Fat Face Marketing Strategy and Planning Report

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the contents

Introduction where is fatface now?

introduction: p.6

primary research methodology: p.11 secondary research methodology: p.11

brand history: p.17 -brand timeline: p.20 brand essence: p.21 -marketing mix: p.23 brand health: p.26 -financial performance: p.27 -social media audit: p.29

introduction: p.43 brand vision & objectives: p.46 brand positioning statement: p.47 consumer segmentation: p.49 UK target consumer (pen potrait): p.51

03

04

US target consumer (pen potrait): p.54 US competitor analysis: p.55

05

06

ANSOFF matrix: p.58

does FatFace have a future in the US?: p.79

introduction: p.59 launch in US: p.61 US marketing mix: p.63 Recommendation 1: p.65 Recommendation 2: p.67 Recommendation 3: p.73

supporting material consent forms: p.83 appendices: p.84 image references: p.89

07

references: p.96 bibliography: p.99

conclusion

market health: p.31 PESTLE: p.34 mega trends: p.37 competitor analysis: p.39 SWOT: p.41

where should fatface go?

how is fatface going to get there?

02

research methodology

01

01: Introduction

introduction This report explores the current marketing strategies of British fashion and lifestyle retailer FatFace in both the UK and the US, with the aim of uncovering the fundamental opportunities and threats that will arise when seeking to drive growth specifically in the US market.

Hence, it focuses primarily on FatFace’s growth engines, the success factors and barriers that arise by comparing and contrasting consumer behaviours and cultural differences in both markets, the achievements and lessons learnt to date, and finally, the big issues that need to be addressed. Accordingly, this report will conclude with detailed market optimisation strategies that will allow FatFace to maximise their growth potential in the US.

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02: Research Methodology

primary research methodology 1.

Online Survey

As part of primary research, an online survey was created using Survey Monkey (see Appendix 1-10). When considering the brief, the aims for this survey were to: • • •

Explore FatFace’s current positioning in the UK. Establish the UK consumer’s perception of FatFace in comparison to their competitors. Consider the receptiveness of potential marketing strategies FatFace could implement.

After creating the survey was created, it was shared on social media, to allow for a substantial number of respondents. Hence, the sample consisted of 50 respondents from various demographic groups, ranging from 18-year olds, to over 50’s.

In addition, when wanting to establish consumer awareness, usage and perception of the brand, a second online survey was constructed, following the same methodology as the previous questionnaire (see Appendix 11-18). However, this survey included both open-ended and closed questions to ensure that a sufficient response to each of the queries was gained, and both quantitative and qualitative research was carried out.

2.

Store Visit and Interviews

The FatFace store in Nottingham was visited, in order to see FatFace in action, and capture images. Additionally, interviews were conducted with two store assistants with the aim of gaining further insight into its current and potential UK and US strategies (see Appendix 19-20).

secondary research methodology Secondary research was conducted using a range of resources, that when combined with the primary research, would provide further insight into FatFace’s market, their competitors, consumers and most importantly, its future prospects in the US market.

1.

2.

3.

4.

5.

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

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03: Where is FatFace now?

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The Fat Face Story

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“It all began in 1988... ....with two guys enjoying life on the slopes in the French Alps and desperately trying to avoid working for a living.” (FatFace, 2018) In an attempt to continue doing what they loved most, without running out of money, they came up with a plan: at night, they would sell some sweatshirts and t-shirts that they had printed, and during the day they would ski. With that simple solution, a brand was born: FatFace.

Since then, FatFace has evolved into ‘a successful multi-channel retailer with over 200 stores’, ‘an award-winning store design’, and ‘a fast-growing e-commerce website.’

(FatFace, 2018)

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The founders sell T-shirts and sweatshirts from their campervan to fund their skiing on La Face, Val d’Isere.

1988

Bridgepoint aquires FatFace.

The first catalogue is printed and is mailed to customers.

100th store opens.

2001

1993

2005

2007

Womenswear and Kidswear ranges are introduced.

1997 1992

50th store opens.

www.fatface.com goes live.

2002 2006

First store opens, in Fulham.

Launch in John Lewis.

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Distribution Centre opens / New omni-channel strategy agreed / Target set of 10 stores in the US / First overseas department store concession to open.

2018

International strategy agreed.

200th store opens / New e-commerce platform lauches / New store concept lauches.

2012

2014

2016 To be continued...

First US store opens.

New wholesale agreements signed with Amazon and Next.

2011 FatFace launches a full multi-channel strategy.

2015 2017

2013 US dedicated website launched.

FatFace wins Retail Week store design of the year award / FatFace wins Retail Week EPOS initiative of the year award.

Brand timeline -fatface 2018

“

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-Authentic

-Fun

-Relaxed

“

-Casual

-British

-Family -fatface 2017

Brand Essence

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Marketing mix

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FatFace has a distinct brand essence, that stretches across all of their marketing mix: PRODUCT: FatFace sells a wide range of high quality, casual clothing products for the whole family, reinforcing the strong family values they stand for.

PRICE: middle-market.

FatFace’s prices reach the higher end of the middle market, with products ranging from £10 to £120. In addition, since announcing their Price Promise in 2016, where they vow not to discount before Christmas, they have inspired trust and loyalty through their pricing strategy.

PLACE: fun and relaxed.

Both their Nottingham store, and their John Lewis concessions encompass FatFace DNA; from the outdoor themed wallpapers, to their dressing rooms.

PROMOTION: Fat Face promotes their business through their emails, blog, website and social media concepts, such as #fatfaceadventures, that invites customers to share their experiences.

PEOPLE: staff is

friendly, warm and welcoming.

PROCESS: unique.

FatFace’s USP, as noted in store interviews (see Appendix 19-20), is their exceptionally personalised customer service.

PHYSICAL EVIDENCE: FatFace is a very personal, authentic brand.

This is evident in many aspects: their handwritten logo, instore décor, packaging, and even their personalised emails that seem to be from the FatFrew crew themselves.

Brand Health Brand Awareness Even though their brand awareness in the UK is high, their lack of advertising will eventually take a toll, considering the market continually welcoming new players. Consequently, companies are always fighting for a significant share of the market, making brand awareness of crucial importance.

Appendix 11 notes that 90% of the survey respondents were aware of FatFace’s existence, signifying an exceptionally healthy brand awareness in the UK. However, a staggering 88% had never seen a FatFace advert. (see Appendix 8)

Brand USAGE Due to the majority of the survey respondents being between the ages of 18-25, a demographic that Fat Face does not particularly target, a slightly lower brand usage of 48% was inevitable.

Nevertheless, 46% considered themselves to be regular customers (see Appendix 12), signifying strong brand loyalty.

Brand PERCEPTION Even though it is evident that millennials cannot necessarily resonate with FatFace, their target customer seems to value and appreciate what they stand for.

Appendix 12 notes that 52% of the survey respondents claimed to had never shopped at Fat Face because it was either ‘boring’ or ‘outdated’ (see Appendix 16).

Appendix 14 notes mixed brand perceptions.

More than 70% of the respondents agree that FatFace was ‘expensive’ and nearly half of them perceived it as ‘outdated’.

However, in contrast, the other half of the respondents described FatFace as a ‘good quality’ brand that they associate with words like ‘family’ and ‘adventure’.

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retail sales FatFace has seen continuous growth since it has been founded in 1988, demonstrating an ongoing success in their market.

In 2016, their revenue grew by 7.4% granting FatFace a 0.6% market share in the UK clothing and footwear market that was worth £35.5 billion (FatFace, 2017).

In 2017, despite a time of great economic uncertainty in the UK, FatFace continued to drive growth as their revenue grew by a respectable 2.4% to £226 million.

In addition, their retail sales, that take into account the revenue and contribution from stores, e-commerce and concessions, were £221.4m in 2017, having risen 1.0%, as in 2016 retail sales were £219.2m. However, in 2016, retails sales had grown by 7.9%. Therefore, in 2017, the growth of retail sales slowed down dramatically, clearly impacted by the aftermath of Brexit.

Therefore, to combat this issue, FatFace lowered their level of discounting that year. And, although this led to a decrease in sales, it contributed to an increase in profitability.

FatFace credits this strong track record to ‘a strong management team’, ‘differentiated retail offering’, ‘clear strategy’ and ‘robust infrastructure’ (Fat Face, 2017), as even though political and economic outlooks are challenging, their ‘robust strategic plans’ have allowed not only for continuous, steady growth in the UK with the opening of 7 new stores in 2017, but also for international growth, as by the end of the year, a total of 6 US stores were opened, and an international revenue of £7.6m was generated.

Today, in 2018, FatFace has over 200 stores across the UK and Ireland, as well as 10 stores in the US.

e-commerce However, strangely enough, e-commerce sales have plummeted, as in 2016 they rose by 20.6%, yet, in 2017, they reduced by 3.0%.

Since consumers are increasingly shopping online, with global retail sales of e-commerce expected to generate about 653 billion U.S. dollars this year (Statista, 2018), FatFace must address this decline, by continuing to invest in their e-commerce operations.

Financial performance

Social media audit

analysis When analysing FatFace’s social media presence, it was immediately noted that they have a weak following on every platform they have established a presence in, despite taking an active role. For example, they publish content on a daily basis, particularly on Instagram, where they are utilising the swipe up tool, as well as linking their products onto posts, which serves to encourage customers to make a fast and effortless purchase. Additionally, they are encouraging user-generated content through their #fatfaceadventures concept.

However, it has not had the desired effect, as it has only generated 2,080 posts.

Secondly, FatFace have their greatest following on Facebook.

However, considering Facebook is dominating the UK social media market, with a market share of 70.8%, and with a total number of users forecast to rise to 41.37 million by 2021 (Statista, 2018), they are yet to gain a substantial number of followers, compared to their competitors.

For example, Joules, that has also launched in the US, has almost 4 times the amount of Instagram followers FatFace has, and almost double the Facebook followers.

Like Facebook, Snapchat is used multiple times during the day by half of its users (Reynolds, 2018). Surprisingly, FatFace does not have a presence on this platform. This is a missed opportunity for them considering snapchat could not only promote the brand experience they offer, but also serve to immerse their customers in it, through adventurous and fun snapchat stories.

Recommendations Currently, FatFace are not fully harnessing the power and influence of social media, as they are missing out on some major opportunities when engaging and interacting with their customer, who is constantly connected.

As explained in detail throughout this report, especially in the US, FatFace must monetise social media platforms by: • Using sponsored content/celebrity endorsement that will boost social media awareness.

• Boosting user generated content through embedding #fatfaceadventures into campaigns and PR concepts.

• Giving exclusive discounts and deals to social media followers that will encourage re-posts.

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275k 566

31.5k

45.8k

4k

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Market Health

Market Size/Growth Mintel (see Sender, 2017) estimates that ‘the clothing market will grow by 19% over the next five years to reach £69 billion by 2022’, despite an uncertain economic backdrop.  Nonetheless, major players in the market, such as M&S and Next, have reported declining sales.

However, retailers such as FatFace that have moulded themselves to be strong lifestyle brands that are continually adapt to the changing needs of consumers, have continued to perform well (Sender, 2017). Therefore, they can still pursue a good financial year.

Left: Best- and worst-case forecast for consumer spending on clothing and accessories (incl VAT), 2012-22 (Mintel,2017)

Market Drivers Rising inflation Economic uncertainty Male Obesity Ageing Population Fast Fashion Technological innovations such as CAD and CAM have allowed retailers such as Zara and H&M to provide consumers with the latest fashions at the lowest prices (Eundeok, 2011). However, this has had an adverse effect: fast-fashion. With 51% of female shoppers preferring to shop at retailers that sell frequently updated ranges (Mintel, see Sender, 2017), fast fashion is increasingly threatening brands who focus heavily on the quality of their ranges as opposed to the quantity, like FatFace.

Value Fashion Supermarket chains are an increasing threat, as they have turned themselves into fashion destinations that offer trendy, quality clothing at low prices, and so are seen favoured by consumers, over fashion giants such as H&M and Topshop (Sharma, 2017).

Conclusion Evidently, in this challenging landscape, ‘the way consumers shop for fashion is changing, and their expectations are continuing to rise.’ (Sender, 2017) Therefore, FatFace must not only have a 360 degree view of the market, but they must focus on differentiating their brand from their competition through all aspects of their marketing mix. This involves developing ‘a better product’, ‘frequently changing collections’, ‘interesting stores’, ‘a seamless online experience’ and ‘excellent customer service.’ (Sender, 2017)

Although Brexit did have an effect on the rate of FatFace’s revenue sales growth in 2017, as the value of the Pound was falling, FatFace went on to expand their operations in the UK and the US: a flourishing economy that could allow tremendous international growth for FatFace.

applied to fatface

Considering that despite the Brexit consumers are still willing to invest in clothing, retailers such as FatFace could still pursue higher sales in a challenging economic climate. In addition, with a high percentage of employed people, continuous spending and heightened optimism for the future in the US, FatFace can realistically pursue further growth in the US market.

Since FatFace caters to this growing demographic, this is a great opportunity for them to consider strategies that could maximise their sales e.g. product innovation.

However, even though FatFace claims to target women aged 41, their advertising campaigns tend to use younger models. They must address this going forward, whilst also taking into consideration the use of celebrity endorsement in both the UK and US, which they currently do not employ.

In addition, a major social trend globally is Healthy Living.

People are growing increasingly health conscious as the American fast food culture has contributed to an obesity epidemic. Seeing as FatFace encourages an active, healthy lifestyle, their brand image could benefit them massively in the US market .



P

olitical

E

conomic

S

ocial

UK Political uncertainty- with 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, they are likely to be cautious about spending on fashion (Mintel, see Sender, 2017).

US Political stability- the USA economy is by far the largest in the world. Their GDP in 2016 amounted to 18.62 trillion US dollars and is projected to reach 23.6 trillion by 2022 (Statista, 2018).

UK Despite real incomes declining all throughout 2017 with the cost of living rising quicker than average wages, ‘consumer expenditure in the UK increased 3% to £1.25 trillion in 2017’, with 28% of people saying that they were in better financial shape in February 2018 than they were a year ago (Mintel, see Clark, 2018).

US ‘In 2017, the unemployment rate among the USA population ranged at approximately 4.9 percent.’ (Statista, 2018) Since 2015, unemployment rates have been decreasing, and income levels improving.

UK Ageing population- ‘The number of over-55s is forecast to grow by 10% between 2017 and 2022, with this age group expected to account for 32% of the population by 2022.’

(Mintel, see Sender, 2017) Authenticity- ‘71% of women agree that models in retailers’ advertising campaigns should reflect the age of their customers.’(Mintel, see Sender, 2017) US Obesity epidemic- ‘Just over 70 percent of all Americans are either overweight or obese, meaning people with normal weight levels are now a minority.’ (McCarthy, 2017) Celebrity culture- ‘35% of US millenials consider celebrities to be like them or their friends.’

(Y-pulse, 2017) 

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pestle

UK Omni channel retail- growing importance for a seamless shopping experience, requires retailers to include technology in their stores (Sender, 2017).

Rise of social media- ‘At 44%, social media is the most selected smartphone activity and some 21% of people rank it first as the activity they allocate most time to on their smartphone.’(Mintel, see Reynolds, 2018) US Rise of m-commerce- ‘60% of online US consumers now using mobile technology for shopping.’ (Statista, 2018)

T

echnological

Experiential Retail- ‘56% of 13-33-year-olds say they would go to stores more if there was more to do there.’ (Y-pulse, 2017)

UK With retailers trying to achieve international growth/ sales, it is crucial for them to consider potential threats such as trade barriers, changes in foreign exchange rates, and the rising cost of importing goods. Recent reports on the value of the Pound sterling falling against currencies including the Euro and the Dollar, may prove detrimental to the company’s financial assets (Chapman, 2017).  US Complicated legal regulations- ‘Each state in the USA has its own government structure and legal scheme. Businesses come under the regulatory environment of the state in which they operate.’ (Williams, B., Bhaumik, C. and Silk, A., 2015)

UK Need for transparency- ‘When shopping for fashion online, one fifth of Millennials and of shoppers aged under-35-years old would like retailers to have videos on their websites showing how clothes and shoes are made’.

(Mintel, see Sender, 2017) US Need for change- ‘86% of US consumers expect companies to act on social and environmental issues.’ (McCarthy, 2017)

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L

egal

E

nviromental

With the rise of e-commerce and m-commerce, consumer expectations are rising. US consumers especially are expecting a more personalised, path-to-purchase experience than UK consumers, with the element of experience heavily emphasized.

Hence, providing a seamless, experiential shopping journey that involves the integration of smartphones, social media and technology, has to be FatFace’s main priority in the UK, but even more so in the US.

FatFace has been impacted by ‘unfavourable movements in the USD/GBP exchange rate’ (FatFace, 2017), as they purchase product from the Far East in US dollars. The company noted that ‘the average hedged rate of purchases fell to $1.40:£1, compared to $1.57:£1 in 2016. Hence, they must consider the effect of the changing foreign exchange rates on their pricing strategies in both the UK and US. In addition, they must ensure that they are adhering to the laws that are in place in the states they choose to operate in (e.g. health and safety laws, advertising laws, etc.),in the US, to avoid legal complications.

FatFace takes their CSR very seriously. As explored later on, this is evident through the countless initiatives they take to ensure they have a positive impact on the enviroment and the community they operate in.

applied to fatface

With the gradual transition from a linear economy, to a circular economy, brands are expected to act socially responsible.

“Healthy Living”

“Connected consumers use computers, smart phones, tablets, (…), to connect to the internet, in order to experience and interact with digital content.”

(Boumphrey S. and Brehmer Z., 2017)

“Connected Consumers”

“Ethical Living”

“As well as prioritising experiences over possessions, consumers are also more demanding of experience in the path to purchase.”

(Boumphrey S. and Brehmer Z., 2017)

Mega Trends

“Consumers are demonstrating a more holistic approach to wellness encompassing spiritual and mental wellbeing, alongside physical health.” (Boumphrey S. and Brehmer Z., 2017)

“Among consumers and businesses, increasing attention is paid to ethics and moral values.”

(Boumphrey S. and Brehmer Z., 2017)

“Experience More”

“Shopping Reinvented”

“Consumers make purchases across many different platforms and merchants must be prepared to engage anytime and anywhere.”

(Boumphrey S. and Brehmer Z., 2017)

The health and wellness trend has rapidly infiltrated the industry. With ‘65% of Americans equating wealth with good physical health rather than money,’ (Shah, 2018, p.18) health has become a status symbol. Therefore, this has given rise to athleisure, a market sector that will reach ‘$231.7 billion worldwide by 2024.’ (Edited, 2018) Consequently, almost all high-street and specialist clothing retailers have launched their own athleisure lines. FatFace was one of them. However, when moving forward in the US market, this mega trend provides them with a major opportunity to really stand out in the market.

With the rise of e-commerce and s-commerce, social media is now embedded into the shopping experience, as it provided brands with a platform for consumer interaction and engagement (Bold, 2018).

However, as noted in the social media audit, FatFace are not utilising their social media presence. This can prove detrimental in the US market.

The fashion industry is the one of the most environmentally damaging industries. If it were to continue in their harmful ways, by 2050, it ‘will be responsible for a quarter of the world’s carbon budget.’ (Ellen MacArthur foundation, 2017) Therefore, consumers are now acknowledging the need for radical change, and are demanding brands to take responsibility, by prioritising sustainability and transparency.

Long before CSR was trendy, FatFace ensured their practises, (e.g. where their clothing material is sourced), were made known to the public on their website.

In addition, they are the founders of the FatFace Foundation: a charity that aims to ‘inspire families and young people in our local communities to lead happy and fulfilling lives.’ (FatFace, 2017) Hence, in the US, FatFace should raise awareness of their ongoing efforts to contributing positively to the environment and the communities they operate in, through online and social media campaigns.

With emphasis placed on experiences over possessions, FatFace can really hone in on the experience and authentic elements of the brand through implementing experiential features into their stores and exciting promotional strategies, centered around the FatFace experience.

With customer expectations rising, FatFace must be able to draw up innovative retailing strategies that will allow for a unique shopping journey, no matter which platform their customer chooses to engage with them through.

A vital tool is a mobile app. With the use of smartphones to make purchases online sky-rocketing, FatFace must develop an app: not in an attempt to stand out, but to keep up.

Furthermore, FatFace must strive to offer a consistent, and seamless experience across all their operating platforms. This involves incorporating technology into their in-store environment.

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Older Consumer

For Function

For Fashion

Younger Consumer

competitor analysis

analysis FatFace is a brand that focuses more on function than fashion as the majority of its product offering is intended for outdoor use.

However, the brand still provides an element of style that their older consumer whose average age is 41, appreciates.

Consequently, their main UK competitor is Weird fish, as they have an almost identical story, mission and ethos. In addition, as identified by FatFace employees (see Appendix 19-20), White Stuff and Joules are also primary competitors, as they have the same personable approach and target consumer. This poses as a risk, as they do not particularly stand out in this very saturated market they operate in.

Additionally, with US brands such as Patagonia and Hollister becoming British favourites and successfully targeting multiple demographic groups, it gets increasingly tougher for FatFace to stand out.

FatFace also faces intense indirect competition from a diverse, vast range of new market entrants continually shaking up the fashion system. Fashion pureplays such as Asos, that have gained mass market appeal, and supermarkets such as Sainsbury, Tesco and Asda that have created trendy, affordable lines, are increasingly favoured by consumers.

Evidently, unless they create a USP that will clearly set them apart from their competitors, FatFace as a brand, risks dilution.

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•

Strong Brand Identity A British lifestyle brand that caters for all the family.

•

S

Personalised customer service As noted in store interviews (see Appendix 19-20), their key strength is the exceptional customer service they offer.

This is key to gaining repeat customers.

•

Wide range of high quality clothing 62.5% of survey respondents claimed to shop in FatFace regularly because of the ‘quality’ (see Appendix 13).

trengths

•

Strong record of CSR Continuous contribution to the environment and society.

•

Price Promise Inspires trust and loyalty.

•

Maximise growth in the US With certain adjustments, they can experience a breakthrough.

O

pportunities

•

Rise of Social Media Social media platforms should be utilised to maximise awareness.

•

Omni-channel retail

Launching a mobile app and incorporating in store technology will enhance their unique shopping journey.

•

Brand Ambassadors Associating themselves with a celebrity that embodies their values can encourage brand awareness and usage.

swot

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•

Lack of social media presence/advertising

Lack of promotional activity and social media following means that the brand is always at risk of obscurity, as new players are constantly entering the market.

•

Perceived as ‘expensive’ Despite stating in their mission that they are ‘affordable,’ 73% of survey respondents considered FatFace to be expensive (see Appendix 14).

•

No celebrity endorsement FatFace are not taking advantage of celebrity influence to increase awareness and sales.

•

W eaknesses

No mobile app With m-commerce growing, an app is vital for customer purchasing convenience.

•

Brexit aftermath A drop in consumer confidence may affect spending at any given time.

•

Erosion of USP Providing good customer service is not a competitive advantage anymore: it is expected.

•

Saturated market The market is saturated, hence strong efforts are required for FatFace to stand out.

•

Relevance and modernity Competitors are tapping into new demographics, whilst FatFace remain stagnant, affecting brand perception negatively.

T hreats

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Although FatFace is profitable in the UK, when drawing up the SWOT analysis, it was evident that there are many areas for improvement that have to be addressed, before FatFace can experience great success in the US market, where it aims to continue expanding its operations in.

However, considering the brand has launched into the US using the same strategies they employ in the UK, they have not successfully addressed these underlying issues. Therefore, the following section of the report explores how FatFace can maximise growth in the US, by analysing current and potential marketing strategies that could be implemented.

04: Where does FatFace want to go?

Brand Essence

Brand Vision & objectives Vision All aspects of their operations, from product development, to in store design, to customer service ethos, aim to inspire their customers to simply embrace life, embark on new adventures, and create unforgettable memories whilst wearing their clothing.

Accordingly, Fat Face places the needs of their customer at the forefront, as they want to make sure they love everything they do, and are aware that they are passionate about them, and their needs (FatFace, 2017), as they do not aim to simply satisfy them. They want to give them an unforgettable shopping journey which goes beyond their physical product offering.

Therefore, even though Fat Face constantly pursues new growth opportunities, they always do so by staying true to their heritage.

From opening new store, to expanding in international markets, they are continuously exploring new, innovative ways of delivering their extraordinary products and outstanding customer service that they have become known and loved for over the years.

Does

fit this vision?

“It was clear to me it was the US customers for whom the product and brand resonated the most.” -Anthony Thompson, FatFace Chief Executive (see Felsted, 2015)

FatFace has already successfully introduced this vision to the US market, signified by their growing presence in this market. However, as explored throughout this report, they are not optimizing their growth potential in the largest apparel market in the world that is expected to be worth approximately ‘390 billion USD dollars by 2025’ (Statista, 2018), as although they are maintaining their core values, they are yet to strike a balance between brand consistency and innovation.

However, with mega trends such as experience, healthy, and ethical living, already integrated in their core vision, FatFace has the opportunity to translate their passion for their products and customer service in inventive ways into the US that will allow them to really penetrate the crowded market.

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Brand positioning Statement “FatFace is a UK based lifestyle clothing brand, with a unique heritage, offering a wide range of high quality and affordable clothing, footwear and accessories for all the family.�

-(FatFace 2017)

“ “ - 48 -

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consumer segmentation

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Who? Demographic FatFace aims to attract a wide range of customers, as it is a family orientated brand. However, the average age of their customer is 41, of which 70% are women and 30% are men (FatFace, 2018).

With a bias towards their female customer, in 2017, womenswear accounted for 53% of their retail sales, menswear 25%, accessories 13% and kidswear & footwear together 9% (FatFace, 2017).

socio economic FatFace customers are ‘relatively affluent’, with 80% of their customers in the demographic ABC1 (FatFace, 2014).

geographic Their customer tends to live in rural areas, as they enjoy being surrounded by nature and the outdoors.

Psychographic Their customers appreciates high-quality, enduring clothing that accommodates their casual active lifestyle, as they love to travel, keep physically fit, participate in outdoor activities and socialise with friends (FatFace, 2018).

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UK/US target consumer: Current Accordingly, their main UK target customer is a woman like Claire.

WHY? A FatFace consumer is someone who is constantly on the go with work, and taking care of their family. However, when they get time to relax, they like to go on long walks at the beach, as well as embark on exciting adventures with their family and pets, escaping their routine.

Therefore, they are willing to pay more for high-quality, enduring clothing that accomodates their way of life, and so they are loyal to FatFace, as they appreciate the values they stand for and their products meet their various needs.

Since FatFace has kept targeting the same consumer in the US, the above also represent their current customer in the US. However, a key difference in their US consumers is that they are more driven by emotion compared to UK consumers, who are up to three times more cautious spenders (Betts, 2014). Therefore, they have a heightened appreciation for brands, like FatFace, that reflect the life they aspire to live.

This is Claire. She is 41 and lives with her husband and two kids in Brighton. Claire works as a nurse, whilst occasionally in her spare time she likes taking photography courses. On the weekends, she likes to unwind by going on hikes and picnics with her family and their dog Astro, where she is surrounded by nature. But, she can’t help herself: she must update her Facebook status, sharing a picture with her family. She loves FatFace not only because of the quality of their clothes and unique ethical policies, but also because of the convenience they offer as she can get high-quality clothing for all the members of her family in just one click.

Claire, 41.

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US target consumer: potential

Their potential US target customer is a millenial like Jack.

WHY? Millennials are dominating the industry.

Hence, alongside targeting their core customer, when moving forward in the US, FatFace could potentially shift their focus on customers like Jack, who although is not their typical customer, is a perfect fit for FatFace, as the values they represent are increasingly resonating with millennials: function, heritage and experience.

Meet Jack. He is 20 years old and is currently taking a Film Studies course at Stanford University. He loves outdoor activities as he is always either surfing, skating, spending time at the beach with his friends or going on hikes with his dog Bolt. He enjoys participating in extreme sports like sky diving, but he likes to spend his summer nights chilling at music festivals. Above all, he is an explorer that is always travelling around the world, uploading pictures and videos of his adventures, and sharing them with his 200,000 YouTube and Instagram followers.

Jack, 20.

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Older Consumer

For Function

For Fashion

Younger Consumer

competitor analysis

analysis FatFace faces intense competition in this market. Not only do they have direct competition from British brands like Joules and Boden that have launched in the US, and market leader Gap, that as of 2016 has 4% of the global apparel market (Statista, 2018), FatFace faces price pressure from major discounters like Walmart and Target that are experiencing massive growth in the apparel industry, and now have a mass market appeal, by selling cheap apparel.

Consequently, in this increasingly competitive landscape, it is crucial that FatFace concentrate on developing a new USP. Delivering great customer service and having a British heritage, is certainly not a competitive advantage, as it would have been a few years ago in the US. With UK brands like Boden and Joules, leveraging their British credentials as a means of gaining appeal in the US, the long-term effect of this tactic has worn-out, despite the Royal Wedding somewhat reigniting the desire of US consumers have to experience British culture.

As mentioned previously, there is an emerging opportunity for FatFace to consider marketing and branding strategies that will grant them a new positioning that will appeal to a wider demographic, such as the millennials. However, with competitors such as Everlane and Carhartt, shifting their focus on ‘wooing millennials’ (Howell, 2018), by rebranding themselves, FatFace once again faces tough competition, when repositioning.

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Existing products Market Penetration

Existing markets

•

Increase advertising Utilise social media platforms, and sponsored content to keep current and boost brand usage across varied demographics.

•

Build Social Media Engagement Create immersive concepts that allow for social media exposure.

•

Brand Ambassador Associate brand with a famous individual that will lend credibility to their products.

Market Development

new markets

•

PR events Hosting events that essentially educate their US customers on the brand through immersive, FatFace themed concepts, will boost awareness in the new market.

•

Pop-up stores

Billboards and TV advertisements are no longer sufficient ‘in engaging the new generation of highly discerning and demanding consumers.’ (Spire, 2013) Pop-ups concepts can be very effective in encouraging consumer engagement and involvement with FatFace in the US. •

Celebrity Endorsement Endorsing celebrities that embody their values will raise awareness in this new market.

Existing products

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new products Product Development Launch a mobile app

Popularity of m-commerce has meant that 73% of their web visits are being generated through mobile devices (FatFace, 2017).

•

Launch new product ranges (pet, camping line, etc.)

As a lifestyle brand, FatFace can develop ranges that encompass the lifestyle they promote.

•

Celebrity Collaborations

Existing markets

•

Launching an exclusive range produced in collaboration with a celebrity such as Holly Willoughby could add a glamourous, new dimension to FatFace that is known for its function as opposed to its fashion.

Diversification •

Creation of sub-range (e.g. millennial range)

•

Tailored product lines (e.g. Petite, Tall, Plus-size) With the US population being extremely diverse, length or sizing adjustments may have to be made.

•

US collaborations Collaborating with American organisations in other industries, such as Go-Pro camera that embodies an adventurous lifestyle, or even a US competitor like Patagonia that shares the same ethical mission with FatFace, can raise awareness in the US.

new products

new markets

Focusing on creating a range that is adapted to young-consumer preferences can open up new possibilities for FatFace in the US market.

ansoff matrix

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When drawing up the Ansoff Matrix, some key opportunities were spotted that FatFace are unwisely ignoring. Therefore, the following part of the report will analyse their launch and existing operations in the US, as well as introduce and scrutinize potential strategies that will involve readjusting some aspects of their marketing mix, and so aid in fulfilling their sales potential the US market.

05: How will FatFace get there?

garden city. portsmouth. lennox. newburyport. lynnfield.

fatface in USA As stated by FatFace chief executive, Anthony Thompson (see Felsted, 2015) FatFace saw ‘a clear opportunity to offer US customers a brand which typifies an active, outdoor lifestyle.’ Through both Primary and Secondary research, this statement was certainly validated. Since announcing the launch of a dedicated US website in 2013 and the opening of the first store in Portland, USA in 2016, and now with a total of 10 stores, FatFace has proven that it belongs in the US market.

However, with the market constantly evolving, and FatFace showing no signs of product innovation and failure to utilise key marketing tools, such as social media, its place in the future apparel market, is undoubtedly uncertain.

portland. newport. burlington. Edgartown. Chatham.

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us launch

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product

place

*Product Extension*

*Pop-up stores*

FatFace should keep selling their core, high quality, extensive product ranges to their target consumers in the US.

Currently, FatFace have found success in taking the huge risk of establishing stand-alone stores when first launching in the US. And as of 2017, they have signed wholesale agreements with America’s largest clothing retailer, Amazon, further boosting awareness in the US market, as ‘60% of US online consumers begin their product searches on Amazon.’(Statista, 2018)

However, they should focus on launching a new range that will be tailored to millennial needs, to add a youthful, trendy element to their offering.

But, as described later on, this line’s success will have to be continuously monitored, assessed and altered as required, as if they launch this range without a well-drawn out consistent strategy, it could result to a major loss in revenue, that will set-back any potential growth in this market.

Considering they have already invested an immense amount of capital into their stores and deals, pop-up stores could be a great and exciting way of exploring a new revenue stream, such as with a new millenial range, without the risks associated with traditional retail.

price

promotion

*Affordable*

*Social Media*

Despite the brand being perceived as ‘expensive’ in the UK, considering US consumers are more comfortable spending money, their price points are well suited for their current, middle market positioning, and so they should neither drop or increase prices, as with quality closely associated with price, their price points reflect this.

Shockingly, FatFace barely have a social media in the US. Although they have attempted to personalise their Instagram accounts, creating an account for each of their stores in the US, each of them barely has a three figure following. Similarly, their dedicated US Facebook account has amassed just over 4k followers. This is poor reach, considering 68% of U.S. adults are now Facebook users and 78% of US 18- to 24-year-olds use Instagram (Pew Research Center, see Smith, A. and Anderson, M.,2018).

However, they should beware of current exchange rates and the rising cost of importing goods, and the effect they might have on the pricing of their products, to make sure appropriate readjusting is made, preventing any future losses.

Additionally, in previous years, due to its Price Promise FatFace does not participate in the Black Friday shopping craze. This is concerning as Black Friday is the busiest shopping day of the year.

However, since 2015,they rightly took the initiative of giving 10% of their net profits taken over the November weekend to charity (Butler, 2015).

Without compromising their values, they have smartly found a way to get involved in the most beloved American custom.

us Marketing mix

In addition, FatFace do not have a Snapchat account. Taking into account that 78% of US 18- to 24-year-olds use Snapchat (Pew Research Center, see Smith, A. and Anderson, M., 2018), they are missing out on a major opportunity, as Snapchat stories are a perfect way of fuelling the experiential aspect of the brand.

Going forward, FatFace has to establish a strong social media presence. Not only to appeal to and engage with a new, younger demographic, but also with their primary target consumer that is catching up, as 78% of US adults aged 30-49 indicate that they use any form of social media (Pew Research Centre, see Smith, A. and Anderson, M., 2018).

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people

process

*Customer service ethos*

*Omni-channel retail*

‘51% of customers believe that store associates do not have reasonable knowledge of their products.’

(Whiteley, 2018)

FatFace have to strive to deliver a seamless shopping journey for their US customers.

Although they have established a retail presence, and have a dedicated US website, they are yet to launch a mobile app. With 3 in 5 consumers purchasing via a smartphone (Deloitte, 2018), m-commerce is becoming an integral part of an Omni channel strategy.

Staff are the face of the brand. FatFace really understand the importance of having engaged employees who really live and breathe their values.

Hence, US employees, like their UK employees must be trained to ensure that they are able to provide customers with the information that is required, to make them feel comfortable, and so prompt them to make a purchase.

physical evidence *Immersive* As mentioned previously, an Omni-channel approach will allow FatFace to offer a ‘compelling’ and ‘connected customer experience.’

(Whiteley, 2018) With experiences and technology placed at the forefront, FatFace can capitalize on the active, adventurous nature of their brand, by having a section in their stores, where customers can go on virtual skiing journeys, navigated through the brand history, in a fun, immersive, and unique way, accomodating the 57% of 13-33 year olds that say they would go to stores to try out new and expensive technologies (Y-pulse, 2017).

However, FatFace must keep in mind, that ‘omni channel refers to a much more comprehensive and integrated approach to retailing.’ (Whiteley, 2018) They must be ready to engage with customers anywhere, and anytime, as they can start and stop their shopping journey in one channel, and complete it in another.

With only ‘31% of customers who shop across channels having a consistently positive experience’ (Whiteley, 2018), FatFace can use this to their advantage, and go on to create a seamless shopping journey that differentiates them from their competitors.

This also involves breaking down the barrier between offline and online even further.

FatFace’s in store environment must mirror this, by creating more engaging store formats and interactions in-store (e.g. digital screens, interactive mirrors) that will that will give customers an ‘informed’, ‘personal’ and ‘seamless journey,’ (Whiteley, 2018), drawing them in and making them want to connect with the brand.

Evidently, when analysing their current marketing mix, as well as the potential readjustments that should be made, imminent dangers were identified, that have to be tackled immediately, to prevent FatFace from potentially withdrawing from the market:

1. Erosion of USP 2. Lack of Product Innovation 3. Lack of Social Media Engagement

recommendation 1 NEW USP: “We get involved.”

“We make a difference.”

“We change people’s lives.”

-fatface 2018

In the increasingly competitive landscape they operate in, as explored previously, it is crucial that FatFace concentrate on developing a new USP. Fortunately, they have a major differentiating factor in the US, that they are yet to exploit.

FatFace has made sure to inform its US consumers of their British heritage, and appreciation of the American culture through various PR events: from serving fish and chips, to hosting Memorial Day concerts in their US stores. However, they have neglected building ‘emotional affinity’ and ‘longerterm loyalty,’ (Mindshare, 2018) by failing to inform their US consumers that they are genuinely a business with heart.

Their heavy involvement in promoting a healthy lifestyle, as well as ongoing contributions to society through their FatFace foundation, and to the environment, by implementing strict sustainability policies, completely resonates with US consumers, who, as explored previously, are striving to live a healthier, more environmentally cautious life, and so are increasingly seeking to buy into a lifestyle, rather than merely a product.

With ‘80% of US consumers [saying that they] would be loyal to a brand if it helped them live according to their personal values,’ (Shah, 2018, p.18), this allows for the opportunity to develop a new USP based on the intangible benefits associated with their products. None of their direct competitors have really tapped into the human element of their product offering, and so unlike FatFace, are not using their platform for the greater good of the community. Clearly, this is really what makes FatFace different and why consumers should choose them: they are not just words. They are ‘walking the walk and talking the talk’.

warning However, they must educate US consumers on this unique aspect of their brand to reap the benefits. They can do so by inviting local communities, the press, and lifestyle bloggers to experience their culture by hosting PR events that convey the lifestyle they support. For example, in an effort to combat the obesity epidemic, FatFace can host a hiking event or even sponsor marathon runners, shedding light on their wider role in the community, as they help consumers live a healthier, life, all whilst reinforcing their brand promise, and most importantly, generating a much-needed social media buzz in the US market.

Most importantly, by amplifying their social mission, customers are encouraged to spend more time getting to know FatFace, and so create ‘positive experiences’, ‘foster strong bonds’ and ‘emotional connection’, with the brand, ultimately creating brand loyalty (Mindshare, 2018).

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recommendation 2 NEW target market: millenials. who?

FatFace currently offer their UK wide range of high quality clothing, in their US stores and online website. And evidently, their style that is rooted in tradition, is resonating with US consumers.

Nevertheless, they seem to have reached a certain maturity in the market, and so are ready to take on new challenges and step into unknown territory.

Specifically, by capitalising on the experience and heritage aspect of their brand, FatFace could experience massive success when targeting America’s largest generation of 75 million (Frey, 2018), that accounts for a third of the US population (Eventbrite, 2017).

what? Where? when?

Moving forward, FatFace should shift their focus on developing an exclusive, new festival clothing range aimed specifically at millennials, that will be sold exclusively through pop-up stores (that will take the shape of campervans) in festivals (e.g. Coachella). Doing so, they will also create on-site photo opportunities that people will want to share, by displaying #fatfaceadventures prominently on the venue, encouraging them to use it when they post, and also to live stream on popular apps like Facebook and Instagram, for a chance to win a prize, by being entered in a giveaway.

why?

Millennials are giving rise to the experience economy (Eventbrite, 2018). In particular, ‘¾ millennials value experiences over things’ (Eventbrite, 2017), and this has been reflected in their spending patterns, as they are spending £3750 a year on going out of which £1750 of which are tickets for events (Eventbrite, 2017).Hence, it is no surprise, that in just 3 years, millennial attendance of music festivals has nearly doubled, as ‘84% of millennials attend music festivals to escape the daily grind.’ (Eventbrite, 2017) Currently in the UK, millenials were not too fond of FatFace, claiming that they would not be interested if they were to launch a new range specifically for their demographic (see Appendix 6). FatFace needs to change this. Accordingly, with their mission being to provide an escape from the 9-5 routine life, and their heritage fitting perfectly into outdoor, festival concepts, festival pop-ups are the perfect way for FatFace to reinvent their outdated brand image, in a way that enhances their strengths, and adds an exciting element to their products.

Additionally, with the nature of these outlets being temporary, FatFace are ‘less risk adverse, and so are encouraged to inject more creativity into creating a refreshing and innovative brand experience for customers’ (Spire, 2013) in the US. Therefore, using campervans to sell products at a festival, will not only serve to raise brand awareness as they cleverly educate and excite US millennials about their brand, but it will allow for an ‘instagrammable moment,’ prompting millenials to share their experience, as ‘68% of millennials say when they [see] something really cool, they post about it on social media.’ (Y-pulse, 2017)

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#fatfaceadventures

measuring success Hence, this brand immersive themed experience will generate social media buzz, boosting user generated content on social media that is favoured for its authenticity, and reviving #fatfaceadventures which currently has a messily 2,089 posts on Instagram.

FatFace can then measure the precise success of this pop-up event in rising social media engagement, by monitoring the increase in follows, likes, and mentions across all social media channels they operate in. If they also wanted to gain qualitative feedback, they could send out surveys to all the individuals that have participated in the giveaway, gaining insight on how effective this event was in gaining millennial awareness.

In addition, this pop-up concept will act as a trial, as a means of assessing if a potential millenial sub range should be officially incorporated in their US offering, as pop-ups will give FatFace the opportunity to get first-hand feedback on how the range is being received (Khan, 2018).

recommendation 3 embrace celebrity culture: celebrity endorsment.

At this point in time, FatFace should not yet invest on traditional advertising, as considering they are yet to penetrate the social media market. Their sole focus should be on online advertising and specifically social media advertising, as in today’s media saturated culture, not harnessing the power of social media to raise brand awareness and engagement, is a major setback for FatFace.

UK consumers love online, social media celebrities. But US consumers are a celebrity obsessed nation, as they have wholeheartedly embraced the age of influence. As noted by a Y-Pulse study (2017), nearly half of the 13-34-year olds in the US admit that they are more likely to buy a product that was recommended by an online celebrity, compared to the UK, were 40% said the same.

FatFace must associate their products with an individual in the US that not only has a wide social media reach, but that fits seamlessly into the brand’s DNA. For example, endorsing Vanessa Hudgens, a self-confessed festival lover, and a social media sensation, could be the perfect fit when looking for someone to promote their new, exclusive festival range, on social media, and prompt a new demographic to come to the festival, and join in the ‘FatFace fun’. In turn, this will lead to increased traffic to their social media accounts, and so raise awareness and increase their low following.

brand ambassadors.

In contrast, when promoting their core products, they should consider utilising a celebrity brand ambassador like Reese Witherspoon whose age and lifestyle is representative of their target market. By establishing a long-term relationship with her, they will not only boost brand awareness in the US, but also brand usage, as essentially her likability is transferred onto their products (Lury, 2011), making the FatFace lifestyle somewhat aspirational. Hence, consumers will be encouraged to buy into it.

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06: Conclusion

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Does FatFace have a future in the US? At this point in time, FatFace must initially focus on their social media presence, by utilising the most appropriate tools and platforms, as their lack of social media engagement is an imminent danger to the brand’s health in the UK, but even more so in the US. This will mean that they should delay any further opening of new stores, to concentrate their efforts and capital on modifying their USP, reviving their brand identity, and expanding their social media reach, as the brand is evidently growing increasingly irrelevant in the saturated market it operates in.

Therefore, it is essential that FatFace focus on building a strong, loyal customer base in the US before investing in additional time-consuming and costly ventures, such as the creation of an interconnected in-store shopping environment and the development of a mobile app.

Hence, to conclude, it is evident that this British gem has massive growth potential in the US, as validated by its continually growing presence in the UK and in the US market. But, through carefully analysing their current and future prospects in the market, there are major issues that need to be resolved, before experiencing unprecedented growth. However, if addressed with appropriate strategies such as those suggested, FatFace can continue on the road to dominating the US market.

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07: Supporting Material

consent forms

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appendices

appendix 1 appendix 2

appendix 3 appendix 4

appendix 5

appendix 6 - 84 -

appendix 7

appendix 8

appendix 9

appendix 10

appendix 11

appendix 12

appendix 13

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appendix 14

appendix 15

appendix 16

appendix 17

appendix 18

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appendix 19 INTERVIEW 1 1.

How would you describe Fat Face’s target consumer?

“They are in their mid 40s. Someone who likes the outdoors activities, sports, going on walks.”

2.

Who are your main competitors in the UK? “White Stuff and Joules.”

3.

Who do you think your main competitors would be in the US? “Brands like Billabong. I know it’s already in the UK but it has that sort of surfer style.”

4.

What makes you different from your competitors?

“Our customer service, we focus on the customer journey compared to other stores. You don’t get greeted. Our quality is high as well, we get consumers coming in saying they have has their products for 10-15 years so we are durable.”

5.

Do you think Fat face would appeal to US consumers? Give reasons.

“Yes. We have already opened 5 stores in the US and they are doing okay.”

6.

Do you think fat face should launch through a third party or an established stand-alone store?

“Stand-alone.”

7.

What is your understanding of the brand launch in the US so far?

“They didn’t send anyone from the UK to begin with but they are beginning to.”

8.

Do you think fat face has a strong online presence?

“Yes. Collections go online a day before they come in store and we offer free delivery if we don’t have what you want in store as a way of helping consumers.”

9.

How do you think fat face could improve their online presence?

“Have a mobile app.”

10. Should Fat Face work on utilising their presence on social media as a way to appeal to Millennials?

“Definitely, there wasn’t nearly enough PR or marketing for this particular store and I think it would have helped bring in a wider audience if we had this.”

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appendix 20 INTERVIEW 2 1.

How would you describe FatFace’s target consumer?

“Mainly parents, middle aged people and older generations.”

2.

Who are your main competitors in the UK? “White Stuff and similar shops.”

3.

Who do you think your main competitors would be in the US? “I’m unsure.”

4.

What makes you different from your competitors?

“We offer a personal experience for customers and we are really friendly.”

5.

Do you think Fat face would appeal to US consumers? Give reasons.

“Yes I think we are a friendly brand and I think that is important to US consumers.”

6.

Do you think fat face should launch through a third party or an established stand-alone store?

“Generally it works best in a stand-alone store as you have every product in front of you.”

7.

What is your understanding of the brand launch in the US so far?

“I’m unsure.”

8.

Do you think fat face has a strong online presence?

“Yes definitely. We get a lot of online orders.”

9.

How do you think fat face could improve their online presence?

“Their social media needs to be updated more and revised because it’s a younger audience on social media, which isn’t really their target audience.”

10. Should Fat Face work on utilising their presence on social media as a way to appeal to Millennials?

“Their target consumer at the moment doesn’t really use apps and social media that much. But, with millenials this would definately work.”

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