative experience with her girls.

1. Reinforce ‘inclusive’ identity with appropriate representation 2. Incorporate interactive e-commerce tools

1. Intoduce a ‘buy now, pay later’ scheme

refferal scheme

1. Ensure returns and refunds are processed smoothly 2. Verify that product images/descriptions are not misleading

1. Encourage user-generated content

Increase AOV, OF and conversion rate.

Increase revenue and conversion rate.

Reduce returns/complaints.

Convert customers to evangelists.

Innovate and optimise the boohoo shopping experience.

Optimise the boohoo shopping experience.

Ensure boohoo products/ service match claims.

Develop more sharing/ review/engagagement opportunities.

AOV, OF, Conversion rate

Sales, Conversion rate

Return/Retention rate, AOV, OF

Customer satisfaction, Viral coefficient

#MACRO TRENDS

- 80 -

Fig. 79

NAMI C

G DY

Y TELLING D R O Y

STORY

LIN

IC M NA

DYNAMI C RY TO

CUS TO N IC H A N

N IC H A N N EL OM

N IC H A N N M O E

N IC H A N N OM EL

ION

CUSTO M IS

TIO A S I

OMISATIO

ST U C

- 81 -

“Storytelling is essential. You need to engage with your customer and tap into that emotion to lead them to that path to purchase.”

Fig. 80

DYNAMIC STORYTELLING

-(Mathews, see Geoghegan, 2018)

- 82 -

MACRO-TREND DYNAMIC STORYTELLING (Trend One, 2018)

In this increasingly competitive UK market, brands are always vying for consumer attention which is very scarce. In today’s media saturated culture, capturing attention can only be achieved effectively by harnessing the power of ‘authentic’ and ‘emotive’ storytelling. (CrowdTwist, 2018)

BOOHOOFIED MANIFESTATION EXPERIENTIAL MARKETING Consequently, this experience-driven environment has paved the way for experiential marketing. This form of marketing is a compelling storytelling technique; especially for boohoo who exists solely in the digital world (Smith, 2018). As, they are not planning on opening stores and as explored in the focus group (see Appendix 12), their sample sales have not been effective.

- 83 -

“For 84% of customers, being treated like a person (and not a number) is very important to win their business.”

Fig. 81

-(Salesforce, 2018)

DYNAMIC STORYTELLING

- 84 -

INDIVIDUALISATION

- 85 -

MACRO-TREND CUSTOMISATION (Trend One, 2018)

The increased emphasis on experiences over possessions combined with the growing desire for authenticity, has fuelled this macro-trend. Brands are now enabling consumers to brand themselves by providing them with ‘highly individualised products and experiences.’ (Trend One, 2018)

BOOHOOFIED MANIFESTATION E-COMMERCE PERSONALISATION This has led to the increasing popularity of e-commerce personalisation, where boohoo is called to utilise tools such as algorithms and artificial intelligence to get to know their customers intimately and tailor their shopping experience.

-(PricewaterhouseCoopers, see Benbria, 2018)

- 86 -

â&#x20AC;&#x153;By 2020, the demand for an omnichannel customer experience will be amplified by the need for nearly perfect execution.â&#x20AC;?

Fig. 82

SEAMLESS COMMERCE

MACRO-TREND OMNICHANNEL STRATEGIES (Trend One, 2018)

As noted by Kruh (2018, see KPMG, 2017), ‘today’s consumer no longer goes shopping, but is shopping, all the time and everywhere.’ Therefore, to accommodate their savvy nature, technology must be entwined into every facet of the customer journey.

BOOHOOFIED MANIFESTATION EMERGING TECHNOLOGIES Boohoo will strive to do so by deploying technologies such as AR and social commerce tools to offer the seamless experience that their connected shoppers expect. (Townsend, 2018)

- 87 -

WHERE DOES BOOH WHERE DOES BOOH WHERE DOES BOOH WHERE DOES BOOH WHERE DOES BOOH WHERE DOES BOOH WHERE DOES BOOH WHERE DOES BOOH WHERE DOES BOOH WHERE DOES BOOH Fig. 83

HOO WANT TO GO? HOO WANT TO GO? HOO WANT TO GO? HOO WANT TO GO? LEFTTO GO? HOO SWIPE WANT TO EXPLORE HOO WANT TO GO? HOO WANT TO GO? HOO WANT TO GO? HOO WANT TO GO? HOO WANT TO GO?

- 89 -

WHERE DOES BOOHOO WANT TO GO? WHERE DOES BOOHOO WANT TO GO? WHERE DOES BOOHOO WANT TO GO? ^

- 90 -

#BRAND VISION

Fig. 84

VISION STATEM VISION STATEM VISION STATEM VISION STATEM VISION STATEM VISION STATEM VISION STATEM VISION STATEM BOOHOO VISION STATEMENT

“To be the leading online fashion brand for all 16-24 year olds.” (Boohoo, 2018)

- 91 -

#SMART OBJECTIVES - 92 -

Fig. 85

(BOOHOO, 2018)

BOOHOO LONG-TERM STRATEGIC PRIORITIES INSIGHT “CREATING A COMPETITIVE CUSTOMER PROPOSITION” INVESTMENT “DELIVERING ORGANIC GROWTH TO INCREASE MARKET SHARE” INNOVATION “DRIVING CUSTOMER ENGAGEMENT” INTEGRATION “INTEGRATING NEW BRANDS”

- 93 -

Fig. 86

Objectives 1. To change perceptions towards boohoo by reinforcing its core values, increasing sales by 20% between March 2019 and August 2019. 2. To enhance customer loyalty of existing customers, increasing order frequency by 30%, between September 2019 and February 2020. 3. To enrich the digital shopping experience with the integration of innovative technologies, increasing website conversion rates from 4.3% to 5.3% by February 2021. 4. To make boohoo the preferred online fast-fashion retailer for 16-24-year-old females in the UK by February 2022.

To achieve their vision, boohoo have set sound strategic priorities. However, as explored throughout the situational analysis, they are failing to fully realise these in their current marketing strategies.

goal

Therefore, to ensure they are not hindering any progress and they are working towards achieving their vision, the SMART objectives set will allow them to work towards their longterm goal of forging a lasting relationship with their consumer through ‘a competitive customer proposition.’(Boohoo, 2018) Doing so by actively demonstrating their ‘deep understand of their customers and relentless innovation,’ (Stone, 2017) will be the main focus of boohoo’s evolvement throughout the threeyear marketing strategy.

objectives

smart

long-term - 94 -

- 95 -

TWO WORDS: WORLD, DOMINATION.

- 96 -

MILLENIALS ARE SOOOO OVERRATED. GEN Zers ARE HERE.

(Attention) POOR ASF

NEVER NOT CONNECTED

“Gen Zers have an average attention span of 8 seconds as compared to the 12-second attention span of millennials.”

“98% of Gen Zers own a smartphone.” (UNiDAYS and Ad Age Studio 30, 2018)

(Forbes, see Benbria, 2018)

SOCIAL MEDIA CREATURE

I WANT IT NOW

“A single member of Gen Z burns through 68 videos a day on YouTube, Snap and Instagram!”

“Gen Z respondents said they would pay more than $5 for one-hour deliveries.” (Accenture, 2017)

(EVP, 2018)

VISUALS,VISUALS,VISUALS!

INSTANT GRATIFICATION

AVID REWARD LOVERS

VIP TREATMENT

“61% of 18- to 24-year-olds are a member of at least one [loyalty program], while 73% think they are a good way for brands to reward customers.”

“91% of Gen Z loyalty members are interested in having various details of their activity watched, monitored and tracked to receive access to personalized rewards or engagements.”

(YouGov, see Hammett, 2018)

(Bond, 2018)

INSTORE SHOP>ONLINE

I'M (NOT) LOYAL, BABE

Only 22% use their smartphones ‘to make purchases, as many prefer interacting with brands in person’.

“Only 16% of Gen Z’s shop at a single store for clothing/fashion (compared with 26% of older millennials).”

(Sweeney, 2018)

(Accenture, 2017)

AUTHENTICITY IS COOL

VALUES FIRST

67% of 13-24-year-old woman agreed that “being true to their values and beliefs makes a person cool.”

“60% of Gen Z would prefer to buy a product over an experience – but only if it aligns with their values and has positive civic impact.”

(Handley, 2018)

(Asos, 2018)

- 97 -

#3 YEAR MARKETING STRATEGY - 98 -

Fig. 87

- 99 -

â&#x20AC;&#x153;Facilitating connections and creating unique spaces where communities can be built is the next stage in cultivating customer loyalty.â&#x20AC;? (Moriarty, see Turk, 2018)

- 100 In Year 1 boohoo will improve customer loyalty by establishing themselves to be the ‘young person’s fashion best friend’ (Boohoo, 2018) that they set out to be. This requires them to embed claimed core values such as inclusivity, authenticity and innovation into all aspects of their operations- from their social media strategy to product development practises- to ensure consistent branding. Having established a solid foundation, boohoo can start innovating their customer experience with the development of an omnichannel loyalty scheme; this will allow members to gain ‘points for engagement’ (CrowdTwist, 2018) and unlock customised engagements (e.g. product recommendations) and rewards (e.g. early access to new collections) as a result. Doing so will allow them to reinforce their newly established identity and engage with their audience across numerous touchpoints; most importantly, it will allow for digital ‘micro-moments’ (Drapers, 2018) to be created that build brand attachment and in turn, increase ROI.

YEAR 1:

IMPROVE CUSTOMER LOYALTY

YEAR 2:

FOCUS ON DIGITAL INNOVATION Evidently, with boohoo’s ambition to be in the forefront of the e-fashion market, they must ensure that they are ‘proactively dealing with digital disruption in the fashion system.’ (BOF, 2018) Therefore, in Year 2 boohoo will continue building upon their onsite experience, by adding other missing features like live chat and introducing emerging technologies such as Voice Commerce and Augmented Reality that are now vital elements of an intuitive journey for their digitally savvy consumer. According to Boohoo (2018), they are planning the release of an outfit builder. Introducing one that uses AR to allow customers to virtually try on different outfits, can be one solution. These improvements will also be rolled out on their app as it plays a major role in the customer journey since mobile devices account for “73% of sessions.” (Boohoo, 2018)

YEAR 3: ENSURE A UNIFIED CUSTOMER EXPERIENCE

PHYSICAL

Fig. 88

SOCIAL

UNIFIED COMMERCE

WEB

MOBILE

After reviewing the performance of their new website features and loyalty scheme, boohoo will continue developing them accordingly (e.g. loyalty members can use an After Pay service). However, assuming boohoo have successfully fine-tuned their digital omnichannel approach throughout year 1 and 2, by “transform[ing] the digital retail experience across all digital channels including, web, mobile and social,” (Salesforce, 2018) they must consider utilising pop-up stores regularly (e.g. during university sample sales) to nurture the strong ties they have established. By immersing customers in their DNA and allowing them to ‘experience products in-person before ordering online’ (Gilliland, 2018), boohoo will continue targeting their customer who has voiced a desire for in-person connections, without clouding their vision.

- 101 -

HOW WILL BOOHOO HOW WILL BOOHOO HOW WILL BOOHOO HOW WILL BOOHOO HOW WILL BOOHOO HOW WILL BOOHOO HOW WILL BOOHOO HOW WILL BOOHOO HOW WILL BOOHOO HOW WILL BOOHOO

Fig. 89

O GET THERE? O GET THERE? O GET THERE? O GET THERE? SWIPE LEFT O GET THERE? TO EXPLORE O GET THERE? O GET THERE? O GET THERE? O GET THERE? O GET THERE?

- 103 -

HOW WILL BOOHOO GET THERE? HOW WILL BOOHOO GET THERE? HOW WILL BOOHOO GET THERE? ^

#YEAR 1 ACTION AND COMMUNICATION PLAN - 104 -

Fig. 90

- 105 -

Objectives 1. To establish boohoo as an inclusive and authentic brand to its target audience, increasing blog traffic by 200% between March 2019 and August 2019. 2. To launch a sophisticated omnichannel loyalty scheme by September 2019. 3. To drive a 20% increase in the number of Boohoo Babe loyalty scheme members by hosting a VIP event in January 2020.

objectives

smart

- 106 -

Phase 1: 7Pâ&#x20AC;&#x2122;s Revamp.

- 107 -

product page

Step 1: Recruit Interns By getting direct involvement from their demographic, boohoo will gain fresh insights that will be useful for the important projects they will be working on throughout the year. They will recruit 5 interns by running a competition across Instagram, Twitter, and Facebook- their most active platforms.

Step 2: Introduce new website features

Step 3: Increase the use of Student Ambassadors Building on their omnichannel experience, boohoo will link their blog directly under relevant product descriptions. But firstly, they will create an editor team of Student Ambassadors. Allowing them to run the blog and have authentic social and fashion conversations with their audience, connections can be formed. Instagram stories with swipe up links will be used to drive traffic to the blog, as boohoo have their greatest following there.

Meet the Team

In regard to their website, they will firstly include e-commerce staples such as product videos and reviews. Considering their test and repeat strategy, the clips will be featured only for each monthâ&#x20AC;&#x2122;s best seller collection on their website homepage.

Follow your favourite Babe and shop their #OOTDs.

Fig. 91

Fig. 93

Fig. 92

- 108 -

The Festival Edit Accordingly, this team will release a festival edit. To do so, the ambassadors will enlist the help of their blog followers, making them part of the product development through instagram/blog polls; which, according to Cocomwich (2017), aid in ‘boost [ing] engagement‘ and deepening relationships.

Message

NO MODELS. NO PHOTOSHOP. JUST REGULAR BABES. DOING THEIR THING. Online Video Campaign To promote the festival edit, a 30-second video campaign will be created. This will feature a compilation of raw real-life festival moments created by the ambassadors whilst wearing the collection as opposed to a typical model campaign. Their design journey will be featured in a vlog format on boohoo’s YouTube channel; this is a powerful method of content marketing that will drive retention and translate into sales as their target audience ‘holds a distinct appreciation for the unique and flawed, which they equate with authenticity.’ (Zaczkiewicz, 2018)

Fig. 94

Instagram stories will be used again to drive awareness to the collection launch and prompt people to see the full campaign/vlogs on their channel.

- 109 -

boohoo 22h

THE FESTIVAL EDIT

SWIPE UP TO SHOP SWIPE UP TO SHOP SWIPE UP TO SHOP ^ SEE MORE

- 110 -

Phase 2: Boohoo Babe Loyalty Scheme.

- 111 -

STEP 1

STEP 2

UPDATE STATUS

Fig. 95

STEP 3 HOW IT WORKS

Fig. 96

1. Every pound our babes spend, they will earn 5 points. But, refering a friend or reading a new blog post can earn you up to 10 points! 2. Either way you choose to engage with us, you will be rewarded. A total of 5000 points will get you a customised goodie! 3. Join now or youâ&#x20AC;&#x2122;ll regret it later (*hint* *hint*).

To get the full deets, swipe up! STEP 5

- 112 -

Step 4: Launch Boohoo Babe Loyalty Scheme GUERILLA MARKETING As well as being promoted on all online channels (including witty emails), the loyalty scheme will be launched through an offline campaign printed on taxis as well; as, this tool is used extensively by boohoo and has contributed to their high brand awareness. However, this time a QR code will be featured where people can scan it and see the step by step guide explained on the blog. Following AIDA principles (see Appendix 16), the cryptic nature of this campaign will capture wide attention by generating curiosity and prompting observers to scan and find out.

CHRISTMAS SPECIAL During Christmas time, as indicated in Appendix 17, boohoo will release a premium limited-edition feature for members only- they will be able to create a shared wishlist where they can inspire each other’s Christmas and New Years’ outfits. The share ability of such a feature will aim to acquire more members.

VIP EVENT AND BOOHOO BABE AMBASSADORS To celebrate and reinforce the birth of this new community, every loyalty member will be given the chance to enter a draw run on their social media to win 1 of 100 invites to an exclusive Boohoo Babe launch event. There, they will interact with fellow babes in an “instagrammable” and “boohoofied” environment, which will encourage the creation of highly influencial user-generated content around #boohoobabes. Boohoo Ambassadors such as Kendall and Alexandra will promote the Boohoo Babe Event on their accounts and shoot live Instagram and Snapchat takeovers for boohoo during the event. This will generate additional buzz around the event and in turn, the scheme.

BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES BOOHOO BABES UPDATE STATUS Fig. 97

Fig. 99

- 113 -

Venue: The Drawing Room, London.

Fig. 98

- 114 -

B2B Considering that throughout the year boohoo will have powerful enough B2C advertising to change perceptions, B2B advertising will continue to be executed simultaneously on their social media, particularly though LinkedIn- a main B2B channel for them. Businesses they sell their services too, like Asos, will want to continue working with boohoo as they embody their values.

BUDGET PLAN Out of the one-million-pound budget set, a total of ÂŁ662,398 will be used. The breakdown of the costs that will be incurred (including the rationale behind them) can be found in Appendix 18.

- 115 -

MEASURE AND REVIEW The effectiveness of Instagram stories in driving website, blog and YouTube traffic, can be measured through Instagram analytics; they will be able to see the number of people that have engaged with the content and swiped up. Including a QR code on their offline advert, boohoo can easily monitor the number of people who were intrigued by the ad and scanned the code. Lastly, the success of the VIP event, and brand ambassador posts/takeovers, in creating FOMO and prompting customers to convert, can be monitored overtime. Through website analytics, boohoo can track the number of loyalty members before and after the event and evaluate the increase. Likes, impressions and engagement rates on event-related posts can also give boohoo an indication of its appeal.

CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION CONCLUSION Fig. 100

- 117 -

Description: Boohoo babe killing it.

CONCLUSION In conclusion, it is evident that boohoo have tremendous potential in their home market. However, before they can experience unprecedented growth, they must concentrate their efforts and capital on eliminating impending dangers to their brand health that have been discussed. As explored throughout and supported by both Roberts (see Hammett, 2018) and Bitran (2018), this involves ‘seek[ing] out opportunities’ to offer a differentiated value proposition that fosters ‘emotional bonds’. Evidently, by doing so during this 3-year marketing plan which involves them curating unique experiential concepts, investing in their digital platforms, and ensuring a cohesive experience across all channels, boohoo can effectively continue working towards their vision of dominating the UK market.

APPENDICES APPENDICES APPENDICES APPENDICES APPENDICES APPENDICES APPENDICES APPENDICES APPENDICES APPENDICES

- 119 -

SWIPE LEFT TO EXPLORE

APPENDICES APPENDICES APPENDICES ^ SEE MORE

- 120 -

Appendix 1-9

ONLINE SURVEY ONLINE SURVEY ONLINE SURVEY ONLINE SURVEY ONLINE SURVEY

Appendix 1

Appendix 2

Appendix 3

- 121 -

Appendix 4

Appendix 5

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Appendix 6

Appendix 7

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Appendix 8

Appendix 9

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Appendix 10-11

1-1 INTERVIEWS 1-1 INTERVIEWS 1-1 INTERVIEWS 1-1 INTERVIEWS 1-1 INTERVIEWS

Appendix 10 1. What is distinctive about boohoo’s advertising? Angelina: Nothing really. Their campaigns look like your typical fast-fashion retailer adverts. 2. Do you find boohoo’s collaborations exciting? Angelina: Yes. I actually think boohoo do a great job with their collaborations. I really loved their Naomi Genes edit. I think I actually purchased over half the collection. 3. Why would you purchase a product from Boohoo over its competitors? Angelina: They’re all the same. Boohoo’s just cheaper. I won’t find a dress cheaper than £5 anywhere else. 4. How effective are website functions in making your choice easier? Angelina: I think boohoo’s onsite experience is really lacking. Especially when I compare it to Asos, who always add new features that I never even knew I needed in my life. Like their catwalk clips and fit assistant really help me assess the product, and how it would look on me. Without those features, most of the times I would be likely not to purchase, as 99% of the time the outfit looks nothing like it looked on the stick-thin model. 5. Would a credit option make you more likely to purchase more often/a greater amount? Angelina: Yes! It’s really annoying that they offer it only in the US. I use Klarna on Asos all the time, and it’s a life saver. 6. Out of 10, how many times are you likely to return your order? Why? Angelina: If I order a top that is £3 pounds, I usually don’t bother returning it even if it doesn’t fit. But I would say 7/10 times I will return something I’ve ordered from boohoo, if it is over £10. Thank God it’s easy to return! 7. How do you reach out to Boohoo when you have a query about your order? Angelina: I email them. But, I hate waiting for them to respond. It would be so much better if they had a live chat like Missguided and Asos. 8. Would you like to have the chance to review the product you purchased? Angelina: Yes, I review nearly every time I am given the chance to, because other people’s reviews really help me when deciding if I should purchase something or not. 9. Have you found yourself sharing a Boohoo look, for a chance to be featured in their account? Angelina: No. I don’t follow them on social media, so I didn’t know they do that. I don’t get involved.

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Appendix 11 1. What is distinctive about boohoo’s advertising? Daniella: Ugh. Their instagram is so basic. I would say that they aren’t distinctive, but their campaigns are fun and full of energy. 2. Do you find boohoo’s collaborations exciting? Daniella: Definitely. I think they always collaborate with really cool and fun people, like Gemma Collins. That collaboration was so unexpected (in a good way!). 3. Why would you purchase a product from Boohoo over its competitors? Daniella: Most of the time it’s cheaper than everywhere else. 4. How effective are website functions in making your choice easier? Daniella: I always have a certain uncertainty when I purchase from boohoo. Without product reviews or fit technology, I have no way of knowing if something will fit like the picture.That makes me think twice about purchasing from there. 5. Would a credit option make you more likely to purchase more often/a greater amount? Daniella: Yes. I use Klarna almost every time I purchase on Asos. 6. Out of 10, how many times are you likely to return your order? Why? Daniella: I think I return 5/10 of my boohoo orders. Most of the time it’s because the clothing looks nothing like the picture or is really poor quality. But, I appreciate that my orders arrive on time. 7. How do you reach out to Boohoo when you have a query about your order? Daniella: Through email. I didn’t really know that there was another way of reaching them. 8. Would you like to have the chance to review the product you purchased? Daniella: Yes. It sounds dramatic, but reviews make or break my decision to purchase something. 9. Have you found yourself sharing a Boohoo look, for a chance to be featured in their account? Daniella: No, I don’t really tag brands on my posts, even if I am wearing their product. I guess if I had a large following, then I would probably do that.

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Appendix 12

FOCUS GROUP FOCUS GROUP FOCUS GROUP FOCUS GROUP FOCUS GROUP

1. If you could describe boohoo in one word, what would it be? Angelina: cheap. Daniella: bland. Annie: cheap. Evelyn: cheap. Penny: cheap. 2. Why do you shop at Boohoo? Angelina: I mostly buy basics from there, because they are cheap. Daniella: I am always broke, so boohoo is the first place I go to look for things online. Annie: It’s cheap and has next-day delivery. Evelyn: I agree with Angelina. I only shop basics that are much cheaper than other stores. Penny: I can find things I was looking for on Asos for much cheaper sometimes. 3. Where else do you shop? Angelina: Topshop, Asos. Daniella: Asos, PLT. Annie: Missguided, PLT. Evelyn: Zara, Asos. Penny: Zara, Nasty Gal, Asos. 4. What do you think makes Boohoo different to its competitors? Angelina: It’s cheaper. Daniella: Definitely cheaper than anywhere else I shop at. Annie: It’s cheaper but I think they are also updating their products everyday. Evelyn: It’s cheaper and it has sales on everytime I browse the site. Penny: It’s cheaper. 5. Does boohoo’s advertising (offline and online) catch your attention? Angelina: Not really, because it looks just like all the others. If the logo wasn’t there, I would hardly be able to tell a boohoo or PLT advert apart. Daniella: I notice their adverts in the underground, more than I do online. Annie: I mostly notice the sponsored posts of their ambassadors on social media. Evelyn: Me too, a lot of the people I follow have sponsored content by boohoo. Penny: I don’t think so; there is nothing really eye catching about their adverts.

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6. Is boohoo worth your ‘follow’? Why or Why not? Angelina: I use to follow boohoo on instagram, but I unfollowed them because they were posting like 10 posts a day. Daniella: I don’t follow them on social media. I don’t know why, I just don’t. Annie: I don’t follow them, it’s not worth it. I follow enough brands already. Evelyn: I use to follow them also, but they were really annoying, and I felt they were trying too hard. It was like a constant bombardment of irrelevant posts. Penny: I don’t follow them. They are value-less? I barely follow any brands on my social media. 7. Have you attended a Boohoo sample sale? Describe your experience. Angelina: I did because there was one at my university. It wasn’t anything special. Also, I felt that they just brought all their unsold stock to sell to get rid of it. Daniella: I couldn’t describe it any better. It was just a big, crowded mess. Annie: I haven’t been to one. Evelyn: I haven’t been to one either. Penny: I went to one a long time ago, and it was really crowded so I just left. 8. How does the idea of an augmented reality outfit builder sound? Angelina: Amazing. I would love to stop returning my online orders so often because they don’t fit properly. Daniella: I agree. I have the same problem. Annie: It would be really cool. Evelyn: Yeah. Mix and matching clothing would be really fun. Penny: I always order outfits at the very last minute, so the higher chance it fits properly, the better. 9. If Boohoo introduced a loyalty scheme, would you be encouraged to repurchase on a regular basis? Angelina: Yes. I was so upset Asos discontinued their A-list scheme. It was the best thing ever. Daniella: I agree. If it’s similar to Asos A-list, then yes. Annie: Yes. I shop a lot online, so if I was rewarded for it it would be great. Evelyn: Yes. I’m a member of so many loyalty programs.You get so many perks. Penny: Probably. It would be nice to get personalised rewards.

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Appendix 13

PLAN SUSTAINABILITY SUSTAINABILITY PLAN SUSTAINABILITY SUSTAINABILITY PLAN Fig. 101

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PRIMARY RESEARCH FINDINGS 63% of survey respondents agreed that boohoo clothing lacks in quality, and nearly 30% perceived boohoo as ‘unethical’. (see Appendix 4)

With the fashion industry embracing a circular economy, boohoo is expected to prioritise sustainability and transparency. Despite doing so to some extent, their general attitude towards ethical fashion have caused an uproar. Therefore, although this is not addressed throughout this report as an immediate issue or challenge, it must be tackled to avoid permanent, irreversible damage to the brand’s image. To do so, boohoo will need to follow in the footsteps of fast-fashion giants like H&M, and take ‘a strong stance on social and environmental issues beyond traditional CSR.’ (BOF, 2018) However, to ensure their attempts are not deemed ingenuine, they will strive to do so gradually throughout the next 5 years, through small, yet impactful steps. For example, they can ‘educate consumers on re-using and recycling clothes’, (Jahshan, 2018) by promoting the Regain app which they are already part of, or even using their social media to shun the Instagram throwaway culture (Roue, 2018) in their own witty way! (e.g. @kendalljenner rocking the same outfit three days in a row is a whole new MOOD RN.)

Fig. 102

Appendix 14

SWOT ANALYSIS SWOT ANALYSIS SWOT ANALYSIS SWOT ANALYSIS SWOT ANALYSIS

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-High Brand Awareness Boohoo built a high brand awareness in their home market through an ongoing investment in traditional and digital marketing. -Trend-led and Value-Oriented Product Offering

trengths

Boohoo stock over 100 new products a day, at ‘unbeatable value’. (Boohoo, 2018) -Extensive Product Portfolio (ranging from womanswear to cosmetics) Boohoo offer an unlimited range of their own brands (e.g. boohoo active, boohoo premium, etc.) -Celebrity Collaborations As noted by focus group respondents (see Appendix 12), Boohoo’s celebrity collaborations drive awareness, excitement and engagement. -Strong Social Media Presence Boohoo’s clever social media strategy has allowed them to built a strong following on every platform they are active on.

pportunities

-Website Development (e.g. emerging technologies) Noted in the customer journey and website analysis, Boohoo’s website can be enhanced with new technologies. -Pop-up Stores Venturing into experiential retail is an exciting opportunity for boohoo to translate their essence and connect with their audience. -Build International Presence As validated by Boohoo’s international success, they can continue to pursue further growth.

-Poor brand perceptions Even though boohoo claim to represent values such as authenticity that resonate with their consumer, as noted by both primary and secondary research, boohoo is increasingly percieved as a ‘valueless’, ‘cheap’ and ‘unethical’ brand.

W eaknesses

-Lack of differentiation Despite offering the lowest prices in the market, boohoo have no other key differentiator. -Lack of digital innovation Boohoo are not innovating their website platform. -Lack of physical stores Despite the high-street struggling, Euromonitor (2018) projects that by 2022, ‘more than 80% of goods and foodservice purchases in 2022 will unfold in physical outlets.’

-Brexit Aftermath Boohoo’s sales may be impacted at any given time. -Discounting Strategy

hreats

Boohoo’s discounting strategy is unsustainable in the long-term. -Erosion of USP With price not being a key differentiator, Boohoo are not successful in growing a loyal customer base. -Saturated Market Boohoo’s market is saturated. To stand out, Boohoo must drive ‘emotional loyalty’. (CrowdTwist, 2018) -Growth of Sustainable Fashion Unlike competitors, Boohoo are not significantly working towards a sustainable supply chain.

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Appendix 15

SOSTAC MODEL SOSTAC MODEL SOSTAC MODEL SOSTAC MODEL SOSTAC MODEL

SITUATIONAL ANALYSIS

CONTROL

OBJECTIVES

SOSTAC

STRATEGY

ACTIONS

TACTICS Fig. 103

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Appendix 16

AIDA MODEL AIDA MODEL AIDA MODEL AIDA MODEL AIDA MODEL

Fig. 104

Appendix 17

TIMELINE IMPLEMENTATION IMPLEMENTATION TIMELINE IMPLEMENTATION IMPLEMENTATION TIMELINE

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Appendix 18

BUDGET PLAN BUDGET PLAN BUDGET PLAN BUDGET PLAN BUDGET PLAN

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- 142 Costing Rationale • Development of loyalty scheme: £200,000 (initial injection) Asos took 2 years to develop their loyalty program and it cost at least £1,000,000 according to Loyaltylion (2018). According to a tutor’s (Eve) industry connections, considering boohoo’s platform can handle a scheme plug-in, it could cost as little as £10,000. However with the sophisticated and expensive personalisation technology that it will employ, an initial injection of £200,000 (ComputerWeekly, 2018) would be required. As for the rewards that will be given, considering that boohoo will discontinue their referral scheme when launching this, and that it will take quite a while for their customers to redeem gifts (when looking at AOV and AOF), a contingency of £337,602 should be sufficient to cover unexpected costs associated with the scheme during this year. • Recruitment posts: FREE (boohoo’s social media) • Website product videos: £36,000 An animated product video costs £700 per minute (see Quora, 2017). Therefore, the approximate cost of a 10-second video will cost approximately £117. 120 product videos per month will be required, totalling £14,000/month. However, considering they will be taken whilst during they are doing stills, it will at most cost at most £3,000 a month. • Website product reviews: £924 A plugin can be purchased from EmbedReviews that can be customised by boohoo to suit its image and allow customers to review each product. This plan costs a maximum of £77/ month. (see EmbedSocial, 2019) • • • •

Launch of features: FREE (boohoo’s homepage) Blog (linking to website): FREE (boohoo’s own blog and website) Instagram/blog polls: FREE (boohoo’s own social media) Video campaign: £60,000

According to Lean Labs (2018), the average price for shooting and producing a 30-second premium video commercial (includes professionals, locations, production, etc.) is £60,000. • Photoshooting for Festival Edit collection: £10,000 As advised by a tutor (Eve), the overall cost of shooting a campaign could total £70,000. Considering the overall campaign production will total approximately £50,000, the photoshoot will take up the remaining budget. This cost is not as high as it would normally be because the pictures of the products will be taken during the video shooting. • Blog posts: Free (boohoo’s own blog)

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• YouTube vlogs: Free (boohoo’s own channel/backstage footage already shot) • Offline QR campaign (taxi): £200,000 “A fully covered taxi costs around £4,000 for 12 months and £2,500 for 3 months.” (Marketingminefield, 2018) Supporting the launch of the scheme with 3 months of exposure on 80 taxis that will drive around in strategic locations and cities in the UK. • Development/launch of Christmas feature: FREE (boohoo’s own add on) • VIP event venue: £12,000 The Drawing Room London, which can host 200 people (100 babes +boohoo staff/ ambassadors/etc.), costs £12,000/day. (see Zipcube, 2018) • Event goody bags: £2,000 Average cost of £10/person (includes a sash and tiara). Total (200 people): £2,000. • Event catering/open bar: £24,000 The Wild Oven (2018) noted that corporate catering could cost up to £100 per head (includes waiters and buffet style food). In addition, open bar costs an average of £20/ person (see CostHelper, 2018). For 200 people, the total cost is £24,000. • Event decorations: £4,400 After entering in decoration requirements for the event (including customized balloons, entrance lights, etc.), a quote of £4,400 was given by renowned London-based Venue Styling company ‘So Lets Party’. (see So Lets Party, 2018) • Event photobooth: £854 After entering in photobooth requirements for the event, a quote of £854 (5-hour hire) was given by photobooth company ‘Quirky Photobooths’. (see Quirky Photobooths, 2018) • • • • • •

Event draw: FREE (boohoo’s own social media) Ambassador posts: FREE (boohoo already have a contract with them) Instagram stories: FREE (boohoo’s instagram) Email marketing: FREE (boohoo already do this) B2B marketing: FREE (boohoo already do this on their social media) Interns (x5): £110, 880

Each intern will be paid minimum wage/8 hrs a day. • Student/boohoo ambassadors: FREE (boohoo have an established contract with them)

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• Hostesses: £114 7.16/hour; 2 needed for 8 hours. (see Pay Scale 2018) • Waitresses: £616 Minimum Wage as of April 2019 (see GOV, 2018)- (Age 21-24: £7.70). 10 Waiters will be required for 8 hours- includes before, during, and after the event. • Barmen: £320 The average hourly pay rate for an experienced Bartender in London is £10. (see PayScale, 2018). 4 Barmen will be required for 8 hours - includes before, during, and after the event. • DJ: £191 As of July 2018, the average hourly pay rate for a DJ is £23.92. (see PayScale, 2018) 1 DJ will be required for 8 hours - includes before, during, and after the event. • Development of Festival Edit: FREE (as verified by a tutor (Katie), boohoo already release a yearly festival collection, and they already have an established pool of exclusive suppliers, resources, etc.)

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CONSENT FORMS CONSENT FORMS CONSENT FORMS CONSENT FORMS CONSENT FORMS

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IMAGE REFERENCES REFERENCES REFERENCES REFERENCES REFERENCES IMAGE

- 148 (Fig. 1) Boohoo Logo Boohoo, 2018. Boohoo Logo. [digital image]. Boohoo. Available at: <https://beeinthecitymcr.co.uk/sponsors/boohoo/> [Accessed 2 January 2019]. (Fig. 1) Leopard Print Modes4u, n.d. Leopard Print. [digital image]. Modes4u. Available at: <https://www.modes4u.com/en/p32287_black-brown-leopard-spot-animal-skin-print-Michael-Miller-fabric> [Accessed 2 January 2019]. Fig. 2 VectorStock, n.d. Zebra Pattern. [digital image]. VectorStock. Available at: <https://www.vectorstock.com/royalty-free-vector/ zebra-stripes-pattern-vector-11820958> [Accessed 3 January 2019]. Fig. 3 Boohoo, 2018. #Youâ&#x20AC;&#x2122;rekillingit. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/49919> [Accessed 20 January 2019]. Fig. 4 Flaticon, n.d. Survey. [digital image]. Flaticon. Available at: <https://www.flaticon.com/free-icon/worldwide_814587#term=survey&page=1&position=4> [Accessed 3 January 2019]. Fig. 5 Flaticon, n.d. Interview. [digital image]. Flaticon. Available at: <https://www.flaticon.com/free-icon/worldwide_814587#term=survey&page=1&position=4> [Accessed 3 January 2019]. Fig. 6 Flaticon, n.d. Focus Group. [digital image]. Flaticon. Available at: <https://www.flaticon.com/free-icon/worldwide_814587#term=focusgroup&page=1&position=4> [Accessed 3 January 2019]. Fig. 7 Boohoo, 2018. #Doyourthinggirloutofbus. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/us/story/doyourthing> [Accessed 20 January 2019]. Fig. 8 Boohoo, 2018. Girl On Disco Ball. [digital image]. Boohoo. Available at: <https://jolygram.com/profile/boohoo/photo/1918937328367571215_201077985> [Accessed 2 January 2019]. Fig. 9 Boohoo, 2018. Girl Kicking. [digital image]. Boohoo. Available at: <https://www.boohoo.com/page/about-us.html> [Accessed 3 January 2019]. Fig. 10 ExterionMedia, n.d. Boohoo Poster. [digital image]. ExterionMedia. Available at: <https://www.exterionmedia.com/uk/our-products/tfl-rail-estate/london-underground-advertising> [Accessed 3 January 2019]. Boohoo, 2017. Boohoo Tv Advert. Tvadmusic. [digital image]. Boohoo. Available at: <https://www.tvadmusic.co.uk/tag/boohoo/> [Accessed 3 January 2019]. Flaticon, n.d. Globe. [digital image]. Flaticon. Available at: <https://www.flaticon.com/free-icon/worldwide_814587#term=globe&page=1&position=4> [Accessed 3 January 2019]. ProlificNorth, 2016. Boohoo Offices. [digital image]. ProlificNorth. Available at: <https://www.prolificnorth.co.uk/digital/featured/2016/02/boohoo-acquires-%C2%A316m-property-expand-manchester-base> [Accessed 3 January 2019]. Boohoo, n.d. Boohoo Plus. [digital image]. Boohoo. Available at: <http://www.boohooplc.com/boohoo-social-responsibility/recycle-with-regain.aspx> [Accessed 3 January 2019]. Boohoo, n.d. Boohoo Mobile App. [digital image]. iTunes. Available at: <https://itunes.apple.com/gb/app/boohoo-clothing-fashion/id1018236462?mt=8> [Accessed 3 January 2019]. Boohoo, n.d. Boohoo Employees. [digital image]. Boohoo. Available at: <https://careers.boohoo.com/departments/> [Accessed 3 January 2019].

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- 150 Fig. 25 Boohoo, 2017. Gemma Collins. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/gc-x-boohoo> [Accessed 2 January 2019]. Fig. 26 Boohoo, 2018. #Doyourthinggirloutoftaxi. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/us/story/doyourthing> [Accessed 20 January 2019]. Fig. 27 Boohoo, 2018. #Doyourthing. [digital image]. InternetRetailing. Available at: <https://internetretailing.net/themes/themes/boohoogroup-on-what-makes-it-successful-18430> [Accessed 23 January 2019]. Fig. 28 Boohoo, 2018. Girl. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BrxdyHwFSdH/> [Accessed 23 January 2019]. Fig. 29 Llyod, S., 2019. Llyod In Boohoo. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BsdHiWelrQX/> [Accessed 23 January 2019]. Fig. 30 Boohoo, 2018. Chantel Collaboration. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/chantel-jeffries-xboohoo-night> [Accessed 20 January 2019]. Fig. 31 Boohoo, 2018. Stylish Boohoo Lady. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BsdHiLerHQX/> [Accessed 23 January 2019]. Fig. 32 VectorStock, n.d. Heart Pattern. [digital image]. VectorStock. Available at: <https://www.vectorstock.com/royalty-free-vector/ heart-black-and-white-print-background-for-website-vector-12449417> [Accessed 3 January 2019]. Fig. 33 Boohoo, 2019. The Year Of You. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/wear-soft-tailoring-3ways> [Accessed 3 January 2019]. Fig. 34 FreePik, n.d. Social Media Logos. [digital image]. FreePik. Available at: <https://www.freepik.com/ free-photos-vectors/blackand-white-facebook-icon> [Accessed 8 May 2018]. Fig. 35 Istock, n.d. Heart Emoji. [digital image]. Istock. Available at: <https://www.istockphoto.com/gb/videos/heart-icons> [Accessed 23 January 2019]. Fig. 36 Boohoo, 2019. The Year Of You. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/wear-soft-tailoring-3ways> [Accessed 23 January 2019]. Fig. 37 Selam, S., 2018. Boohoo Babe In White. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BrggLdzF6ac/> [Accessed 3 January 2019]. Fig. 38 Yasein, G., 2019. Email from boohoo [photograph]. Fig. 39 Boohoo, 2018. Kylie And Jordan. [digital image]. Boohoo. Available at: <https://twitter.com/boohoo?lang=en> [Accessed 3 January 2019]. Fig. 40 Charlie, K., 2019. Boohoo Babe. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/Bs8l-QFFLN6/> [Accessed 3 January 2019].

- 151 Fig. 41 Boohoo, 2019. Phone Meme. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BsTP33MlBBQ/> [Accessed 23 January 2019]. Fig. 42 Boohoo, 2019. Arianna With Dog. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BsQdVM-FaeO/> [Accessed 23 January 2019]. Fig. 43 Boohoo, 2019. Boohoo Facebook Chat. [digital image]. Boohoo. Available at: <https://www.facebook.com/boohoo.com/?brand_ redir=438109236208031> [Accessed 3 January 2019]. Fig. 44 Boohoo, 2019. Kaz Fit. [digital image]. Boohoo. Available at: <https://www.boohoo.com/features/activewear.html> [Accessed 3 January 2019]. Fig. 45 Cane, A., 2018. Cane In Instagram. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BsBbklLFpsp/> [Accessed 23 January 2019]. Fig. 46 Rimmer, S., 2018. Rimmer In Boohoo. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/Br2VrMdHlg2/> [Accessed 23 January 2019]. Fig. 47 Couture, K., 2018. Couture In Boohoo. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/Br-_MgYFlqy/> [Accessed 23 January 2019]. Fig. 48 Couture, K., 2019. Polka Dot Outfit. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/Bs7tNfNlSc9/> [Accessed 3 January 2019]. Fig. 49 Boohoo, 2017. Student Ambassadors. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/calling-all-students-2> [Accessed 3 January 2019]. Fig. 50 Boohoo, n.d. Boohoo Editors. [digital image]. Linkedin. Available at: <https://www.linkedin.com/in/olivia-mapplebeck-497b2062/?originalSubdomain=uk> [Accessed 23 January 2019]. Fig. 51 Boohoo, 2018. Shoppable Tag. [digital image]. Drapers. Available at: <https://www.drapersonline.com/business-operations/ how-retailers-are-using-instagrams-shopping-update/7029785.article> [Accessed 23 January 2019]. Fig. 52 Instagram, n.d. Instagram Logo. [digital image]. Instagram. Available at: <https://www.pngkey.com/pngs/instagram-logo/> [Accessed 3 January 2019]. Fig. 53 Boohoo, 2018. Boohoo Ambassadors. [digital image]. Boohoo. Available at: <https://www.boohoo.com/page/boohoo-ambassadors.html> [Accessed 3 January 2019]. Fig. 54 Boohoo, 2018. Gift Of Gold. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/Br0tzKolm5W/> [Accessed 23 January 2019]. Fig. 55 Boohoo, 2019. #Boohoobabes. [digital image]. Boohoo. Available at: <https://www.instagram.com/explore/tags/boohoobabes/> [Accessed 23 January 2019]. Fig. 56 Boohoo, 2018. #Doyourthing. [digital image]. Boohoo. Available at: <https://www.youtube.com/user/boohooclothing/videos> [Accessed 3 January 2019].

- 152 Fig. 57 Boohoo, 2018. Meghan Markle. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BrOTJOblpbY/> [Accessed 23 January 2019]. Fig. 58 Boohoo, 2018. Competition. [digital image]. Boohoo. Available at: <https://www.instagram.com/p/BqkbDTFlH9m/> [Accessed 3 January 2019]. Fig. 59 Boohoo, n.d. The Fix Logo. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/> [Accessed 3 January 2019]. Fig. 60 Snapchat, n.d. Snapchat Logo. [digital image]. Snapchat. Available at: <https://seeklogo.com/vector-logo/249555/snapchat> [Accessed 3 January 2019]. Fig. 61 Youtube, n.d. Youtube Logo. [digital image]. Youtube. Available at: <https://www.theverge.com/2017/8/29/16216868/new-youtube-logo-redesign-font-color-app-design> [Accessed 3 January 2019]. Fig. 62 Missguided, 2017. Make Your Mark. [digital image]. Twitter. Available at: <https://www.independent.co.uk/life-style/fashion/ missguided-body-positivity-unretouched-photoshop-size-imperfections-fashion-shoot-a8107216.html> [Accessed 23 January 2019]. Fig. 63 Boohoo, 2017. #Allgirls. [digital image]. Twitter. Available at: <https://www.huffingtonpost.co.uk/entry/boohoo-all-girls-campaign-criticism_uk_598987dae4b0449ed5052fbc> [Accessed 3 January 2019]. Fig. 64 Boohoo, 2019. The Year Of You. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/wear-soft-tailoring-3ways> [Accessed 23 January 2019]. Fig. 65 Boohoo, 2019. Boohoo Homepage. [digital image]. Boohoo. Available at: <https://www.boohoo.com/> [Accessed 24 January 2019]. Fig. 66 Amazon, n.d. Mouse Pointer. [digital image]. Amazon. Available at: <https://www.amazon.com/Pixelated-Mouse-Cursor-Pinbit-Club/dp/B01N4I9TN6> [Accessed 4 January 2019]. Fig. 67 WGSN, 2018. Asos Voice Commerce. [digital image]. WGSN. Available at: <https://www.wgsn.com/blogs/asos-voice-shoppinggoogle/> [Accessed 4 January 2019]. Fig. 68 Boohoo, 2019. Product Page. [digital image]. Boohoo. Available at: <https://www.boohoo.com/plus-leopard-print-ruffle-hemskater-dress/PZZ77873.html?color=109> [Accessed 24 January 2019]. Fig. 69 Boohoo, 2019. Instashop. [digital image]. Boohoo. Available at: <https://www.boohoo.com/instashop> [Accessed 4 January 2019]. Fig. 70 Sealevel, 2013. Product Reviews. [digital image]. Sealevel. Available at: <https://www.sealevel.com/2013/12/13/reviewing-the-review/> [Accessed 24 January 2019]. Fig. 71 Boohoo, 2019. Boohoo Checkout page. [digital image]. Boohoo. Available at: <https://www.boohoo.com/> [Accessed 24 January 2019].

- 153 Fig. 72 Flaticon, n.d. Live Chat Icon. [digital image]. Flaticon. Available at: <https://www.flaticon.com/premium-icon/live-chat_14558> [Accessed 24 January 2019]. Fig. 73 Boohoo, 2019. Referral Scheme. [digital image]. Boohoo. Available at: <https://www.boohoo.com/page/refer-a-friend.html> [Accessed 4 January 2019]. Fig. 74 Boohoo, 2018. Girlsnightout. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/49919> [Accessed 4 January 2019]. Fig. 75 Asos, n.d. Asos Logo. [digital image]. Asos. Available at: <http://news.cision.com/asos/i/asos-logo,g87580> [Accessed 24 January 2019]. Missguided, n.d. Missguided Logo. [digital image]. Missguided. Available at: <http://dry.uk.com/work/missguided-logo> [Accessed 4 January 2019]. PLT, n.d. PLT Logo. [digital image]. PLT. Available at: <https://www.prettylittlething.com/unidays> [Accessed 4 January 2019]. Topshop, n.d. Topshop Logo. [digital image]. Topshop. Available at: <https://www.brandsoftheworld.com/logo/topshop-0> [Accessed 4 January 2019]. Zara, n.d. Zara Logo. [digital image]. Zara. Available at: <https://1000logos.net/zara-logo/> [Accessed 4 January 2019]. Primark, n.d. Primark Logo. [digital image]. Primark. Available at: <https://www.brandsoftheworld.com/logo/primark-1> [Accessed 4 January 2019]. New Look, n.d. New Look Logo. [digital image]. New Look. Available at: <https://findvectorlogo.com/new-look-vector-logo-svg/> [Accessed 4 January 2019]. Zalando, n.d. Zalando Logo. [digital image]. Zalando. Available at: <https://en.wikipedia.org/wiki/File:Zalando-Logo.svg> [Accessed 4 January 2019]. H&M, n.d. H&M Logo. [digital image]. H&M. Available at: <https://www.oxfordstudent.com/2012/10/04/top-fashion-chain-moving-tooxford/h-m-logo/> [Accessed 24 January 2019]. Mango, n.d. Mango Logo. [digital image]. Mango. Available at: <https://commons.wikimedia.org/wiki/File:Mango-logo.jpg> [Accessed 24 January 2019]. River Island, n.d. River Island Logo. [digital image] Available at: <https://stdavidscardiff.com/shops/river-island> [Accessed 24 January 2019]. Fig. 76 Shift, n.d. Fast Fashion Collage. [digital image]. Shift. Available at: <https://www.shiftlondon.org/features/fast-fashion-online-can-it-besustainable/> [Accessed 24 January 2019]. Fig. 77 Boohoo, 2018. Girlsnightout. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/49919> [Accessed 24 January 2019]. Fig. 78 Columbia Road, 2017. Customer Journey Map. [digital image]. Columbia Road. Available at: <https://medium.com/@ColumbiaRoadCom/why-and-how-to-create-a-customer-journey-map-download-free-template-b832a614cbe0> [Accessed 9 December 2018]. Fig. 79 Boohoo, 2019. The Year Of You. [digital image]. Boohoo. Available at: <https://thefix.boohoo.com/story/wear-soft-tailoring-3-ways> [Accessed 3 January 2019].

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